C Design is an architectural design firm founded in 1983 with core values of loyalty, honesty, humility, and dedication. While initially a market leader, C Design's introverted personality caused it to lose its leadership position. It hired a consultant to develop corporate strategies to clarify its strategic orientation, integrate units, and allocate resources. The strategies included setting objectives, analyzing external and internal factors, defining strategic options, and developing long-term and action plans. C Design's 4-phase growth strategy focuses on marketing, repositioning its brand, developing new designs, and hiring experts. Its HR strategy aims to strengthen its contribution to executing business strategy by putting people first and developing efficient HR solutions.

1. C DESIGN
Websites, Micro sites, Digital
Campaign, Social Media, Games

2. ABOUT
 It takes dedication, vision, and a true passion
for design to grow a successful architectural
practice. To fulfill that ambition, it also takes
integrity. So when Francis Greenway founded
C design in 1983, he built the company on
four core values:
loyalty, honesty, humility, and dedication.

3. SITUATION
 Initially, C Design almost positioned itself as
Sydney’s market leader in design
services, and was responsible for some of the
most recognizable brands and identify
systems in Australian business and public
sector but due to his team classic introvert
personality C Design no longer a market
leader in design but a business under siege
and one in grave danger of becoming
outmoded.

4. CORPORATE STRATEGY
 C Design hired People consultant to prepare
strategies for Clear setting of strategy and
consensus of organizations strategic
orientation. For the support of understanding
external partners needs, Integration of
different units to achieve joint objectives &
also determination of resources allocation
priorities.

5. SCOPES OF CORPORATE
STRATEGIES
 Setting objectives and shareholder expectations
 Identification of strategy development constraints
 Definition of structure and range of external and internal
analysis (especially
market, regulation, customers, processes and technology
analysis)
 Provision of external and internal analyses
 Synthesis of findings and evaluation of future trends
affecting the industry
 Definition of long-term strategic objectives
 Definition of strategic options, their assessment and
selection
 Long term business plan development
 Preparation of action plans for implementation

6. BUSINESS STRATEGY
 4 PHASE GROWTH STRATEGY:
 Phase 1 – Develop a marketing plan for new
business.
 Phase 2 - Plan was auctioned for
repositioning brand.
 Phase 3 – Focus on developing new designs.
 Phase 4 – Hiring new & expert staff.

7. HR STRATEGY (Cont…)

8. HR STRATEGY
 One of the key success  Based on the HR
factors for C Design is Strategy Framework, C
putting their people first. Design can be uniquely
Today HR executives positioned to assist
need to develop efficient organization to
and effective, simple yet strengthen its strategic
powerful solutions to the role and contribution of
business. However it HR function to ensure
remains difficult to the execution of business
determine the exact strategy.
contribution of the HR
function to achieve these
objectives.

9. STRATEGIC MARKETING
PLANNING
Business
purpose
Industry Company
Core strategy
analysis analysis
Competitive Competitive
Market target
positioning advantage
Control Implementation Organisation
Marketing mix

10. STRATEGIC MARKETING PLANNING
 “Marketing is to invest in  Strategic Marketing is all
customers and customer about:
portfolios to get wanted  Getting and keeping competitive
long-term cash flows from them. advantage?
This is achieved through an
exchange and fulfilment of  Matching distinctive abilities to
promises, which facilitates the specialised customer needs?
process of acquiring  The interplay of
customers, and maintaining and environment, goals and
enhancing relationships with strategies?
these customers, and when  Analysis and hard work?
necessary terminating these
relationships, so that the  Inspiration, creativity and luck?
financial and non-financial goals
of all parties involved in the
network of suppliers, customers
and other stakeholders are met”
Grønroos (2003)

11. HR STRATEGY OBJECTIVES
(Cont…)
 Providing accessible, speedy, cost-
effective, bi-lingual and responsive services
for departmental management, individual
members of staff and other clients of Human
Resources. This service will include the
provision of strategic vision, specialist advice
and practical support.

12. HR STRATEGY OBJECTIVES
(Cont…)
 Developing an integrated set of HR policy
statements, codes of practice and guidelines to
ensure that common standards prevail
throughout the organization, ensure that due
and proper consideration of health and safety
issues is reflected in its policies; providing high
quality management
information, recommendations and advice to
senior colleagues on HR issues, employment
law, statutory compliance, national and local
collective agreements, and professional good
practice.

13. HR STRATEGY OBJECTIVES
 Providing individual members of staff with
information relating to staff development
and training opportunities, pay and other
benefits, pension scheme
entitlements, retirement options, flexible
working arrangements and Family Friendly
policies.

14. HR PLAN IMPLEMENTATION
 Recruitment & Selection
 Training and Development
 Retraining and Redeployment
 Retention Plan
 Downsizing plans
 Managerial Succession Planning
 Job Analysis

15. ASSOCIATED RISK
 Emotional drivers
 Cultural context
 Trust
 Decision-making processes
 Change and unpredictability
 Competition
 Tacit knowledge
 Overall complexity

16. CONCLUSION

17. C Design should design Performance management
system which includes:
•planning work
•setting expectations,
•developing the capacity to perform,
•continuously monitoring performance, and
•Evaluating it.

18. THANKS
AMAN
STUDENT ID