âMarketing managementâ Kotler & Keller
Marketing management Philip Kotler, Kevin Keller, Pearson 14th edition 2011 (original 1967)
Three Goblin Art
TVSTRANGERTHINGS
Monterey Bay Aquarium
he wasn't even looking at me and he found me
I'd rather be in outer space đ¸
RMH
occasionally subtle

No title available

No title available
d e v o n
Xuebing Du

if i look back, i am lost
will byers stan first human second
sheepfilms
todays bird

PR's Tumblrdome

titsay
PUT YOUR BEARD IN MY MOUTH
Aqua Utopiaď˝ćľˇăŽĺşă§č¨ćśăç´Ąă
Sade Olutola
seen from Saudi Arabia
seen from Germany
seen from Singapore

seen from Malaysia
seen from Iraq
seen from United States
seen from United States
seen from United States
seen from United States
seen from United States

seen from United States
seen from United States
seen from United States

seen from United States

seen from United States

seen from United States
seen from United States
seen from United States

seen from United States
seen from Russia
@avidurchin
âMarketing managementâ Kotler & Keller
Marketing management Philip Kotler, Kevin Keller, Pearson 14th edition 2011 (original 1967)
âMarketing myopiaâ Levitt
Marketing myopia Theodore Levitt Harvard Business Review republished 2004 (originally Jul/Aug 1960, Vol. 38 (4), p45-56)
âAccelerate!â Kotter
Accelerate! John Kotter Harvard Business Review Nov 2012
âWhat is strategyâ Porter
What is strategy Michael Porter Harvard Business Review Nov-Dec 1996
Operational effectiveness is not strategy. Both are necessary but not sufficient alone. OE is doing similar activities better (than competitors) but is limited by the productivity frontier and susceptible to imitation i.e. does not produce a lasting benefit relative to competitors. Strategy is doing different activities or similar activities in different ways (than competitors). Japanese companies in the 80s did OE better than the world but rarely did strategy. They now struggle with the frontier and competitors that have caught up.
Competitive convergence is a subtle but more insidious consequence of a sole focus on OE. If companies constantly benchmark and imitate (impliedly believing there is one best strategy) they all end up in the same place i.e. mutually assured destruction.
Strategy rests on (a set of) unique activities e.g. Southwest Airlines, Ikea. Sets of unique activities can originate from one or more of: variety-based positioning (product specialisation), needs-based positioning (customer specialisation) or access-based positioning (channel specialisation e.g. Carmike Cinemas only in small towns).
Tradeoffs are essential to sustainable strategic advantage. They create problems for competitors who try to straddle rather than imitate wholesale (e.g. Continental airlines with Continental Lite in response to Southwest). Tradeoffs avoid brand/image inconsistency, inefficiencies/inflexibilities in the activities themselves, under/over serving parts of the customer base (destroying value and/or productivity) or a need for greater internal coordination/control. Focused strategies make more tradeoffs, broader strategies make fewer.
Strategy is making tradeoffs in competing. The essence of strategy is choosing what NOT to do.
Fit between activities ideally means they are mutually reinforcing. Fit drives competitive advantage and sustainability, by the benefits of the fit itself, plus the compounding probability of competitors not imitating all activities. Fit can be simple consistency (first order), reinforcing (second order e.g. Neutrogena medical market + hotels lowers marketing costs, or Bic POS + heavy advertising + packaging changes drives greater impulse buying) or optimisation of effort (third order e.g. The Gap, optimising its restocking vs store inventory to match its strategy of basic items on a short model cycle).
Fit can support sustainability of competitive advantage and therefore permit better OE as well.
Activity system maps look like a useful tool to play with (see Ikea, Vanguard, Southwest examples in paper).
Failures to choose (i.e. make tradeoffs) undermine strategy and can result from misguided views of competition, organisational failures and the drive for growth. OE is seductive because it is concrete and actionable. Failure to choose may be sold as âcustomer focusâ or âmaintaining flexibilityâ. Growth can blur strategy if it broadens (e.g. Maytag) rather than deepens it. Look for extensions to strategy that leverage existing activity systems, in ways competitors could not match on a standalone basis. Look to make activities more distinctive, with stronger fit, and better communicated to customers that should value it. Global expansion more likely to allow uniqueness and focus to remain than domestic expansion.
Link made to leadership, through importance of disciplined choices, communication of strategy, differentiation between OE (continuous improvement of individual activities) and strategy (uniqueness, tradeoffs and tight fit within the system of activities).
Sometimes external changes (structural changes in an industry) will require a change in strategy. A new strategy requires new positioning, new tradeoffs and a new system of complementary activities.
âRethinking diversityâ Castro
Rethinking diversity - a new challenge for leaders Alfredo Castro Talent Development Vol. 67, No. 2 Feb 2013
Argues that diversity in todayâs workplace is complicated not only by globalisation (and therefore multiculturalism) but also by generational diversity. Also argues that respect for differences in people is one of the most important qualities in a leader.
Presents results of a survey he conducted and argues that training, communication and coaching principles are therefore important for leaders in modern organisations, but that there is still some way to go in most firms.
âLeadershipâ FIA
Handout by Alfredo Castro
Definitions: position, personal characteristic (neither useful for studying org behaviour), form of behaviour that involves influencing others (useful here). Important distinction is that leadership is when the result is voluntary (rather than due to power/authority).
Leadership and management arenât mutually exclusive but useful to consider difference between inspiring/motivating versus directing/organising.
Required to address incomplete org structures, internal and external changes, and to motivate and inspire.
Leadership can have origination, interpolation or administration patterns. Can be authoritarian, democratic or laissez-faire. Autocratic can be more effective than democratic if strong authority is accepted by employees.
Managerial grid uses two independent variables: product-centred and employee-centred leadership behaviours. Combinations produce e.g. country club, or impoverished, or team, or authority-obedience leadership cultures.
Situational leadership says that leadership style interacts with organisational factors to determine effectiveness. Four main models: Hersey & Blanchard (matching team maturity (job x psychological) to leadership focus (task x relationship)), Fiedlerâs contingency theory (least preferred colleague rating for task v relationship orientation matches to situation favorability from structure/relationship/power characteristics), Vroom & Yetton normative decision-making model (decision tree to decide how much to involve others in decisions, 5 point scale) and House path-goal model (missing from handout).
Leadership is constrained by: external factors (law etc), organisational policies, group factors, individual skills and abilities.
âThe profit zoneâ Slywotzky & Morrison
The profit zone: how strategic business design will lead you to tomorrowâs profits Adrian Slywotzky, David Morrison, Bob Andelman Random House 1997
âThe fortune at the bottom of the pyramidâ Prahalad
The fortune at the bottom of the pyramid: eradicating poverty through profits CK Prahalad Wharton School Publishing 2005
âThe delta projectâ Hax & Wilde
The delta project: discovering new sources of profitability in a networked economy Arnaldo Hax, Dean Wilde, Palgrave 2001
âStrategy and the business landscapeâ Ghemawat
Strategy and the business landscape Pankaj Ghemawat Pearson Education 2010
âHow smart, connected products are transforming competitionâ Porter & Heppelmann
How smart, connected products are transforming competition Michael Porter, James Heppelmann, Harvard Business Review Nov 2014
1st wave of IT driven competition: internal efficiency. 2nd wave: external efficiency. 3rd wave (now, aka the âIOTâ - driven by miniaturisation and connectivity advances/economics): product functionality and performance.
IOT products have physical components (M&E parts), smart components (sensors, processors, data storage, controls, software, OS, UI) and connectivity components (ports, antennae, protocols supporting 1:1, 1:many, many:many). Some product functions are now outside the product (in the product cloud).
New technology stacks are required (modified hw/sw, embedded os, connectivity, product cloud, plus identity/security structures and data gateways and interfaces). The product cloud contains the product data db, apps platform, rules engine/analytics platform and smart product apps outside product.
New product capabilities can be grouped into monitoring, control, optimisation, automation. Firms need to select capabilities that deliver value and competitive advantage.
Reviews how this new technology shifts 5 Forces and redefines industry boundaries. Increasingly going beyond even smart, connected products and product systems, to systems of systems (âsmart homeâ, âsmart cityâ). System integrators may end up in control? Goes on to look at how it affects operational effectiveness (do it well) and the implications for strategy (do it differently) and certain internal activities that bear directly on strategy choices (product design, service, marketing, human resources, security).
âBack to the VW Beetle or a new industrial policy?â Wright
Back to the VW Beetle or a new industrial policy? James Wright in O Estado de SĂŁo Paulo 1993
âThe strategic leadership of top executives in high-tech organisationsâ Sosik et al
The strategic leadership of top executives in high-tech organisations John Sosik, Don Jung, Shelley Dionne, Kimberley Jaussi in Organisational Dynamics Vol. 34, No. 1, pp 47â61, 2005
Proposes strategic leadership processes focusing on strategy and people, to fully connect people and technology systems, based on lessons from 75 interviews of executives in 65 firms across finance, IT, life sciences, manufacturing and services industries.
Sees strategic leadership as cultivating: direction, core competencies, human capital, organisational culture, ethical practices and balanced controls.
Suggests there is an âinteresting setâ of processes that take raw inputs (people, technology, ideas, opportunities) and âweavesâ them into an integrated pattern or system of resources (social, technological, intellectual) that produce dramatically higher organisational success factors.
Success based on âthe ability to dream, not just planâ.
Vision = inspiration? (leadership, too - which drives commitment).
Business system success requires congruence between the intended way of using the system, and the traditional way of conducting work.
Mnemonic âC I LEADâ: connect, inspire, look, execute, adapt, develop.
âBrazil 2020â Wright & Spers
Brazil 2020: a vision for a national development strategy James Wright, Renata Spers in Creating global strategies for humanity's future Timothy C Mack World Future Society 2006
âCase: DVD warâ Harvard Business School
DVD war David Yoffie, Michael Slind Harvard Business School Case 706-504 Nov 2006
âBrazil: groundedâ The Economist
Brazil: grounded Helen Joyce The Economist Sep 2013
Blames government complacency for current problems. Brazil had a great 10-20 years: benefit of commodities boom and some reforms, created middle class (higher expectations were an unaccounted-for side-effect) but stopped with Dilma - didnât do tax/labour reform. Accepts that government is serious about addressing problems, just not very ambitious. Economy hampered by high costs of business including poor infrastructure, high tax burden (time and cost), low productivity from poor education. Perceived to be a race between rising income from oil and rising expenditure (pensions especially) but noted that oil hadnât been tapped yet and Petrobras was having issues even then - and regardless, spending needed to be addressed (but instead the (assumed) oil income was already being earmarked for new spending).
âCreating global strategies for humanityâs futureâ World Future Society
Creating global strategies for humanity's future World Future Society 2006 The Futurist Vol. 40, No. 2 2006