Pages

October 26, 2016

Marketing Warfare - Confronting The Competition in the Market Place


Marketing Management Revision Article Series

Marketing Warfare - Based on the Art of War by Tsuntzu

Paul Hoyt
______________________

______________________

Defensive Warfare


Principles

Principles given by Al Ries and Jack Trout, Marketing Warfare, McGraw Hill, 1986
https://books.google.co.in/books/about/Marketing_Warfare.html?id=5hKvXzoEvIYC

1.  Only the market leader should consider playing defense.

2. The best defensive strategy in marketing is to attack yourself.

3. Strong competitive moves should always be blocked.


Don't spend all your resources in defense. Spend only what is necessary to defend and keep the rest for reserve. Only add more as the intensity of the attack increases.

The goal of defensive warfare is marketing peace.


Offensive Marketing Warfare


Principles

Principles given by Al Ries and Jack Trout, Marketing Warfare, McGraw Hill, 1986
https://books.google.co.in/books/about/Marketing_Warfare.html?id=5hKvXzoEvIYC

1. The main consideration is the strength of the leader's position (it is actually an understanding of the market strength, resources, competencies and capabilities of the leader).

A company want to launch an offensive attack on a leader has to assess the strength of the leader's position in the market.

2. Find a weakness in the leader's strength and attack that point (It means, a weakness which can be attacked successfully by the offensive company).

3. Launch the attack on as narrow front as possible.

Narrow front means attack an individual product.

Remember that odds favor the defender.
Find weakness in leader's largest selling products.
Good offensive ideas are extremely difficult to find. Be prepared to do a lot research to the weakness you can exploit.
You can afford to spend more on an offensive attack because you know the market is there for you to get a share.

Flanking Marketing Warfare


Principles

Principles given by Al Ries and Jack Trout, Marketing Warfare, McGraw Hill, 1986
https://books.google.co.in/books/about/Marketing_Warfare.html?id=5hKvXzoEvIYC

1. A good flanking move must be made into an uncontested area (in the same generic product).

2. Tactical surprise ought to be an important element of the plan.

3. The pursuit is just as critical as the attack itself.

In a flanking move, after you taste success, you have to reinforce it. The best time to build a strong position is in the beginning period of a new product. Flanking is always done with a new product category which is the company is introducing. Hence, if it is successful, more resources must be spent on it to build a strong position. A flanking attack is to earn market share.

Flanking Alternatives

Product category
Low price - no frills product
High price niche product
Small size product - small screen, pocket size
Large size product - Big screen
New distribution channel
New product from - ex: liquid in place of solid, new colors symbolising different things,
Diet products in food items

Guerilla Marketing Warfare

Al Ries and Jack Trout, Marketing Warfare, McGraw Hill, 1986
https://books.google.co.in/books/about/Marketing_Warfare.html?id=5hKvXzoEvIYC


The enemy advances, we retreat. The enemy camps, we harass. The enemy tires, we attack. The enemy retreats, we pursue.  Mao Tse-Tsung.


Trouble a leader, survive, injure a leader, survive, defeat a leader, win.

Guerillas need to have a survival plan. If they survive they can fight the battle once again on a different day. The cost incurred in defeating a guerilla is very high for the opponent.

Al Ries and Jack Trout give the following as principles of guerilla warfare in marketing.

1. Find a segment of the market small enough to defend.

There has to be market from which you can earn revenues. Guerilla marketers may have a diffuse market which the leaders cannot even identify.

2. No matter how successful you become, never act like the leader.

Don't declare victory early. Guerilla strategy and tactics are essentially opposite of what's right for Fortune 500 companies.

3. Be prepared to bug out at a moment's notice.

Whenever you venture into the main visible markets, get out at the first instance of trouble. Conserve your resources.

References

Al Ries and Jack Trout, Marketing Warfare, McGraw Hill, 1986


Al Ries, Jack Trout, "MARKETING WARFARE", Journal of Consumer Marketing, Vol. 3 Iss: 4, 1986, pp.77 - 82


World Class Operations Management


In the global market, world class companies have to deliver performance (customer satisfaction and company profit) that is more than the performance of their strongest competitors. Company has to concentrate on  the efficiency and effectiveness of operations, but also needs to manage the culture for future performance. World Class Operations Management (WCOM) is a significant concept for simultaneous improvement of effectiveness, efficiency and culture.

Traditional manufacturers have not achieved  a balance between efficiency and effectiveness. F.W. Taylor pointed out that, managers and business owners of his time (1885 to 1915) have not developed any understanding of the use of machines and manpower. Therefore, the factory operations were inefficient. He developed methods for improving efficiency and published Scientific Management and Shop Management. Industrial Engineering was started in engineering institutions due to the strong advocacy of Taylor that there is big scope and opportunity for implementing scientific management in engineering organizations by industrial engineers. Larry Miles developed value engineering after world war II. He strongly mentioned that performance (effectiveness) oriented work is only taken care of value (efficiency) oriented work is neglected in the organizations


WCOM (World Class Operations Management): Why You Need More Than Lean


Carlo Baroncelli (https://www.efeso.com/ ), Noela Ballerio
Springer, 19-Apr-2016 - 277 pages


This book deals with World Class Operations Management (WCOM), detailing its principles, methods and organisation, and the results that this approach can bring about. Utilising real-world case studies illustrated by companies that have adopted this model (interviews with Saint-Gobain, L’Oréal, Tetra Pak, Bemis, and Bel Executives), it describes common patterns drawn from decades of hands-on experience, so as to present a theoretical approach together with the concrete application of its principles.

WCOM, adopted by several multinational companies, is one of the more innovative management practises, as it integrates the best Continuous Improvement approaches (Lean, Total Productive Management, World Class Manufacturing) as well as the most innovative approaches in human dynamics like Change Leadership, Performance Behavior, Shingo Model, to name a few.

Maximising reader insights into the successful implementation of such an approach, and explaining not only its potentialities, but also its implementation dynamics, the critical points and the ways it can be integrated into different situations, this book is also about how to create a culture of excellence that is sustainable over a long period of time and delivers consistent (or ever-improving) results.



Operational Excellence: A Concise Guide to Basic Concepts and Their Application


Gilad Issar, Liat Ramati Navon
Springer, 14-Jan-2016 - 194 pages


As industrial companies are placing a higher focus on operations, this book comes at the right time with a compilation of basic concepts of Operational Excellence and their application.

Operational excellence allows companies to recover from reductions in gross margins and low profitability, which largely occur due to a rise in agile competition and the short life span of new technologies. This book helps managers and consulting academicians as a ready reference for cross-industry implementation of operational excellence.
https://books.google.co.in/books?id=odxlCwAAQBAJ

October 19, 2016

Importance of Manufacturing, Construction and Engineering in World Economies



Japan Economy

Industries by GDP value-added 2012.
Based on the exchange rate on April 13, 2013.

Industry GDP value-added $ billions 2012 % of total GDP

Other service activities 1,238 23.5%
Manufacturing 947                         18.0%
Real Estate 697 13.2%
Wholesale and retail trade 660 12.5%
Transport and communication 358 6.8%
Public administration 329 6.2%
Construction 327                           6.2%
Finance and insurance 306 5.8%
Electricity, gas and water supply 179 3.4%
Government service activities 41 0.7%
Mining 3 0.05%
Total 5,268 100%

https://en.wikipedia.org/wiki/Economy_of_Japan


German Economy


The service sector contributes around 70% of the total GDP, industry 29.1%, and agriculture 0.9%. Exports account for 41% of national output.
https://en.wikipedia.org/wiki/Economy_of_Germany

October 12, 2016

GE's Management New Management Initiatives




GE is a company that is used to reinventing itself by implementing new management methods and techniques periodically. It has implemented a strategic focus on simplification over the last several years. The company builds complex products. Employees and customers were noting that the company itself had become too complex: Customer outcomes were slowing as processes grew burdensome. Simplification is now an integrated part of GE’s strategy, encompassing lean management, speed and competitiveness, commercial intensity, and digital capability.

First, GE is asking leaders to implement lean management: remove layers, increase spans of control, and reduce the number of checks and approvals needed to get things done. Wherever there is complexity and duplication, shared activity and services is being advocated. The company is implementing new digital technologies that simplify work and make employees more productive wherever possible.

Second, GE has developed a  program called FastWorks.  FastWorks involves a new way of working that begins with an intensified focus on—and understanding of—customer needs. Experimenting and iterating quickly to create solutions that add value or create value are hallmarks of the approach. FastWorks is being used throughout GE to help teams move faster, bring GE closer to customers, and to maintain a high level of customer input and involvement across the product lifecycle.

Third, GE is promoting belief, and behavioral changes to help leaders and employees reduce complexity and to create a new culture within GE. The culture of simplification is coming to life through a set of new “GE Beliefs,” which are focused on delivering fast, better solutions to customers. The GE Beliefs, created through a crowdsourcing process within GE, are:

Customers determine our success
Stay lean to go fast
Learn and adapt to win
Empower and inspire each other
Deliver results in an uncertain world

The GE Beliefs play are  used to change how GE recruits, how it manages and leads, and how its people are evaluated and developed.

Fourth, GE has recently redesigned its performance management process, with an emphasis on agility, continuous discussions, and customer outcomes. Today,  managers emphasize priorities, helping employees continuously adapt and channel their efforts to the most important customer needs. The old world told people to “do more with less.” Today, GE tells its people to “do fewer things better.”   The focus on simplification is helping employees to focus as well as helping the company to operate faster, compete more vigorously, reduce costs, and improve quality. For GE, simplification is now part of its new culture, as the new behavior is giving positive results. Culture is the result of behavior that leads to positive outcomes.

http://dupress.deloitte.com/dup-us-en/focus/human-capital-trends/2015/work-simplification-human-capital-trends-2015.html

Organizational Health - Introduction - Measurement and Management


The concept of organizational health


The concept of organizational health was first put forward in 1969 by Matthew Miles (Miles, 1969: 376). The relations between the students, teachers and managers in school were defined and observed through a simulation.

Miles suggested a model for organization health analysis of schools, and defined the healthy
organization as follows. “Healthy organization is one that does not survive only in the environment it exists, but also constantly develops in the long term, improves its coping and surviving skills.” (Miles, 1969: 378).

In general, organization health is expressed as the capabilities possessed by an organization to adapt to its environment successfully, create cooperation between its members and achieve its targets.

According to another definition; it is such an organization that supports organizational success, environment, employees’ welfare and happiness with its authority structure, values system, norms, reward and sanction systems.

The Organization Health Dimensions Developed by Miles


According to the model brought forward by Miles, dimensions of the organization health may be summarized as follows (Hoy&Feldman, 1987: 30).

The Task Needs Dimension
1. Objective-Focus: The objectives are easily understandable, acceptable and achievable by the
organization members.

2. Communication Adequacy: An in-organization communication system preventing misunderstandings is available. Thus, the employees access correct information and increase organization efficiency.

3. Optimal Power Uniformity: Distribution of the power within the organization is relatively uniform. They always think that those at lower levels can influence those at the immediate upper level.

• Survival Needs Dimension
4. Effective Use of Resources: Task distribution within the organization is done in the most effective way - neither less nor more than as required. There is a coherence between the demands and needs.

5. Organizational Commitment: The employees like the organization and want to stay there. They are
influenced by the organization, and they make efforts for unity of the organization.

6. Morale: There is employee welfare and team satisfaction in the organization in general.

• Growth and Development Needs Dimension
7. Innovativeness: The organization develops new procedures, sets new targets and constantly develops.
8. Autonomy: It is proactiveness in the organization. It shows several independent characteristics to the outer factors.
9. Adaptation: The organization has the skill of making the necessary changes in itself for growth and
development.
10. Problem Solving Competency: The problems are solved with minimum energy expenditure. Problem solving
mechanism is constantly supported and strengthened.

Organization Health Dimensions Developed by Hoy


Hoy and Feldman examined organization health in seven dimensions. These seven dimensions are as follows (Hoy&Feldman, 1987).

1. Organizational Integrity: The organization’s ensuring integrity in its programs through its capability of adaptation to its environment.
2. Influence of the Organization Manager: The organization managers can influence decisions of the senior system they are subordinate to. The ability to convince their decision organs, having reputation and not being blocked by the hierarchic impediments are important factors of the organization managers.
3. Respect: This involves the friendly, supportive, overt and sincere behaviors exhibited by the organization managers to the employees. Such behaviors are important for increase of performances of the employees.
4. Work Order: This involves behaviors of the organization manager relating to various tasks and achievements. Expectations from the employees, performance standards and polices are clearly expressed by the organization manager.
5. Resource Support: This involves availability of sufficient machinery and equipment in the organizations, and procurement of additional resources when requested.
6. Morale: This is the sum of friendship, openness between the organization members, and the senses of excitement and confidence they feel about the work they do. The employees treat each other tolerantly, they help each other, feel proud of the organization they work in, and completing the works make them happy.
7. Importance of the work: This is about the organizations’ efforts for increasing work excellence. Work is started by setting high but achievable targets for the employees, and production activities are carried out in a serious and orderly fashion.


It is possible to group these dimensions as organization health dimensions at the institutional, managerial and technical level. Accordingly, Institutional Level consists of institutional integrity dimension, Managerial Level consists of the dimensions of work order, respect, influence of the organization manager and resource support, and Technical Level consists of the levels of morale and importance of the work.

Measuring Organization Health



Likewise, people who take their health for granted till some trouble appears, in the organization management also, managers usually do not measure organization health until they encounter a crisis. However, in order to achieve and sustain organizational health, a healthy organization structure should be formed beginning from establishment of the organization, measures should be taken against the problems that may occur, and organization health should be measured periodically. The measuring health of the organizations may reveal some weaknesses, but it may also give some clues to prepare improvement plans based on the obtained results. The organization’s being healthy or unhealthy is an evidence for need of change and innovation. But we need to determe what causes the unhealthy organization structure. Briefly, measurements set the conceptual basics in identification and solution of the problems. The strengths and weaknesses of the organization as well as the opportunities and threats it has are revealed through measurement of organization health.


Characteristics of Healthy and Unhealthy Organizations


It is required to know the characteristics of healthy and unhealthy organization so as to derive the desired benefit from organizational health. In the light of these characteristics, the organization should be analyzed, the revealed data should be interpreted, and solution of the problems leading to the unhealthy structure should be ensured.



                         Table : Characteristics of Healthy and Unhealthy Organizations

Healthy Organizations                                 Unhealthy Organizations
Open to innovation and improvement         Not open to innovation and improvement

Its long term effectiveness is high               Its long term effectiveness is low

Employees are ensured to participate          Employees apply the decisions made by top management
in the decisions
Organizational commitment is developed   Organizational commitment is not developed

Responsible to the environment and employees      Not responsible to the environment and employees

Proactive, takes preventive measures              Reactive, corrective actions are taken

Work stress is low                                        Work stress is high

Work satisfaction and workplace peace       Work satisfaction and workplace peace is low
is high
Importance is attached to employees               Importance is not attached to employees

Number of absences and quits is little            Number of absences and quits is big

Communication between the individuals       Communication between the individuals and top              and top management is strong                        management is weak
 
Worker safety is present,                               Worker safety is not present, work accidents are
work accidents are scarcely encountered      frequently encountered

Employees work with high motivation          Employees work with low motivation
and exhibit high performance                        and exhibit low performance

Unfavorable internal and external                 Unfavorable internal and external environmental
environmental conditions cannot                   conditions can damage the organization
damage the organization
                                               
Team spirit is developed, employees act         Team spirit is not developed,        
with the sense of “us”                                       employees act towards their personal interests

Employees feel themselves safe in the organization     Employees do not feel themselves safe in the organization
Information flow is robust and timely            Robust and timely information flow is unavailable
Strategies are put into practice successfully    Incapable to put strategies into practice
An open, trust-focused and encouraging organization culture is present     A closed, retributive and unfair organization culture is present
Problems are solved by digging                       Evidences of the problem are addressed, the                   into their causes                                                core cause cannot be identified
The organization is efficient and effective       The organization is not efficient and effective
Source: Karagüzel, 2012: 21 (Turkish paper)



What to do to enhance Organization Health


As in the human organism, healthy structure is hereditary in most of the organizations (Aguire et al., 2005:1).

According to Miles, the following five approaches are very important for increasing the organization health (Miles, 1969: 376):

• Supporting personal development
• Placing importance on communication
• Strengthening information flow
• Establishing an open-to-change organization culture
• Specialist support


The above content is based on:

The Relation Between Organizational Health and Organizational Commitment

Asst. Prof. Dr. Aydan Yüceler, Asst. Prof. Dr. ú. Didem Kaya
Necmettin Erbakan University, Faculty of Health Sciences, Konya, Turkey

Dr. Burcu Doøanalp
Selcuk University, Faculty of Economics and Administrative Sciences, Konya, Turkey

Mediterranean Journal of Social Sciences
 MCSER Publishing, Rome-Italy 
Vol 4 No 10
October 2013, pp. 781-788 


Aguire, D. M., L. W. Howell, D. B. Kletter ve G. L. Neilson (2005), A Global Check- Up: Diagnosing The Health of Today’s Organizations,
Organizational DNA Research Report. 

Hoy, W. K., ve Feldman, J. A. (1987), Organizational Health: The Concept and Its Measure, Journal of Research and Development in Education,
20, Summer. 

Miles, M. B. (1969), Planned Change and Organizational Health: Figure and Ground, in F. D. Carver & T. J. Sergiovanni (Eds.) Organizations and Human Behavior: Focus on Schools, New York, McGraw Hill


McKinsey on Organizational Health


McKinsey consultants have given importance to Organizational Health concept in recent days in their consultancy practice.

Organizational health: The ultimate competitive advantage
By Scott Keller and Colin Price
McKinsey Quarterly June 2011 


Organizational Health Index

Organizational health matters more than you might expect.
Leadership in context
By Michael Bazigos, Chris Gagnon, and Bill Schaninger
McKinsey Quarterly January 2016

October 10, 2016

Entrepreneurial Finance




Strategic Entrepreneurial Finance: From Value Creation to Realization

Darek Klonowski
Routledge, 27-Nov-2014 - Business & Economics - 420 pages

Entrepreneurial finance is a discipline that studies financial resource mobilization, resource allocation, risk moderation, optimization in financial contracting, value creation, and value monetization within the context of entrepreneurship. However, without proper strategic consideration the discipline is incomplete. This book examines how the activity of entrepreneurial finance can be enhanced via a concentration on value creation and through improved strategic decision-making.

The most unique feature of the book is its focus on value creation. For entrepreneurs, value creation is not a one-off activity, but rather a continuous cycle of incremental improvements across a wide range of business activities. Entrepreneurial value creation is described in four comprehensive stages: value creation, value measurement, value enhancement, and value realization, referred to as the C-MER model. This book focuses on what creates value rather than merely presenting value creation in a straight accounting framework.

At the same time, deliberate and tactical planning and implementation ensure that the firm does not ignore the components necessary for it to survive and flourish.Vigorous strategic deliberations maximize the entrepreneurial firm’s chances of making the right business decisions for the future, enable the firm to manage its available financial and non-financial resources in the most optimal manner, ensure that the necessary capital is secured to progress the development of the firm to its desired development level, and build value.

While financial considerations are important, the field of strategic entrepreneurial finance represents a fusion of three disciplines: strategic management, financial management, and entrepreneurship. This orientation represents a natural evolution of scholarship to combine specific domains and paradigms of naturally connected business disciplines and reflects the need to simultaneously examine business topics from different perspectives which may better encapsulate actual entrepreneurial practices.

https://books.google.co.in/books?id=IDOcBQAAQBAJ

Corporate Global Profits



Report McKinsey Global Institute September 2015
The new global competition for corporate profits
By Richard Dobbs, Tim Koller, Sree Ramaswamy, Jonathan Woetzel, James Manyika, Rohit Krishnan, and Nicolo Andreula

http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/the-new-global-competition-for-corporate-profits

The Theory of the Growth of the Firm


Theory Developed Edith Penrose

Firms are collections of productive resources that are organized in an administrative framework which partly determines the amount and type of services that the resources yield. As they go
along with their productive operations, firms - or, more precisely, the management team - obtain increased knowledge of the services that may be obtained from resource. The results of such learning processes is, first, the expansion of the firm’s “productive opportunity set” (the opportunities that the
firm’s management team can see and can take advantage of) and, second, the release of managerial excess resources that can be put to use in other, mostly related, business areas. Since the opportunity costs of excess resources are zero, there will be a strong internal incentive for such diversification which in turn causes the firm to grow - an idea that according to Penrose destroys the notion of
the firm’s optimum size

However, the managerial resources inherited from the past set a limit to the firm’s rate of growth - what has become known in the literature as “the Penrose effect” (Slater 1980). (In mergers and acquisitions we see the point. Firms with manageral slack, that is excess managerial resources do acquisitions).

 In Penrose (1959), this is rationalized by pointing to the difficulties of socializing new managers that are needed for the expansion of the firm.

Later models (Baumol 1962; Marris 1964) imposed the Penrose effect exogenously (Gander 1991), but eventually it became subordinated under supposedly more general theories of adjustment costs in the theory of investment of the firm (Treadway 1970). Given this, and using a dynamic control theory
approach, the Penrose effect arises naturally as the profit-maximizing firm calculates its optimal time-profile of outputs.


The resource-based analysis of (sustained) competitive advantages may be seen as starting out from two basic empirical generalizations, namely that 1) there are systematic differences across firms in the extent to which they control resources that are necessary for implementing strategies, and 2) that these differences are relatively stable. The basic structure of the RBP emerges when these two generalizations are combined with fundamental assumptions that are to a large extent derived from economics. Among these assumptions are that 3) differences in firms’ resource endowments cause
performance differences, and 4) that firms seek to increase their economic performance. The fundamentals of the resource-based analysis of the conditions for sustained competitive advantage are basically simple (Peteraf 1993).

Some argue that Penrose's theorizing leads us to what would in modern management studies be called “strategic human resource management” where the focus is on the development of the firm’s pool of talents with particular goals in mind.

Imposing the requirement of choosing the optimal trade-off between the gains from diversification and the costs of managing a diversified firm then allows one to derive the optimal/equilibrium degree of diversification of the firm.


If services are produced endogenously (and continuously) through various intra-firm learning processes involving increased knowledge of resources, “new combinations of resources” (1959: 85), and an expanding productive opportunity set, there is no equilibrium size. Moreover, because of the difficulties of managing new resources and services, and of assimilating new managers in the firm, firm growth is not smooth or “balanced” (as in Marris 1964; Slater 1980). On the contrary, growth rates in succeeding periods will typically be negatively serially correlated, so that high growth in one period is followed by low growth and vice versa. In fact, this is the true “Penrose effect”, and a first indication that even on this fundamental level, Penrose has been partly misrepresented in the literature.

“In the long run”, Penrose explains, ... the profitability, survival and growth of a firm does not depend so much on the efficiency with which it is able to organize the production of even a widely diversified range of products as it does on the ability of the firm to establish one or more wide and relatively impregnable ‘bases’ from which it can adapt and extend its operations in an
uncertain, changing and competitive world (1959: 137).

A firm is basically a collection of resources. Consequently, if we can assume that businessmen believe there is more to know about the
resources they are working with than they do know at any given time,
and that more knowledge would be likely to improve the efficiency
and profitability of their firm, then unknown and unused productive
services immediately become of considerable importance, not only
because the belief that they exist acts as an incentive to acquire new
knowledge, but also because they shape the scope and direction of the
search for knowledge (Penrose 1959: 77).

Thus, firm
development is essentially an evolutionary and cumulative process of “resource
learning” (Mahoney 1995), in which increased knowledge of the firm’s resources
both help create options for further expansion and increases absorptive capacity
(Cohen and Levinthal 1990), or, to use Penrose’s terminology an expanding
“productive opportunity”.


The firm’s productive opportunity, arguably the key concept of The Theory of
the Growth of the Firm (cf. also Fransman 1994: 744), is “... the productive
possibilities that its ‘entrepreneurs’’ see and can take advantage of. A theory of
the growth of the firm is essentially an examination of the changing productive
opportunity of firms” (1959: 31-32). Thus, the notion of productive opportunity
is quite a central notion in The Theory of the Growth of the Firm.

 Penrose notes that “... the decision to search for opportunities
is an enterprising decision requiring entrepreneurial intuition and imagination
and must precede the ‘economic’ decision to go ahead with the examination of
opportunities for expansion” (1959: 34).


Source: Paper by Foss






October 8, 2016

Competitor - Competitive Intelligence Analysis Techniques


You need to get objective or subjective information about your competitors and potential competitor that provides output created by the following analyses.  Your strategy is based on your view of competitor's likely actions in the future based on their current products, markets, R&D activities, capabilities, competences, resources and relationships.


SWOT
SCP Framework ( Structure-Conduct-Performance)
ADL Matrix
Porter's Five Forces Analysis
Industry cost curves
Value Net
The Space Matrix
PEST
Inflection point analysis
Hypercompetition


50 Competitive Intelligence Analysis Techniques
7 OCTOBER 2013 | BY ESTELLE METAYER
http://competia.com/50-competitive-intelligence-analysis-techniques

Strategy for Growth in Mature Industries



Growing When Your Industry Doesn’t
Success and profits flow to companies with uniquely valuable market propositions — regardless of their sector.

by Kasturi Rangan and Evan Hirsh
strategy+business: Corporate Strategies and News Articles on Global Business, Management, Competition and Marketing
Published: April 28, 2014 / Summer 2014 / Issue 75
http://www.strategy-business.com/article/00251?gko=cb1ac

How to thrive in a slow-growth industry
LRed - Sunday 24th May 2015
http://www.leadershipreview.net/how-thrive-slow-growth-industry

http://www.pm.lth.se/fileadmin/pm/Exjobb/Exjobb_2014/Sara_Tavakolizadeh/Growth_strategies_in_mature_markets.pdf

October 7, 2016

Strategic Leadership



According to Hoskisson et al (2004) Strategic Leadership is:
“…the managerial ability to anticipate, envision, maintain flexibility, and empower others to create
strategic change as necessary”.

Rowe (2001) emphasises the need at the top of organisations of what he labels “Strategic Leadership”. He describes Strategic Leadership as the …ability to influence others to voluntarily make day to day decisions that enhance the long-term viability of the organisation while maintaining its short term financial stability.


Hoskisson, R., Hitt, M. and Ireland R. D. 2004. Strategic Leadership. In Competing for Advantage. South Western: Thompson.

Rowe, W. G. 2001. Creating Wealth in Organisations: The Role of Strategic Leadership. Academy of
Management Review, 2001, Volume 15, No. 1.


THE IMPORTANCE OF DIFFERENT LEADERSHIP ROLES IN THE STRATEGIC MANAGEMENT PROCESS
MOJAKI S MOSIA
THEO H VELDSMAN
Leadership in Performance and Change
Department of Human Resource Management
Rand Afrikaans University
SA Journal of Human Resource Management, 2004, 2 (1), 26-36
http://www.sajhrm.co.za/index.php/sajhrm/article/viewFile/36/36

STRATEGY AND THE IMPORTANCE OF STRATEGIC LEADERSHIP
By James Redmond, BBS, MBS, ACMA: Examiner - Professional 2 Strategy &
Leadership
http://www.cpaireland.ie/docs/default-source/Students/exam-related-articles-2015/cpa-article---strategy-and-leadership-final.pdf?sfvrsn=2

10 Principles of Strategic Leadership
How to develop and retain leaders who can guide your organization through times of fundamental change. See also "Find Your Strategic Leaders.”

by Jessica Leitch, David Lancefield, and Mark Dawson, PWC
http://www.strategy-business.com/article/10-Principles-of-Strategic-Leadership?gko=25cec

WHAT SENIOR LEADERS DO: THE NINE ROLES OF STRATEGIC LEADERSHIP
BY
LOREN APPELBAUM
EXECUTIVE CONSULTANT,
SUCCESSION
MANAGEMENT PRACTICE,
DDI
MATTHEW PAESE, PH.D.
PRACTICE LEADER,
EXECUTIVE SUCCESSION
MANAGEMENT,
DDI
http://www.ddiworld.com/DDI/media/white-papers/WhatSeniorLeadersDoTheNineRoles_wp_ddi.pdf

Distribution Warehouse

A distribution warehouse is a building and a place where items for distribution are stored. It serves as storage for products form the manufacturer to the distributor before these products are distributed to various retail customers.

Who uses a distribution warehouse?

The Manufacturing Company. They use the warehouse in order to store the goods and the items that they have manufactured and are to be delivered to the distributors.
Third party distributors. These are the entities that the manufacturing company delivers their products to. These entities are the ones responsible for supplying a place with certain goods and products from the manufacturing company.
Retail stores. This refers to the stores that sell products in retail. The items they usually place inside the distribution warehouse are those items that they sell. They use the warehouse to store the stocks or inventory they have.

The Benefits of Having a Distribution Warehouse

Distribution centers or companies need to have a distribution warehouse if they want to avail of these benefits:

Time-savings. A distribution warehouse can really save distributors a lot of time when it comes to distributing all the items. The distribution warehouse with its warehouse storage system can give convenience since it makes the items and the products to be distributed more organized. It can save workers a lot of time and effort trying to distribute the products or in managing their products.

Money-savings. A distribution warehouse is the best solution to protect the goods or the products that distributors are trying to distribute to retail outlets. When you have a distribution warehouse, you are ensuring that all the goods are kept in good condition and retain their quality. This is because a distribution warehouse is built to achieve these things. They are usually built with the right temperature that can help distributors achieve their purpose in terms of preserving the quality and the condition of the products. This way, they can save a lot of money as they are going to prevent spoiled goods and damaged items.

http://www.kardex-remstar.com/en/lift-storage-systems/distribution-warehouse.html

Jobs in Distribution Warehouse

Store distribution manager
The store distribution manager analyses the supply chain, ensuring distribution centres can accommodate the volume of goods required by stores.

Customer distribution manager
The customer distribution manager is responsible for operating and developing the order distribution business, from warehouse to customer.

Transport operational coordinator
The transport operational coordinator is the lynchpin between the firm and its carriers, ensuring an efficient flow of goods.

Warehouse operations manager
The warehouse operations manager ensures efficiency within the distribution centre and responds to the needs of the supply chain.

Quality manager
The quality manager is responsible for quality control in the warehouse and efficiency of delivery to the customer.

Transport business developer
The transport business developer builds and maintains relationships between the firm  and its carriers whilst negotiating mutually beneficial transport scenarios.

Goods flow coordinator
The goods flow coordinator secures the highest product availability to the customer with the lowest possible supply chain costs.

http://www.ikea.com/ms/en_US/jobs/business_types/distribution_logistics/


Warehouse & Distribution Science - Free Text book


Warehouse & Distribution Science by J. Bartholdi and S. Hackman
http://www.warehouse-science.com/


You are also welcome to use any of these:

Supplementary materials
Warehouse software
Warehouse tours
Class projects
Order-picking by bucket brigade
http://www.warehouse-science.com/


https://www.stitchlabs.com/resource/guides/optimizing-warehouse-management/


Updated 10 October 2016