2.
A process is also defined as the logical
organization of people, materials, energy,
equipment, and procedures into work
activities designed to produced a specific
work product and result.
What is process
3.
Re-engineering is the fundamental rethinking and
radical design of business processes to achieve
dramatic improvement in critical contemporary
measures of performance, such as cost, quality,
service, speed.
What is business process
re-engineering
4.
1 service-product development- is defined as the
state of change.
2 order acquisition- was primarily a concern of the
sales and marketing function, supported by the
order fulfillment process to ensure that existing
customer return.
3 order fulfillment- was primarily a concern of the
operational function. This consist of subsystems to
define resources needs, to acquire resources and to
schedule use of resources.
The role of traditional
management function in BPR
5.
4 organizational development and co-ordination- was
usually undertaken by strategy and finance department.
The operating mechanism for this, at least in the short to
medium term, is the budgeting process where inputs
come from marketing (activity levels, external) and
operation (resource cost)
5 predicting futures- was usually undertaken by the
marketing function to predict demand for activities and
by the operation function to predict the supply of them,
both supported by the data management process.
6 data management- was usually undertaken by a
specialist department it support every other process.
6.
The argument now goes that marketing has become too
remote from the pulse of the organization. Marketing has
failed to market itself, it has failed to pick up on major
trends in its sphere of operation. These include:
1 global competition- marketing has been too nationally
focused and worried more about turf protection rather
than contributing to real business success.
2 new technologies- information technology has created
new real time information flows about markets, which in
many cases bypass marketing department.
Best practice marketing: the need
to reposition
7.
3 service revolution- lack of product differentiation
has put premium on service delivery. But again areas
such as warranties and customer support often come
under department other than marketing.
4 confident, powerful buyers- retailer are flexing
their increasingly powerful muscles, white end users
are becoming far more conscious of value for money.
6 lack of innovation- too often, brand extension has
been a substitute for true innovation.
8.
Pan company marketing (PCM)-
unifies the activities of the whole
company to win customer
preference and in doing so become
more effective and efficient.
Marketing as a process:
pan company marketing (PCM)
9.
The key is that the vision- the customer centric approach- must
permeate everything that the company does. In customer
centric companies management must:
1 Share the PCM vision.
2 Communicate the importance of the customer staff.
3 Promote the practice of customer value management.
4 Ensure the organization structure and system are customer-
centric.
5 Integrate branding.
6 Champion marketing as a process in which the whole
company participates.
7 See every interaction with a customer as a learning
opportunity.
Marketing as a process:
pan company marketing (PCM)
10.
8 Develop and encourage flexible cross-functional
teams to deliver value to the customer.
9 Align performance and appraisal systems to
improve and increase to the customer.
10 Reward employees for improving and increasing
customer value.
11 Motivate and support employees in their work.
12 Empower front-line employees to deal with and
manage customer.
11.
13 Reward information sharing and knowledge
transfer-across functions and also across teams.
14 Develop education and training programmes that
are focused on the customer and integrate customer
management.
