1. The difference between what we want and what we have got
Strategic gaps:
The difference between what we want and what we have got
Lecture 10

2. A route-map for market-led strategic change
Part I
Customer value
imperatives
Part II
Developing a value-based
marketing strategy
Part III
Processes for managing
strategic transformation
The strategic pathway
Change strategy
Market sensing
and learning
strategy
The Customer
is always
right-handed
Strategic
gaps
Strategic
market choices
and targets
Strategic
thinking and
thinking
strategically
New marketing
meets
old marketing
Organization
and processes
for change
Customer value
strategy and
positioning
Implementation
process and
internal
marketing
Value-based
marketing
strategy
Strategic
relationships
and networks

3. Agenda Auditing the strategic pathway
Market(ing) intentions versus market(ing) realities
strategic gap analysis

4. Auditing the strategic pathway
“It’s a dirty little secret: Most executives
cannot articulate the objective, scope and
advantage of their business in a simple
statement. If they can’t, neither can
anyone else.”
Collis and Rukstad, 2008

5. Auditing the strategic pathway
Evaluating:
Strategic thinking
Market sensing and learning strategy
Strategic market choices and targets
Customer value strategy and positioning
Strategic relationships and networks
The strategy

6. Market(ing) intentions versus market(ing) realities
Systematically identifying the differences (gaps) between what we want and what we have got (or expect to get)
Explaining those gaps and taking remedial action

7. Strategic gap analysis
intent
Strategic
reality
Comparison
Strategic
gaps

8. Organization and processes for change: Building the infrastructure to make it happen

9. A route-map for market-led strategic change
Part III
Processes for managing
strategic transformation
Part I
Customer value
imperatives
Part II
Developing a value-based
marketing strategy
The strategic pathway
Change strategy
Market sensing
and learning
strategy
The Customer
is always
right-handed
Strategic
gaps
Strategic
market choices
and targets
Strategic
thinking and
thinking
strategically
New marketing
meets
old marketing
Organization
and processes
for change
Customer value
strategy and
positioning
Implementation
process and
internal
marketing
Value-based
marketing
strategy
Strategic
relationships
and networks

10. Agenda Organizing for marketing Total integrated marketing
New types of organization
Process-based marketing

11. Total integrated marketing
The overwhelming priority of integration
Inter-functional partnership
Routes to totally integrated marketing
pan-company marketing for real
leadership and vision
communicating out of the silo

12. Total integrated marketing
collaborative partnerships inside the company
formal mechanisms for integration
process focus
cross-functional teams
organizational structure
internal marketing
a strategic approach to total integration

13. Total integrated marketing
Accounting
& finance
Production
& operations
Supply
chain
Sales
Partner
organizations
Processes that define value
Alliances
Processes that create value
Networks
Processes that deliver value
Human
resource
management
Purchasing
& supply
Research &
development
Customer
service

14. New types of organization
The new organization
traditional structures create barriers
organizational design shifts are common
innovation is key force
the knowledge-based worker
managing culture
collaborative working
informal networks
organizational diversity and external relationships

15. New types of organization
Organizational agility and flexibility
traditional organizations are too slow and cumbersome
new emphasis on speed and responsiveness
Employee motivation
e.g., the Millennials

16. Process-based marketing
Managing organizational marketing processes
Structures are moving towards horizontal business processes

17. Changing organizational themes
Hybrid structures
Functional
overlay
Traditional
vertical
organizational
hierarchy
Horizontal
organizational
structure
Functional
structure
Process
structure
Process
overlay
Hybrid structures

18. Process-based marketing
Hybrid organizational forms are replacing traditional vertical organizations

19. Process-based organization for marketing
Processes that define value
e.g. knowledge management, CRM
Processes that create value
e.g. new product development,
innovation
Process
leadership
Processes that deliver value
e.g. logistics, customer service,
value chain relationships
Coordination
mechanisms
to link
process and
resource
leadership
Specialist resource groups support process
managers e.g. functional departments,
business units, external collaborators
Resource group leadership

20. Process-based marketing
Decision making processes – planning and budgeting
conventional views of planning and budgeting emphasise techniques and systems

21. Conventional marketing planning
Corporate goals
Corporate mission
Corporate constraints
Corporate/strategic
planning
Market analysis and choices
Market segmentation
Competitive comparisons
Internal analysis
SWOT: Strengths, Weaknesses,
Opportunties and Threats
Strategic
marketing
Planning
Market strategy
Marketing programmes
Tactics and actions
Evaluation and control
Marketing
plan
Implementation strategy
Sales management
Alliance management
Internal marketing
Implementation

22. Process-based marketing
How managers see planning and budgeting – managers want:
a good plan
teams and ownership
continuous process
identify real information needs
build understanding of strategy
shake company dogma

23. Process-based marketing
What managers get from planning:
analysis instead of planning
information search instead of decisions
incrementalism
vested interests
organizational 'mind-set’
resistance to change
no resourcing or implementation
Diminishing effort and interest

24. Process-based marketing
Marketing budgeting becomes dominated by:
power
strategic contingencies
control disputes
political influence
bargaining and advocacy
corporate culture

25. Process-based marketing
Managing planning and budgeting as process
Multidimensional processes with analytical, behavioural and organizational dimensions

26. A multi-dimensional model of marketing planning
Techniques
Procedures
Systems
Planning models
Analytical
dimension
Managerial perceptions
Participation
Strategic assumptions
Motivation
Commitment
Ownership of output
Planning
process
Behavioural
dimension
Structure
Information
Culture
Management signals
Organizational
dimension

27. Process-based marketing
Actively managing process to shape outcomes involves:
training and development
change agents
participation design
effective planning teams
ownership the top priority