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BUILDING LONG TERM SUCCESS :trophy: - Coggle Diagram
BUILDING LONG TERM SUCCESS
:trophy:
IDEAS :hourglass: INNOVATIONS
SHORT TERM
Extension of a product :house_buildings:
Focused :eyeglasses:
Quick returns :fast_forward:
MEDIUM TERM
Recreation of product
Relaunch :rocket:
More investment :money_with_wings:
LONG TERM
New visions :eyes:
Strong commitment :chains:
High risk
CYCLES :cyclone:
Business cycles
Product life cycles
Waves of economics :wavy_dash::moneybag::wavy_dash:
Virtuous/ Vicious cycles
INNOVATION CULTURE :film_frames:
Creative destruction :building_construction:
Competitive working culture
CHANGE
Requires institutional support :family:
INNOVATE WITH PURPOSE
'DIFFUSION OF INNOVATION' - Everett Rogers 1962
CHANGE MAKERS
Innovators :hatching_chick:
Early adoptors :hatched_chick:
Early Majority :baby_chick:
Late majority :chicken:
RESISTANCE
POLITICS
POLITICAL CONTEXT
Social Perspectives
POLITICAL GAMES
Rebellions
Alliances
Organisational Perspectives
ANALYSING THE CONTEXT
Power dynamics
Main actors
Values
STAKEHOLDER ANALYSIS
Identify
Interests
Coalitions?
POLITICAL ASTUTENESS
Building Alliances
Reading :silhouettes:
Strategies
Interpersonal skills
VALUE PLAYER :sports_medal:
Sources of value
ESTIMATED WORTH OF SOMETHING
Innovation :left_right_arrow: Value creation
CULTURAL CONTEXT
CREATING VALUE
Value-orientated workforce
INDIVIDUAL EMPOWERMENT
EMPLOYMENT RELATIONS
UNDERSTANDING
Economic perspective
Legal perspective
Regulatory perspective
NEGOTIATIONS
Bargaining
Group problem solving
Grievance handling
21st CENTURY RELATIONS
:check:
AUTONOMY
'DIRECT' / EMPLOYEE VOICE :loudspeaker:
Power sharing
Ethical processes
THE EMPOWERMENT ERA
Increased productivity
Individuals as investments
:red_cross:
DECLINE IN COLLECTIVE BARGAINING
EMPLOYERS MORE POWERFUL
EMPLOYEE INCLUSION AND PARTICIPATION
INCLUSION
Empowerment
Collaborative
PARTICIPATION
Collective bargaining
Self-management
Profit-sharing schemes
VALUE
Creating value = Primary objective
MEASURING VALUE
MISLEADING
HIstorical cost
Fair value
Deprival value
FUTURE ORIENTATED
CREATING SHARED VALUE
Strengthening competitive positioning
"Unadulterated capitalism"
Mutually reinforcing activities
Shared measurement system
QUALITY
THE COST
Six sigma
Prevention of failure
QUALITY ASSURANCE
Satisfied customers
QUALITY CONTROL
Control chart
Cause & Effect diagram
Histogram
Scatter diagram
IMPROVEMENT
Quality Control
External standards
Total quality management
JURAN & DEMING - Customer perspective
STRATEGIC IMPROVEMENTS
Importance-performance matrix
OPERATIONAL RISK :warning:
RISK ASSESSMENT
RISK ASSESMENT MATRIX
Risk perception :eyes:
Risk analysis
Risk management
TERMINOLOGY
HAZARD
The source of the risk
Situation
Issue
Event
IMPACT
The extent of harm
Severe
Major
Minor
Negligable
LIKELIHOOD
Chance of hazard
RISK
SOURCES
Supply failures
Operational failures
Product failures
Customer failures
OPERATION RESILIENCE
ALLEN'S ORM PROGRAM
'Disaster' management
Efficiency in response
RELATIONSHIP MARKETING :handshake:
ORGANISATION
LONG TERM CUSTOMERS
Understand the brand
Less price sensitive
Greater predictability of outcomes
CUSTOMER LIFETIME VALUE
EMPLOYEES
Brand champions
Brand agnostic
Brand cynics
Brand saboteurs
CUSTOMER RELATIONSHIP MANAGEMENT
Feel understood
Commitment
Trust
LOYALTY
Fed by customer satisfaction
Favorable attitude
SERVICE DOMINANT LOGIC
Service-for-service
Value is co-created
Employees - 'part-time marketeers'
BUSINESS TO BUSINESS
Transactional
Transitional
Communal
Damaged
RELATIONSHIP LIFECYCLE
RELATIONSHIP INDICATORS
TYPES OF RELATIONSHIP
GUMMESSON'S 30 RELATIONSHIPS
LADDER OF LOYALTY
INTERNAL MARKETING
CORPORATE MESSAGES
Awareness
Understanding
CRITICAL SERVICE INTERACTIONS
Service recovery paradox
Staff's reactions
INTERFUNCTIONAL DEPENDENCY
BENEFITS
Cohesive brand identity
Focus staff roles
CRISIS MANAGEMENT
SUCCESS FROM PLANNING
OCCUR SUDDENLY
TECHNOLOGY
BAD NEWS SPREADS QUICKLY
LONG-LASTING
BRAND SABOTAGE
EMPLOYEE BRAND SABOTEURS
Anti-company behaviour
Underperforming
CUSTOMER BRAND SABOTEURS
Actual action undertaken
A deliberate act
GRIFFIN'S TOP 10 RECOMMENDATIONS
Prepare
Simplify
COMMUNICATE
MARKETING PERFORMANCE
KEY MARKETING MEASURES
Customer satisfaction
Profit
Sales
Market share
USE MULTIPLE MEASURES
SHORT VS. LONG TERM
FINANCIAL VS. NON-FINANCIAL
MANAGEMENT
Measuring performance
Planning
Budgeting
Structured
LEADERSHIP
MOTIVATION
HERZBERG'S TWO-FACTOR THEORY
The presence of motivation factors
The absence of hygiene factors
MASLOW"S HIERARCHY OF NEEDS
IDENTIFYING LEADERSHIP
Person
Result
Position
Purpose
Process