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Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
Paper 7: Promoting Sustainable Performance (Turpin)
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Paper 7: Promoting Sustainable Performance (Turpin)

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  • 1. Promoting Sustainable Performance Applied research project Key findings to date James Turpin Saturday 3 rd July 2010
  • 2. Background information
    • Research Assistant at Kent Business School
    • Member of the Centre for Employment, Competitiveness and Growth (ECG)
      • Dynamic Applied Research Centre
      • Full-time researchers and PhDs
      • Participation of a multi-disciplinary team of academics
      • Promotes high quality research into organisational productivity, competitiveness and growth
  • 3.
    • I. The Promoting Sustainable Performance project
    • Background to the project
    • Importance of the project
    • Project Methodology
    • II. Research Findings
    • The Price and Quality Paradox
    • The value of long term strategic planning
    • III. Summary
    Overview of presentation
  • 4. I. The Promoting Sustainable Performance Project
  • 5. Background to the project
    • Building on the success of the original INTERREG project
    • Concerned with achieving sustainable and productivity for organisations across all industries
    • Aiming to provide significant impact through interaction with SMEs and policymakers
  • 6. Methodology
    • 230 completed surveys
    • 69 face-to-face interviews
    • 5 detailed case studies
    • 2009 Leadership for Growth workshop
    • 2010 Masterclass recovery event
    • 2010 Leadership network
  • 7. II. Research Findings
    • Insight into the first findings from the Promoting Sustainable Performance project
  • 8.
    • “ Sustained commitment to one single strategy is usually necessary to achieve success and outperform competitors”.
    • Michael E. Porter
  • 9. However, our research would suggest that Kent-based Small and Medium Enterprises are combining both quality and price driven strategies…
  • 10. The demands of Price and Quality
    • Are businesses walking a tightrope?
  • 11. Conventional theory Low Price High Price Low Quality High Quality
  • 12. A paradox… 67% of companies… … report offering lower prices than their competitors 61% of companies… … report offering better quality than their competitors
  • 13. How do we start to explain this paradox?
    • Growth was found to be linked to both :
    • A high emphasis on quality
    • A flexible approach to pricing
  • 14. 1 st contributory factory to GROWTH… Customer care … Personal attention to customer needs
  • 15. 74% of companies… Quality Standards … with an ISO 9000 accreditation demonstrated GROWTH
  • 16. 67% of companies… Performance Measurement … measuring product/service quality reported GROWTH
  • 17. Pricing 23% of companies… … relying solely on price focused tactics demonstrated GROWTH
  • 18.
    • Lack of consultation
    • Ad hoc planning of activities
    • Short term focus – fire fighting
    But Growth was found to be fortuitous rather than planned… Firms lack of strategic planning capabilities
  • 19. III. Summary of key findings
    • Growth can be influenced by:
    • Placing an emphasis on quality of product/service
    • Being able to read the market place
    • Gaining a sound understanding of the needs of the customer
    • Maintaining a flexible strategy to pricing
    • A sound strategic planning capability
  • 20. The Centre’s contribution to sustainable performance
    • The Centre is feeding these results back to:
    • business
    • academics
    • policymakers
    • through workshops, seminars and forums
    • Leadership for growth workshop
    • Business engagement forum
    • Masterclass event on recovery and growth
    • Owner-manager development programme
  • 21.
    • Thank you.
    • For more information about the project and results, visit: www.ecg-kent.com
    • Source of pictures: Gettyimages.com

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