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'Long-term success' (Planning :pencil2: (Creating Value (Mission…

- - - - New product/idea
        
        Investment
        
        Risk
        
        Relaunch
    - - New ways of doing things
        
        Organisational Mission #
        
        Strong commitment
        
        Higher risk/reward
    - - Quick returns of value
    - - Organisational Vision
      - Ethics & Values
      - Beliefs
      - Value proposition
      - CSV (Porter & Kramer) :pen:
      - Long term goal
      - CSR
- - - - Organisational Mission #
      - Ethics & values
        
        CSV (Porter & Kramer) :pen: #
      - Brand Champions (Ind, 2007):pen:
        
        internal marketing #
      - Strategic managers
        
        In line with organisational values and beliefs
        
        Reward in line with vision #
    - - Brand identity #
      - Leadership
        
        Person
        
        Result
        
        Position
        
        Purpose
        
        Process
- - - - coherent brand identity #
      - Brand champions (Ind, 2007) :pen:
        
        deliver brand promises
        
        deliver feedback
        
        build relationships with customers
        
        Focused staff
      - Well informed staff
      - Support from managers
        
        Unfair customers
        
        Crisis management
        
        Brand saboteurs
        
        Employee brand saboteurs
        
        Leadership
    - - customer loyalty
        
        Embrace ethics & Values
        
        Value proposition #
      - Commitment
      - trust
      - Customer orientation and communication
      - relational strategies (Egn, 2011) :pen:
        
        competitive advantage #
      - Relationship marketing ladder
        
        (Peck et al., 1999) :pen:
        
        prospect
        
        Purchaser
        
        Client
        
        Supporter
        
        Advocate
        
        Partner
- - - - Stratagies
        
        mission statement #
      - filtering ideas
        
        organisational relevance
    - - Quality assurance :pen:
        
        Meets customer criteria #
        
        Proactive approach to quality
        
        Long term cost reduction
      - Quality control :pen:
        
        data available
        
        Seven tools :pen:
        
        scatter diagram
        
        pareto chart
        
        cause and effect diagram
        
        stratification
        
        checklist
        
        histogram
        
        control chart
        
        Importace-performance matrix (Slack 1994):pen:
        
        Stage 1: Judge the importance of performance
        
        Stage 2: Judge the performance against competitors
        
        Stage 3: Match the performance against caracteristics
        
        Stage4: Develop improvement plans
      - quality sytems
        
        prevention