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Block 3 Building Long-Term Success - Coggle Diagram
Block 3
Building Long-Term Success
Politics of Business Management
Analysis
Stakeholders
Key players
Influence towards your goals
Strategic direction / scanning
Personal / Interpersonal skills
Reading people / situation
Strategies / goals
Poltics
Power
Influence / control behaviours
Interests
Values
Consensus building
institutions / government
Opposition
Voices
Channels
Direct
Indirect
Unions / non-union representatives
Positive virtuous cycles (GGND)
Employment
Energy Security
Reducing climate Risks
International Cooperation
Greenhouse Gas Mitigation
Importance / quality
Businesses sustainability
Management
Cost
Quality assurance / control
Systems
7 key tools to quality control
Histogram
Control Chart
Scatter Diagram
Pareto Chart
Checklist
Cause and effect diagram
Stratification
Improving Performance
Importance scale
Performance scale
Importance-Performance matrix
Improvement plans
Comparison with competition
Price
Quality
Speed of Service
Availability
Courtesy of staff
Location
Operational risk / resilience
Harzard
Impact
Likelihood
Managing Risk
Matrix
Relationship Marketing
Cost effective / retain customers
Customer satisfaction / Consumer orientation
Maximising life-time value
loyalty
Communication + trust
S_D logic
Life-cycle + Indicators
Relationships
Strategies
Leadership / Management
Comparisons
Leadership: person, result, position, purpose, process
Followership
Leadership qualities
Power
Management: Planning, budgeting, structuring / staffing jobs, measuring performance, problem-solving
Measuring success
Profit
Sales
Gross margin
Awareness
Market share
Number of products
Relative price
Customer dis / satisfaction
Distribution / availiability
Brand equity
Customer equity
Materiality matrix
Long-term / Short-term effect of marketing
Crisis Management
Brand reputation
Minimising damage
Internal / External
Brand sabotage
Contriversies
10 recommendation Griffen (2008)
Internal Marketing
Brand identity
Staff diversity
Customer relations
Customer feedback
Brand perception
Interrelated dimensions
Internal corporate communication
Service recovery paradox
Unfair customers, dealing with them (Berry and Seiders (2008)
Type employees / commitment