Please enable JavaScript.
Coggle requires JavaScript to display documents.
Building Long-Term Success (Quality (7 Tools/Graphs (Stratification,…
Building Long-Term Success
Time+Innovation
//successful innovation:// time-frames
medium
relaunch/recreate products
risky
long
higher risks-higher results
new visions/products
//commitment
short
//clear aims
quick returns
Innovation cycles
Business //cycle
//most popular
//illustrates// economic expansion&recession
Product life //cycle
from conception to destruction/removal
combined=best
Foster sustainable innovation culture
//establish stable environment
"creative disruption"
//critical aspect //of innovation
new perspective+capabilities
can produce
//economic instability
negative results
crucial
organisations' long-term viability
social progess
//markets
hinder
//short-term thinking
//pressure for profits
spur
innovation
Employment Relations
Empowerment Era
aim
empower employees
more productive
//recent
workers
=individuals
reach full potential
Employment-->employability
allows employees
control destiny
//change job (DOWNSIDE for orga)
develop new skills
//Governments+organisations invest
job training
building workforce skills
Challenges+Opportunities
Rethink employees+employers
interests/assumptions
Empowerment Strategies
//maximise value+productivity
masks tension-filled working reality
leading to
employee disengagement
challenge ideals
political
social
reevaluate employee relations
//positively engage employees
Quality
7 Tools/Graphs
Stratification
histogram
Pareto
scatter
Tally
control
Cause/Effect
if bad
reputational damage
expensive
business' long-term viability
compares intended outcome with the actual one
Managment
Control
Assurance
approach
reactive
proactive
//Costs
appraisel
internal
prevention
expertnal
cheaper to retain than acquire/lose customers
perception-based models
quality gaps
satisfaction?
dimensions of quality service
perception of quality?
explores customer?
//Strategic improvement
best tool
importance-performance matrix
bringing together market requirements+operations capabilities
Accounting for Values
//Create long-term value
//measuring
measurement choices //(accrual accounting)
historical cost
?gain not recognized till realized
deprival value
?appropriate measurement basis for assets
fair value
?measures assets+liabilities estimating current value
///issues
financial reporting not enough
shareholder value
//objective
maximise wealth
conflict -- shareholders vs management
immediate profits=destroys results in long-term
CSV
different from CSR
generates&unleashes
profit
social value
innovation
//next wave// global growth
//created// 3 ways
redefining productivity in value chain
enabling local cluster development
reconceiving products/market
//Ecosystem
collective impact to change values
advance social progress
opportunities for economic success
essential roles
governments, ngos, corporations, community memebers
5 elements for sucess
consistently measure results
mutually reinforce activities
common agenda
continuous communication
backbone organisation(s)
//engage with other businesses
RELATIONSHIP MARKETING
INTERNAL //MARKETING
provides clarity- staff's roles
supports customer relationship building
enables staff to feedback
enhancing
customer orientation
profits
promotes coherent brand identiy
shift from combative to collaborative mindset between companies&customers
objective
cultivate long-term customer exchanges
business-to-business relationships
greatly impacts costs&outcomes
LEADERSHIP
different to managment
not born with "it"
permeates organisation on many levels
creates vision+inspires other to follow
not attributes but behaviour
trust=key
more&more needed
different forms