The difference between what we want and what we have got

The difference between what we want and what we have

got

Auditing the strategic pathway Market(ing) intentions versus market(ing)

realities strategic gap analysis

“It’s a dirty little secret: Most executivescannot articulate the objective, scope andadvantage of their business in a simplestatement. If they can’t, neither cananyone else.”

Collis and Rukstad, 2008

Evaluating: Strategic thinking Market sensing and learning strategy Strategic market choices and targets Customer value strategy and positioning Strategic relationships and networks The strategy

Systematically identifying the differences (gaps) between what we want and what we have got (or expect to get)

Explaining those gaps and taking remedial action

Strategicintent

Strategicreality

Strategicgaps

Comparison

New types of organization Process-based marketing

Processes that define value

Processes that create value

Processes that deliver value

Accounting& finance

Production& operations

Supplychain Sales

Humanresourcemanagement

Purchasing& supply

Research &development

Customerservice

Partnerorganizations

Alliances

Networks

The new organization traditional structures create barriers organizational design shifts are common innovation is key force the knowledge-based worker managing culture collaborative working informal networks organizational diversity and external relationships

Organizational agility and flexibility traditional organizations are too slow and

cumbersome new emphasis on speed and responsiveness

Employee motivation e.g., the Millennials

Managing organizational marketing processes

Structures are moving towards horizontal business processes

Traditionalverticalorganizationalhierarchy

Horizontalorganizationalstructure

Functionalstructure

Processstructure

Processoverlay

Functionaloverlay

Hybrid structures

Hybrid structures

Hybrid organizational forms are replacing traditional vertical organizations

Processes that define valuee.g. knowledge management, CRM

Processes that create valuee.g. new product development,innovation

Processes that deliver valuee.g. logistics, customer service,value chain relationships

Specialist resource groups support processmanagers e.g. functional departments,business units, external collaborators

Processleadership

Resource group leadership

Coordinationmechanismsto linkprocess andresourceleadership

Decision making processes – planning and budgeting conventional views of planning and budgeting

emphasise techniques and systems

Corporate goalsCorporate mission

Corporate constraints

Market analysis and choicesMarket segmentation

Competitive comparisonsInternal analysis

SWOT: Strengths, Weaknesses,Opportunties and Threats

Market strategyMarketing programmes

Tactics and actionsEvaluation and control

Implementation strategySales management

Alliance managementInternal marketing

Corporate/strategicplanning

StrategicmarketingPlanning

Marketingplan

Implementation

How managers see planning and budgeting – managers want: a good plan teams and ownership continuous process identify real information needs build understanding of strategy shake company dogma

What managers get from planning: analysis instead of planning information search instead of decisions incrementalism vested interests organizational 'mind-set’ resistance to change no resourcing or implementation Diminishing effort and interest

Marketing budgeting becomes dominated by: power strategic contingencies control disputes political influence bargaining and advocacy corporate culture

Managing planning and budgeting as process

Multidimensional processes with analytical, behavioural and organizational dimensions

Planningprocess

Analyticaldimension

Behaviouraldimension

Organizationaldimension

TechniquesProceduresSystemsPlanning models

Managerial perceptionsParticipationStrategic assumptionsMotivationCommitmentOwnership of output

StructureInformationCultureManagement signals

Actively managing process to shape outcomes involves: training and development change agents participation design effective planning teams ownership the top priority