Product Management Interfaces Technical Functions Product Manager Corporate / General Management Operational Management Outside Agencies Customer / Channels Own Manager / Department Administration External Bodies Sales
Understanding customers, the marketplace and its opportunities Deciding on target markets Promotion selling Product policy Pricing Place Customer satisfaction audits Market monitoring and research Developing The Marketing Mix Stage 1 Stage 2 Stage 3 Stage 4
First we must clearly specify our objectives via co-ordinated efforts. Second, the action plan must focus on resources and opportunities not available through individual divisional approaches. what can we accomplish more effectively together, rather than separately? I’m busy, and not a big believer in teamwork for its own sake; so I think its important that synergy possibilities be spelled out and not assumed Teamwork
Negotiating Skills Negotiation is an interactive process in which parties trade and barter positions, ideas and interpretations, rework these positions, ideas and interpretations until agreement is reached. The challenge is to find a way of accommodating the various parties present and emerging with some kind of agreement about the best way of proceeding and moving the process forward.
Setting the scene Opening negotiations Agreeing Confirming Following up Negotiation Negotiation Exploration Creative solutions Framing the deal Bidding Bargaining
Contracting Contracts A legally binding agreement between two or more parties that specifies: Terms and conditions Performance specification Product / service specifications Price Clauses
Leadership Individual Needs Task Needs Group Needs
Different leadership styles can all be effective, although at different times and with different groups of people. The best managers are those that do not use just one style all the time, but who recognise that during some situations they will have to exercise autocratic leadership, while during other circumstances they will be most effective by leaving people to work out their own goals and methods of operation. Leadership Styles
What needs to be achieved? What resources are available?
Motivation The total propensity or level of desire of an individual to behave in a certain manner at a certain time. This motivation has to be directed towards a specific goal. People tend to be more motivated in activities / relationships that offer the greatest perceived personal reward (or fewest penalties)
Motivation Content Theories Maslow’s Hierarchy of Needs Herzeberg’s “Two Factor” Motivation Theory Process Theories Handy’s Motivation Calculus Vroom’s Expectancy Theory Individuals motivated by a “package of needs” Examine ways in which certain outcomes of events become attractive to people. Individuals choose own goals
Creativity Lateral thinking Seeking to solve problems by unorthodox or apparently illogical methods Generating ideas (Brainstorming) Free your mind from cluttered existing reality Thinking Give yourself time to think
Developing a Balanced Perspective Performance Evaluation and Measurement Tools
The Balanced Scorecard introduces four new management processes that link long-term strategic objectives with short-term tactical actions. The Scorecard is made up of four perspectives:
Learning and growth
Why The Balanced Scorecard? Most organisations operational and management control systems are built around financial measurements and targets which bear little relation to the organisations progress in achieving long-term strategic objectives.
Emphasis on short-term financial measures leaves a gap between the development of a strategy and its relevance to the true drivers of successful future performance: Value creation activities!
The Balanced Scorecard Scorecard users select measurers of progress from all four scorecard perspectives and set targets for each of them.