GROUP PRESENTATION ON CHAPTER 2.pptx

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    GROUP PRESENTATION ON

    CHAPTER 2 WHAT IS WINNING

    GROUP MEMBERS:

    SYED MAAZ HASAN (6012)FAIZAN KHALID (6261)

    RAFAY ALAM (6182)

    ASAD AZEEM BAIG (6177)

    MUBEEN ZAFAR (6083)

    OVAIS YOUNUS (6139)

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    WHAT WINNING IS?

    Aspirations are important as far as the guidance purposeis concerned.

    Winning aspirations defines the true purpose of

    existence and answers many questions that go on to set

    the tone. Winning is what actually matters. Being out there just to

    compete never helps but winning aspirations makes you

    a step ahead of your rival.

    But winning is not that easy. It requires tough choicesand dedicated efforts. A too less ambitious aspiration

    would be dangerous.

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    GM Motors costliest move.. GM would be termed the king when it comes to market

    share in the automotive industry and hold the mostnumber of employees.

    But after the departure of Mr. Sloan (chairman of GM),

    things started to worsened and they had to re-invent.

    In 1990 out of frustration, GM launched a brand saturn

    just to compete in a small-car market and left no stone

    unturned to make it a success.

    But they failed miserably and had to shut down that

    project. Incurred a loss of around $20 billion.

    Winning was not that easy for GM but their aspiration

    was not up to the level.

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    P&GS DILEMMA AND THE DESIRE TO

    WIN THAT PAID OFF:

    At the end of dot-com bubble, it was still evident thatinvestment in IT sector is inevitable as it was something

    more than a core competency for many including P&G.

    Although GBS was doing reasonably well, P&G was there

    to choose amongst the three choices tabled. The choices were either to spin-off the GBS, outsource it

    or to stay with the same line of action.

    The senior team was not convinced wholly on any one of

    the option until they asked Mr. Filipo Passerini to see

    through it.

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    P&GS DILEMMA AND THE DESIRE TO

    WIN THAT PAID OFF:

    Passerini didnt go with the conventional measures.

    He wanted the GBS to be the best rather thantermed as good enough.

    Therefore, he entered into partnerships withdifferent entities ( not the best available) with interdependency in mind.

    It turned out to be a success as the quality of

    services enhanced and cost was cut to size. Passerini was of the view that we should go out to

    capture the market rather than to co-exist with otherplayers.

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    WINNING WITH THOSE WHO MATTER

    MOST

    It is important for an entity to set aspirations and to be

    thoughtful about their business.

    Most of the companies do not really bother to know

    what their customers want. They just try to improve theirproducts by spending hefty amounts.

    This is a prelude to marketing myopia ( where you think

    about your product only) which is quite a danger sign.

    The biggest threat of being that naive is you focus onwrong aspects rather than what your customer wants!

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    AGAINST ALL THE ODDS.. After setting winning your priority, you have to look out

    for all the competitors in the market. Usual suspects willbe focused first though.

    This is an approach to foster. In P&GS case, bestcompetitors were found to be local and sometimes small

    players. The thing that matters is to know who is your real

    competitor. In home care products, Reckitt and Benckiseroutperforming P&G.

    It was hard to convince leaders to consider Reckitt andBenckiser a rival.

    It provides helpful insights to explore multiple ways towin.

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    TO CONCLUDE..

    The essence to a great strategy is to make clear, hard and

    well defined choices.

    And it all starts with an aspiration to win.

    Aspirations are not enough though. The idea is toconcoct a strategy that enable them to pursue such

    aspiration.

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    DOS AND DONTS

    Never try to be enough, always go for a win.

    Craft meaningful aspirations.

    Focus customers rather than products.

    Search thoroughly when it comes to competitors.

    Aspirations arent strategy, they are merely a tool to

    move forward.