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BUILDING LONG TERM SUCCESS LongTermImage (Innovation (Cycle of innovation,…

- - - - Problem Solve
      - Value Culture
      - nourish Creativity
  - - - Internal Sourcing
      - Cross-unit Sourcing
      - External Sourcing
    - - Selection
      - Development
    - - Spread of the idea
  - - - Management
        
        Stakeholder Buy in
        
        Process under control
        
        On Budget
      - Leadership
        
        Vision for future
        
        Mobilise Resources
        
        Engin e on process
- - - - Direct
      - Indirect
  - - - Better wok/life balance
      - Manage own time
      - Globalisation
        
        Customer demand
        
        International Talent Resource
      - Advances in Teschnology
    - - Role involvement Management
      - Organisational Involvement Management
      - High-involvement Management
- - - - 10 Ways to Create Value
      - Main Issues
        
        Focus on Short term
        
        Need to plan long term
        
        Think Creatively
        
        Snr Exec Risk = Shareholder Risk
    - - Insist on long term
      - Manage Expectations
      - Alignment
      - Redefine Board role
      - Create Lasting Value
  - - - Historical Cost
        
        Pros
        
        Objective
        
        Simplicity
        
        Conservative
        
        Consistency
        
        Cons
        
        Asset value not realised
        
        Doesn't consider inflation
        
        Realised gains controlled by management
      - Fair Value
        
        Pros
        
        Estimates current value
        
        Considers Inflation
        
        Cons
        
        Potential bias on the value
        
        Volitie - Could realise profit too early
      - Deprival Value
        
        Replacement Cost
        
        Net Realisable Value
        
        value In Use
  - - - "Conscious Capitalism"
      - Improvement on CSR
      - Strategic answer to social issues
      - Clear role for Government
      - Implementation
        
        Product
        
        Value Chain
        
        Cluster
    - - No improvement on CSR
      - Ingores current tension
      - Suggested Implementation Wouldn't work
      - Lack of compliance
      - Unrealistic concept of role
    - - Common Agenda
      - Shared measurement system
      - Mutually reinforced activities
      - Constant Communication
      - Backbone organisation
- - - - Everyone's Responsibility
      - Internal & External SLAs
      - Constant improvement
      - Individual responsibility
    - - Prevention
      - Appraisal
      - Internal
      - External
    - - QA
        
        All elements
      - QC
        
        Technical Requirements
      - ISO 9000
      - EFQM
      - Models
        
        Perception Based
        
        Zone of Tolerance
        
        Dimensions of Service Quality
        
        Quality Gaps
      - Importance-Performance Matrix
        
        Scale
        
        Excess
        
        Appropriate
        
        Improve
        
        Urgent Action
        
        Measure
        
        Capabilities
        
        Competition
        
        Customer expectation
    - - Histogram
      - Control Chart
      - Scatter Diagram
      - Pareto Chart
      - Checklist / Tally
      - Ishikawa Model
      - stratification
  - - - Hazard
        
        Supply Chain
        
        Human capital
        
        Technology
        
        Customers
        
        Organisational
      - Impact
      - Likelihood
      - Risk
      - Resilience
    - - Reduce Impact
      - Reduce Likelihood
      - Plan to Recover
    - - Identify Hazard/Risk
      - Estimate Impact
      - Estimate likelihood
      - Impact & Likelihood = Measure of Risk
    - - Avoid
      - Reduce
      - Transfer
      - Share
      - Take
- - - - Customer retention
      - Increased understanding
      - Improve production
      - Reduce price sensitivity
      - Greater predictability
    - - Commitment
      - Trust
      - Customer Orientation
      - Communication
    - - Service is fundamental
      - Value is cocreated
      - Actors are resource integrators
      - Value determine by beneficiary
      - Value created coordinated back
    - - Dwyer
        
        Awareness
        
        Exploration
        
        Expansion
        
        Commitment
        
        Dissoltion
      - Bains
        
        Acquisition
        
        Development
        
        Retention
        
        Decline
      - Business to Business Zhang
        
        Relationship State
        
        Transactional
        
        Transitional
        
        Communal
        
        Damaged
        
        Characteristcs
        
        Low to high
        
        Trust, Commitment, Norms & dependence
        
        Migration strategies
  - - - Promote brand identity
      - Provides focus
      - Supports relationship building
      - Enables feedback
    - - Line management
      - Internal team
      - Internal project
      - Internal corporate
    - - Verbal Abusers
      - Blamers
      - Rule Brakers
      - Rule Makers
      - Opportunists
      - Returnaholics
  - - - preconditions
      - Trigger event
      - Crisis
      - Postcrisis
    - - when crisis gains notoriety with relevant audience
    - - Customer Brand Sabateurs
      - Employee Brand Sabateurs
    - - Assess the incident
      - Acknowledge the problem
      - Formulate a response
      - Implement the response
  - - - Sales
      - Gross Margin
      - Awareness
      - Market Share
      - Number of New Products
      - Relative Price
      - Customer Dissatisfaction
      - Customer Satisfaction
      - Distribution
      - Profit/Profitability
    - - Brand Equity
      - Customer Equity
- - - - Process View
        
        Followers
        
        Leader
        
        Context
        
        Outcome
  - - - Mazlow's Hierarchy Needs
      - Herzberg Two Factor
    - - Why?
      - What?
      - How?