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Welcome
To the Session
on
“KEY ISSUES IN MANAGEMENT AND MARKETING”
 Organizational performance – the impact of managerial
potential and innovation
 The impact of organizational culture on motivation
 Measuring customer satisfaction
 Strategic Implications Of Internet Marketing Plan
2
Discussion Contents
Organizational Performance
3
Let us look what is Performance?
Performance is the single most important indicator of the
soundness of any business organization.
‡Kvb e¨emvcÖwZôv‡bi mymsMwZi Rb¨ me‡P‡q ¸iæZ¡c~Y©m~PK n‡jvcvidi‡gÝ|
And what is Organizational Performance?
Organizational performance is particularly managerial proficiency
has a direct and positive impact on the structural and production
innovation, which, subsequently, has a direct and positive impact
on the organizational performance.
mvsMVwbK cvidi‡gÝ we‡klfv‡e e¨e¯’vcKxq `ÿZv‡K eySvq hvi mivmwi Ges BwZevPK cÖfve
i‡q‡Q, KvVv‡gvMZ Ges Drcv`b D™¢ve‡bi Dci hv cieZ©x‡Z mivmwi mvsMVwbK cvidi‡g‡Ýi Dci
BwZevPKcÖfvewe¯Ívi K‡i|
Relationship Between Organizational Performance and Innovation
Through the development of organization's capabilities and
their conformance to the environment, innovation leads to the
strengthening of the creative advantage and obtaining
supreme performance (Hurley & Hult 1998)
According to Cooper and Kleinschmidt (1987), the ability to
innovate is the most important characteristic that determines
the performance of a company
Kzcvi I wKøbw¯‹wg‡Ui g‡Z, Òm„wókxjZvi mvg_©¨ ev bZzb wKQz D™¢ve‡bi ÿgZv GKwU
cÖwZôv‡biKg©ÿgZv wbb©‡q AZ¨bÍ ¸iæZ¡‰ewkó¨|
As Eshlaghy and Maatofi (2011) put it, innovation has a
positive and significant effect on the performance of small
firms
A¨vmjvwN I †gUwd(2011) g‡Z, †QvU ms¯’v¸‡jvi Dci m„wókxjZv/ cwieZ©bkxjZvi GKwU
BwZevPKI D‡jøL‡hvM¨ cÖfvei‡q‡Q|
4
Organizational Culture
5
Organizational culture can be defined as a “system
of assumptions, values, norms and attitudes
manifested through symbols which the members of
an organization have developed and adopted
through shared experience.
mvsMVwbK ms¯‹…wZ
mvsMVwbK ms¯‹…wZ‡K Abygv‡bi Dcvq, g~j¨‡eva, wbqg k„sLjv Ig‡bvfv‡ei cÖZxK wn‡m‡e msÁvwqZ Kiv †h‡Z cv‡i hv
ms¯’&IKg©x‡`i AwfÁZvwewbg‡qi gva¨‡g DbœZ IM„nxZ nq|
Types of Organizational Culture
Source: Cameron, KS, Quinn, R.E. (2006)
Internal
Focus
Flexibility and Autonomy
External
Focus
CLAN Culture
ADHOCRACY
Culture
HIERARCHY
Culture
MARKET Culture
Stability and Control
What Is Motivation?
Motivation has always been an important topic in
management, whereby work motivation, i.e.
motivation of people to work in organizations has
always been explored in the area of management.
‡cÖlbv wK?
e¨e¯’vcbvi †ÿ‡Î†cÖlbv GKwU ¸iæZ¡c~Y©welq| hvØviv Kv‡Ri Aby‡cÖibv, †hgb: e¨e¯’vcbvq ms¯’vi Kv‡RKg©x‡`i Aby‡cÖibv
memgq we‡kølY/ A‡š^lb Kiv n‡q‡Q|
How Influences Organizational Culture on Motivation
Organizational culture has a great impact and
influence on “Motivation” of the members of an
organization.
To explain the organizational culture impact on
motivation, we have to answer the question.
‡cÖlbvi Dci mvsMVwbK ms¯‹…wZwKfv‡e cÖfve we¯Ívi K‡i?
GKwU ms¯’vi Kg©x‡`i †cªibvi Dci mvsMVwbK ms¯‹…wZi GKwU eo cÖfve i‡q‡Q|
Customer Satisfaction
9
Customer satisfaction is the basic goal of marketing activities of
market participants. It is achieved by designing and delivering
value to customers
Customer satisfaction is the immediate experience that customers
have when purchasing and using products and services as a
consequence of designed and delivered value (Johson and
Wenhstein, 2007)
Customer satisfaction in modern business management is one of
the key factors of increase of competitive advantage and company
profitability (Maričić, 2011)
10
 evRv‡i AskMÖnbKvix‡`i evRviRvZ Kvh©µ‡gi†gwjKjÿ¨ n‡jv MªvnK
mšÍywó| Bnv MÖvnK‡`i‡KmieivnK…ZbKkvGes g~‡j¨iØviv AR©b K‡i|
 c‡b¨i wWRvBb Ges cÖ`Ë g~‡j¨iKvi‡b hLb MÖvnKiv cb¨ Ges †mev
µq I e¨enviK‡iGi d‡j Zv‡`i †h ZvrÿwYK AwfÁZv nq Zv&&&&&B
MªvnK mš‘wó|
 AvaywbK e¨emvq e¨e¯’vcbvq MªvnK mš‘wó cÖwZ‡hvwMZvg~jK
myweav Ges
ms¯’vi gybvdv e„w× wb‡`©kKMy‡jvi g‡a¨ GKwU ¸iæZ¡c~Y©wb‡`©kK|
Measuring Customer Satisfaction
11
A measure of how products and/or services supplied by a
company meet or surpass customer expectation. It is also a
key performance indicator (measure) within business and
is often part of the Balanced Scorecard.
ms¯’vKZ©„K mieivnK…Z cb¨Gescwi‡mev¸‡jv wKfv‡e MªvnK mš‘wó AR©b evRq Ki‡Q
ZvBcwigvcK(Indicator)|
 Customer Satisfaction appears as a prerequisite for
successful cooperation between customers and
companies
 Customer satisfaction creates competitive conditions of
modern business operation and approaches
 Customer satisfaction helps to provide and indication of
how successful the organization is at providing
products and services to the market place
12
Importance of Measuring Customer Satisfaction?
GQvov GwUe¨emvi g‡a¨ GKwU¸iæZ¡c~Y©cvidi‡gÝ wb‡`©kK Ges mylg djvd‡ji Ask|
MªvnK mš‘wó MªvnK Ges ms¯’vi g‡a¨ mdj mn‡hvwMZvi c~e©kZ©wn‡m‡e we‡ewPZ nq|
MªvnK mš‘wó AvaywbK e¨emvq cwiPvjbvq Ges cš’vMy‡jvi g‡a¨ cÖwZ‡hvwMZvg~jK Ae¯’vi m„wó nq|
MªvnK mš‘wó evRv‡i cb¨ Icwi‡mev cÖ`v‡bi †ÿ‡Îms¯’v KZUvmdj Zv wba©vib Ki‡Z mnvqZvK‡i|
1. The first method is measuring ratings of all attributes of
products and services using structured questionnaire
2. The second measuring method is determining specific
deviations of each attribute of a product or service from
customer expectations
3. The third method of measuring is determining customer
priorities. This method of measuring satisfaction is the
most immediately connected to the concept of value design
for customers
4. The fourth measuring method is determining satisfaction
for different customers
13
Four Methods for Measuring Customer Satisfactions
14
‡
‡Kvb e¨emv cÖwZôv‡bi mymsMwZiRb¨ me‡P‡q ¸iæZ¡c~Y©m~PK n‡jvcvidi‡gÝ|
mvsMVwbK cvidi‡gÝ we‡klfv‡e e¨e¯’vcKxq `ÿZv‡KeySvqhvi mivmwi Ges BwZevPK cÖfve i‡q‡Q, KvVv‡gvMZ Ges
Drcv`bD™¢ve‡bi Dci hv cieZ©x‡Zmivmwi mvsMVwbK cvidi‡g‡Ýi Dci BwZevPK cÖfve we¯Ívi K‡i|
mvsMVwbK cvidi‡gÝ e¨e¯’vcKxq m¤¢ve¨Zv Ges m„wókxjZvi Dci wbf©ikxj| m„wókxjZv Ges m¤¢ve¨Zv Uvg©¸‡jv/c`¸‡jv
AvšÍtm¤ú©Khy³|
cÖwZwU ms¯’vi GKwU mywbw`©ó jÿ¨i‡q‡Q,GB jÿ¨‡K mdj Ki‡Z msMVb‡K wbwðZ Ki‡Z n‡e DËg mvsMVwbK
cvidi‡gÝ| †Kbbv `„p cvidi‡gÝ Ges m„wókxjZvi g‡a¨ mivmwi m¤úK©we`¨gvb|
Internet Marketing Plan
Internet marketing plan is a short term operational planning
tool that presents in a detail procedure for implementing
activities related with creation of the site content and
contribution to linking this media with the other of marketing
communication
 B›Uvi‡bU gv‡K©wUs cø¨vb t
B›Uvi‡bU gv‡K©wUs cø¨vb n‡”Q GKwU ¯^í †gqv`x Kvh©Ki cwiKíbvi nvwZqvi, hv mvBU
K‡›UU †Zix m¤úwK©Z Kvh©µg ev¯Íevq‡bi Rb¨ GKwU we¯ÍvwiZ c×wZ Dc¯’vcb K‡I Ges
gv‡K©wUs KwgDwb‡Kk‡bi Ab¨vb¨ wel‡qi mv‡_ GwU ms‡hvM ¯’vc‡b wgwWqv
wn‡m‡e KvR K‡i|
15
05 Potential Target Customers
1. The most profitable customers
2. The biggest customers
a. Highest level customers
b. Mid level customers
c. Lower level customers
3. Customers who are difficult to serve with other
media
4. Customers who are not loyal to the brand
5. Customers in function of decision maker
16
Key Lessons
 Relationship between managerial potential, structural and production
innovation
 Organizational performance, performance measurement, innovation,
managerial proficiency
 How an organizational culture influences on work motivation
 How helps internet technology to provides a dramatic improvement of
business success
 Internet is one of the best ways to improve the operational efficiency of
companies
 Internet marketing planning of crucial importance is coordinated action
of company’s IT department and marketing experts
17
18
g~j wkÿbxq welq t
 e¨e¯’vcbvi m¤¢ve¨ welq, m„wókxjZviKvVv‡gvMZ I m„ó e¯‘i
g‡a¨ m¤ú©K|
 mvsMVwbK Kg©ÿgZv, Kg©ÿgZvcwigvc, m„wókxjZv,
cwiPvjbvi `ÿZv|
 ‡cÖlbvi Dci mvsMVwbK ms¯‹…wZ wKfv‡ecÖfve we¯Ívi K‡i|
 wKfv‡eB›Uvi‡bU †UK‡bvjwR e¨emvwqK mvd‡j¨ bvUKxq
cwieZ©‡bmnvqZv K‡i|
 ms¯’v¸‡jvi Kg©`ÿZviDbœq‡b m‡e©vËgcš’v njB›Uvi‡bU|
19
Thanks for being with us….

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Key issues in management and marketing

  • 1. Welcome To the Session on “KEY ISSUES IN MANAGEMENT AND MARKETING”
  • 2.  Organizational performance – the impact of managerial potential and innovation  The impact of organizational culture on motivation  Measuring customer satisfaction  Strategic Implications Of Internet Marketing Plan 2 Discussion Contents
  • 3. Organizational Performance 3 Let us look what is Performance? Performance is the single most important indicator of the soundness of any business organization. ‡Kvb e¨emvcÖwZôv‡bi mymsMwZi Rb¨ me‡P‡q ¸iæZ¡c~Y©m~PK n‡jvcvidi‡gÝ| And what is Organizational Performance? Organizational performance is particularly managerial proficiency has a direct and positive impact on the structural and production innovation, which, subsequently, has a direct and positive impact on the organizational performance. mvsMVwbK cvidi‡gÝ we‡klfv‡e e¨e¯’vcKxq `ÿZv‡K eySvq hvi mivmwi Ges BwZevPK cÖfve i‡q‡Q, KvVv‡gvMZ Ges Drcv`b D™¢ve‡bi Dci hv cieZ©x‡Z mivmwi mvsMVwbK cvidi‡g‡Ýi Dci BwZevPKcÖfvewe¯Ívi K‡i|
  • 4. Relationship Between Organizational Performance and Innovation Through the development of organization's capabilities and their conformance to the environment, innovation leads to the strengthening of the creative advantage and obtaining supreme performance (Hurley & Hult 1998) According to Cooper and Kleinschmidt (1987), the ability to innovate is the most important characteristic that determines the performance of a company Kzcvi I wKøbw¯‹wg‡Ui g‡Z, Òm„wókxjZvi mvg_©¨ ev bZzb wKQz D™¢ve‡bi ÿgZv GKwU cÖwZôv‡biKg©ÿgZv wbb©‡q AZ¨bÍ ¸iæZ¡‰ewkó¨| As Eshlaghy and Maatofi (2011) put it, innovation has a positive and significant effect on the performance of small firms A¨vmjvwN I †gUwd(2011) g‡Z, †QvU ms¯’v¸‡jvi Dci m„wókxjZv/ cwieZ©bkxjZvi GKwU BwZevPKI D‡jøL‡hvM¨ cÖfvei‡q‡Q| 4
  • 5. Organizational Culture 5 Organizational culture can be defined as a “system of assumptions, values, norms and attitudes manifested through symbols which the members of an organization have developed and adopted through shared experience. mvsMVwbK ms¯‹…wZ mvsMVwbK ms¯‹…wZ‡K Abygv‡bi Dcvq, g~j¨‡eva, wbqg k„sLjv Ig‡bvfv‡ei cÖZxK wn‡m‡e msÁvwqZ Kiv †h‡Z cv‡i hv ms¯’&IKg©x‡`i AwfÁZvwewbg‡qi gva¨‡g DbœZ IM„nxZ nq|
  • 6. Types of Organizational Culture Source: Cameron, KS, Quinn, R.E. (2006) Internal Focus Flexibility and Autonomy External Focus CLAN Culture ADHOCRACY Culture HIERARCHY Culture MARKET Culture Stability and Control
  • 7. What Is Motivation? Motivation has always been an important topic in management, whereby work motivation, i.e. motivation of people to work in organizations has always been explored in the area of management. ‡cÖlbv wK? e¨e¯’vcbvi †ÿ‡Î†cÖlbv GKwU ¸iæZ¡c~Y©welq| hvØviv Kv‡Ri Aby‡cÖibv, †hgb: e¨e¯’vcbvq ms¯’vi Kv‡RKg©x‡`i Aby‡cÖibv memgq we‡kølY/ A‡š^lb Kiv n‡q‡Q|
  • 8. How Influences Organizational Culture on Motivation Organizational culture has a great impact and influence on “Motivation” of the members of an organization. To explain the organizational culture impact on motivation, we have to answer the question. ‡cÖlbvi Dci mvsMVwbK ms¯‹…wZwKfv‡e cÖfve we¯Ívi K‡i? GKwU ms¯’vi Kg©x‡`i †cªibvi Dci mvsMVwbK ms¯‹…wZi GKwU eo cÖfve i‡q‡Q|
  • 9. Customer Satisfaction 9 Customer satisfaction is the basic goal of marketing activities of market participants. It is achieved by designing and delivering value to customers Customer satisfaction is the immediate experience that customers have when purchasing and using products and services as a consequence of designed and delivered value (Johson and Wenhstein, 2007) Customer satisfaction in modern business management is one of the key factors of increase of competitive advantage and company profitability (Maričić, 2011)
  • 10. 10  evRv‡i AskMÖnbKvix‡`i evRviRvZ Kvh©µ‡gi†gwjKjÿ¨ n‡jv MªvnK mšÍywó| Bnv MÖvnK‡`i‡KmieivnK…ZbKkvGes g~‡j¨iØviv AR©b K‡i|  c‡b¨i wWRvBb Ges cÖ`Ë g~‡j¨iKvi‡b hLb MÖvnKiv cb¨ Ges †mev µq I e¨enviK‡iGi d‡j Zv‡`i †h ZvrÿwYK AwfÁZv nq Zv&&&&&B MªvnK mš‘wó|  AvaywbK e¨emvq e¨e¯’vcbvq MªvnK mš‘wó cÖwZ‡hvwMZvg~jK myweav Ges ms¯’vi gybvdv e„w× wb‡`©kKMy‡jvi g‡a¨ GKwU ¸iæZ¡c~Y©wb‡`©kK|
  • 11. Measuring Customer Satisfaction 11 A measure of how products and/or services supplied by a company meet or surpass customer expectation. It is also a key performance indicator (measure) within business and is often part of the Balanced Scorecard. ms¯’vKZ©„K mieivnK…Z cb¨Gescwi‡mev¸‡jv wKfv‡e MªvnK mš‘wó AR©b evRq Ki‡Q ZvBcwigvcK(Indicator)|
  • 12.  Customer Satisfaction appears as a prerequisite for successful cooperation between customers and companies  Customer satisfaction creates competitive conditions of modern business operation and approaches  Customer satisfaction helps to provide and indication of how successful the organization is at providing products and services to the market place 12 Importance of Measuring Customer Satisfaction? GQvov GwUe¨emvi g‡a¨ GKwU¸iæZ¡c~Y©cvidi‡gÝ wb‡`©kK Ges mylg djvd‡ji Ask| MªvnK mš‘wó MªvnK Ges ms¯’vi g‡a¨ mdj mn‡hvwMZvi c~e©kZ©wn‡m‡e we‡ewPZ nq| MªvnK mš‘wó AvaywbK e¨emvq cwiPvjbvq Ges cš’vMy‡jvi g‡a¨ cÖwZ‡hvwMZvg~jK Ae¯’vi m„wó nq| MªvnK mš‘wó evRv‡i cb¨ Icwi‡mev cÖ`v‡bi †ÿ‡Îms¯’v KZUvmdj Zv wba©vib Ki‡Z mnvqZvK‡i|
  • 13. 1. The first method is measuring ratings of all attributes of products and services using structured questionnaire 2. The second measuring method is determining specific deviations of each attribute of a product or service from customer expectations 3. The third method of measuring is determining customer priorities. This method of measuring satisfaction is the most immediately connected to the concept of value design for customers 4. The fourth measuring method is determining satisfaction for different customers 13 Four Methods for Measuring Customer Satisfactions
  • 14. 14 ‡ ‡Kvb e¨emv cÖwZôv‡bi mymsMwZiRb¨ me‡P‡q ¸iæZ¡c~Y©m~PK n‡jvcvidi‡gÝ| mvsMVwbK cvidi‡gÝ we‡klfv‡e e¨e¯’vcKxq `ÿZv‡KeySvqhvi mivmwi Ges BwZevPK cÖfve i‡q‡Q, KvVv‡gvMZ Ges Drcv`bD™¢ve‡bi Dci hv cieZ©x‡Zmivmwi mvsMVwbK cvidi‡g‡Ýi Dci BwZevPK cÖfve we¯Ívi K‡i| mvsMVwbK cvidi‡gÝ e¨e¯’vcKxq m¤¢ve¨Zv Ges m„wókxjZvi Dci wbf©ikxj| m„wókxjZv Ges m¤¢ve¨Zv Uvg©¸‡jv/c`¸‡jv AvšÍtm¤ú©Khy³| cÖwZwU ms¯’vi GKwU mywbw`©ó jÿ¨i‡q‡Q,GB jÿ¨‡K mdj Ki‡Z msMVb‡K wbwðZ Ki‡Z n‡e DËg mvsMVwbK cvidi‡gÝ| †Kbbv `„p cvidi‡gÝ Ges m„wókxjZvi g‡a¨ mivmwi m¤úK©we`¨gvb|
  • 15. Internet Marketing Plan Internet marketing plan is a short term operational planning tool that presents in a detail procedure for implementing activities related with creation of the site content and contribution to linking this media with the other of marketing communication  B›Uvi‡bU gv‡K©wUs cø¨vb t B›Uvi‡bU gv‡K©wUs cø¨vb n‡”Q GKwU ¯^í †gqv`x Kvh©Ki cwiKíbvi nvwZqvi, hv mvBU K‡›UU †Zix m¤úwK©Z Kvh©µg ev¯Íevq‡bi Rb¨ GKwU we¯ÍvwiZ c×wZ Dc¯’vcb K‡I Ges gv‡K©wUs KwgDwb‡Kk‡bi Ab¨vb¨ wel‡qi mv‡_ GwU ms‡hvM ¯’vc‡b wgwWqv wn‡m‡e KvR K‡i| 15
  • 16. 05 Potential Target Customers 1. The most profitable customers 2. The biggest customers a. Highest level customers b. Mid level customers c. Lower level customers 3. Customers who are difficult to serve with other media 4. Customers who are not loyal to the brand 5. Customers in function of decision maker 16
  • 17. Key Lessons  Relationship between managerial potential, structural and production innovation  Organizational performance, performance measurement, innovation, managerial proficiency  How an organizational culture influences on work motivation  How helps internet technology to provides a dramatic improvement of business success  Internet is one of the best ways to improve the operational efficiency of companies  Internet marketing planning of crucial importance is coordinated action of company’s IT department and marketing experts 17
  • 18. 18 g~j wkÿbxq welq t  e¨e¯’vcbvi m¤¢ve¨ welq, m„wókxjZviKvVv‡gvMZ I m„ó e¯‘i g‡a¨ m¤ú©K|  mvsMVwbK Kg©ÿgZv, Kg©ÿgZvcwigvc, m„wókxjZv, cwiPvjbvi `ÿZv|  ‡cÖlbvi Dci mvsMVwbK ms¯‹…wZ wKfv‡ecÖfve we¯Ívi K‡i|  wKfv‡eB›Uvi‡bU †UK‡bvjwR e¨emvwqK mvd‡j¨ bvUKxq cwieZ©‡bmnvqZv K‡i|  ms¯’v¸‡jvi Kg©`ÿZviDbœq‡b m‡e©vËgcš’v njB›Uvi‡bU|
  • 19. 19 Thanks for being with us….