lecture 4 - adding value
TRANSCRIPT
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8/4/2019 Lecture 4 - Adding Value
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MBABusiness in Context
Adding valueWeek 4
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII2
Matching organisational capabilitiesto market needs through competitive
positioning
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII3
Organisational assets
Financial assets
Physical assets
Operational assetsPeople assets
Legally enforceable assets
SystemsMarketing assets
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII4
Marketing assets
Customer-based assets
Image and reputation
Brand franchises
Market leadership
Country of origin
Unique products and services
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII5
Marketing assets
Distribution-based assets
Size and quality of the distribution network
Level of control over distribution channels
Internally-based assets
Cost structure
Information systems
Innovatory culture
Production skills
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII6
Marketing assets
Alliance-based assets
Access to markets
Managerial expertise
Access to technological development orprocesses
Exclusive agreements
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII7
Organisational competencies
Strategic competencies
Functional competencies
Operational competencies Individual competencies
Team competencies
Corporate-level competencies
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII8
The Value Chain
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII9
Relationship between assets andcompetencies
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII10
Successful Organisations
See capabilities as transferable skillsacross products
Link together a number of capabilitiesto differentiate their offering
From this build SCA
So how? Role of innovation
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII11
When Did We Forget AboutCreativity in Marketing?
Creativity is not just about smartadvertising and promotion (BA)
Creativity is not the preserve oftactivizing
Creativity belongs in strategizing
new ways of doing business and going tomarket
Smart tactics follow smart strategies,
not vice versa
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII12
Innovation audit
The organisational climate
Rate of new product development
Customer satisfaction ratingsThe innovation/value matrix
The balance of cognitive styles of the
senior management team
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII 13
Innovation Audit
Climate
- Attitudes
- Metaphors
Hard measures
Review policies and practices
Review cognitive styles of seniormanagement team
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII 14
Support
Teamwork
Resources
Challenges Freedom
Supervisor
Creativity
Recognition
Unity and co-operation
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII 15
Disablers
Insufficient time
Status quo
Political problemsEvaluation pressure
- two other measures
CreativityProductivity
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII 16
Hard measures
Rate of NPD
Customer satisfaction ratings
Staff turnover
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII 17
Cognitive preferences
Intuition
Feeling
ThinkingSensation
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII 18
Public sector portfolio matrix
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII 19
Reality check
But you are allowed to be weird
Ben and Gerry
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII 20
Capability strategy interface
Here the capabilities must be translatedinto something which is meaningful forthe customer, fits with resources and
external environmentOnly then can the organisation move
forward
The secret is to decide which way andthat maybe different from the currentdirection
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With thanks to: Market-Led Strategic Change - Nigel F Piercy, 2002 : J H Deacon MMII 21
Activity
Select an organisation and examine itscapabilities as a base for competitiveadvantage and future strategy.