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University of Washington EMBA Program North America 5

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The way an organization thinks about the nature and conduct of ... 'Strategically Integrated' ('Strategically inept') Functional Structures. CEO. VP Finance ... – PowerPoint PPT presentation

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Title: University of Washington EMBA Program North America 5


1
University of Washington EMBA Program North
America 5
  • Marketing Management
  • Outward Orientation and
  • Process
  • Instructor Elizabeth Stearns

2
Market Orientation and Organizations
  • The way an organization thinks about the nature
    and conduct of organizational activities
  • A paradigm which permeates all aspects of
    organizational philosophy, structure, and conduct

3
Alternate Inward Orientations
Production/ Manufacturing
Sales
Marketing
Finance
Product/ Technology
4
Pressures for Inward Orientation
  • Organizational Structure
  • Task specialization
  • Reward systems
  • Culture Inertia
  • Cost of organizational change
  • Stakeholder influence

5
Pressures for an Inward Orientation
  • Pressures for Efficiency
  • Fixed Investment
  • Task Specialization

Dominant Culture
Reward Systems
Desire for Stability
6
Market or Outward Orientation
  • Organization wide generation and implementation
    of market intelligence
  • Strategy Develop organizational plans
  • Implementation Executing the initiatives
  • Set of processes touching all aspects of the
    organization
  • Information on all important buying influences
    permeates every organizational function
  • Strategic and tactical decisions are made
    interfunctionally and interdivisionally

7
Market Orientation, Heiens
  • Approaches
  • Customer focus Customer Preoccupied
  • Focus on current and future customer needs
  • Competitor focus Marketing Warriors
  • Focus on competitive core competencies,
    technologies, and tactical implementations
  • Consider equal emphasis customer and competitor
  • Strategically Integrated (Strategically
    inept)

8
Functional Structures
CEO
VP Finance
VP Operations
VP RD
VP Sales/ Marketing
VP Human Resources
9
Differing Organizational Perspectives
Marketing
Sales
Contention
Finance
Operations
Consensus
Creativity
Human Resources
R D
10
Creating the Outward Oriented Firm
Customers
Competitors
Collaborators
Strategy
Systems
Human Resource Management
Organizational Structure
Organizational Mission, Culture Values
11
Opportunity Analysis A Conceptual Framework
Analyses Cross-sectional, longitudinal
Customers
OPPORTUNITY!
Company Collaborators
Competitors
Analyses Assets, core competencies, discipline,
strategy, point capability, etc.
Analyses Assets, core competencies, discipline,
resources, skills, etc.
12
Key Learning
  • Market force dynamics demand a strong customer
    orientation across the organization. Even at
    that, externalities have an impact on your
    ability to survive.
  • Technology puts certain new hurdles and new tools
    at the organizations disposal, but it does not
    change fundamental theoretic truths of business,
    e.g., customers choose exchanges that satisfy
    their needs and wants
  • As marketers our job is not to sell products
    but rather offer benefits that satisfy enduring
    customer needs
  • Marketing is not intuitive, on the contrary. You
    must have clear measurable objectives that look
    at the totality of the marketplace. This includes
    financial and behavioral measures.

13
Thank You!
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