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BUILDING LONG-TERM SUCCESS (LEADERSHIP (IDENTIFYING LEADERSHIP (Leadership…
BUILDING LONG-TERM SUCCESS
LEADERSHIP
LEADERSHIP AND MANAGEMENT
THE POLITICS OF BUSINESS AND MANAGEMENT
POLITICAL CONTEXT
ANALYSING THE POLITICAL CONTEXT
Nash(2006)
STAKEHOLDER ANALYSIS
Bryson(2004)
The power vs. interest
Yaffe and Chadwick(2004)
MANAGING THE POLITICAL CONTEXT
Hartley and Fletcher's political astuteness framework
UNDERSTANDING THE POLITICAL CONTEXT
Crozier and Friedberg(1980)
IDENTIFYING LEADERSHIP
Leadership as Position
Leadership as Person
Leadership as Purpose
Leadership as Process
Leadership as Result
STRATEGIC LEADERSHIP
LEADERSHIP VS MANAGEMENT
INNOVATION
GLOBAL GREEN NEW DEAL
ELEMENTS OF A GLOBAL GREEN NEW DEAL
Provide Additional Support to the Least Developed Countries
Create Mechanisms to Serve Off-Grid Communities
Establish a Global Investment Fund for Renewables
Create a Network of Innovation Centers
Determine Host Country Contributions
Create a Global Climate Conservation Corps
Set Price Guarantees
Develop the Appropiate Institutional Architecture
Set Targets
INTERCONNECTED ISSUES
DEVELOPMENT
ENERGY
CLIMATE
INVESTMENT IN RENEWABLE ENERGY
Oportunity for an energy transformation
NEW CORPORATE ACTIVISM
CEO's
CHE GUEVARA
EMPLOYEES
UNIONS
Employee 'voice'
John Lewis
SOCIAL MEDIA AND THE WEB
Women in the media
TELEWORKING
HEALTHIER OFFICES
ARTIFICIAL INTELLIGENCE
Stephen Hawking
OPERATIONS MANAGEMENT
EMPLOYEE INVOLVEMENT
HORIZONS SHIFTING
SUSTAINABILITY
QUALITY
ASSURANCE AND CONTROL
SEVEN KEY TOOLS
Pareto chart
checklist
scatter diagram
cause and effect diagram
control chart
stratification
histogram
QUALITY SYSTEMS
COST OF QUALITY
appraisal costs
internal costs of defects
external costs of defects
prevention costs
QUALITY MANAGEMENT
SIX SIGMA
PERFORMANCE
FOUR-STAGE PROCESS
Judge the performance agaisnt competitors
Match performance against characteristics
judge the importance of performance measures to customers
Develop improvement plans
OPERATIONAL RISK AND RESILIENCE
IMPACT
LIKELIHOOD
HAZARDS
human capital
technology
supply chain
customers
orgamisational
MANAGING RISK
reduce the likelihood
recover
reduce the impact
MARKETING
INTERNAL MARKETING
INTERNAL MARKETING COMMUNICATION
Welch and Jackson(2007)
CRITICAL SERVICE INTERACTIONS
Bitner(1990)
THE ROLE AND IMPACT OF STAFF
:check:
UNFAIR CUSTOMERS
Rule breakers
Rule makers
Blamers
Opportunists
Verbal abusers
Returnaholics
BENEFITS OF INTERNAL MARKETING
provides focus for staff
relationship with customers
Enables staff to feed back
It helps to promote a coherent brand identity
TYPES OF EMPLOYEES
Brand cynics
Brand saboteurs
Brand agnostics
Brand champions
RELATIONSHIP MARKETING
BENEFITS OF RELATIONSHIP MARKETING
Buttle(1996)
CUSTOMER LOYALTY
Dibb(2016)
CUSTOMER VALUE AND CUSTOMER SATISFACTION
COMMITMENT, TRUST, CUSTOMER ORIENTATION AND COMMUNICATION
SERVICE-DOMINANT LOGIC
value is cocreated by multiple actors
all actors are resource integrators
service is the fundamental basis of exchange
value is determined by the beneficiary
value cocreation is coordinated through actor-generated institutions and arregements
TYPES OF RELATIONSHIP
Gummesson(1994)
Bejou and Palmer(1998)
Dwyer(1987)
B2B RELATIONSHIPS
trust
norms
commitment
dependence
TRANSACTIONAL VS RELATIONAL STRATEGIES
embrace ethical values
foster trust in the marketing system
do no harm
MARKETING SUCCESS
KEY MARKETING MEASURES
Profit/ profitability
Sales
Gross margin
Awareness
Market share
Number of new products
Relative price
Customer dissatisfaction
Customer satisfaction
Distribution/ availability
OTHER MEASURES
Customer equity
Brand equity
CRISIS MANAGEMENT
EXTERNALLY GENERATED CRISIS
INTERNALLY GENERATED ISSUES
employee brand saboteurs
consumer brand saboteurs
MANAGING CRISES AND ISSUES
Griffin's(2008)