Post on 21-Jan-2015
description
Wisdom for Strategic Thinking Strategic Briefing
Customer Relationship
Strategies Customer “Sensing”
Processes
Strategic Customer Management
Vision, Business Plan and Key Business Objectives
CRM
Customers
Customer
Experience
• Sales
•Delivery
•Service
•Others
Feedback
The Relationship Strategy Development
Process (B2C or B2B)
Identify
CRM
Innovation/New Opportunity Matrix
Existing New
New
Markets/Segments/Sectors
Existing
Extension
Pro
du
cts
/Serv
ices
Agility: Capability to identify, assess and act on market opportunities better
and faster than competition
Setting Priorities: market attractiveness – potential size of market – number of existing
and “target” customers who have an interest and the potential profitability
Existing
Extension
New
Your Org
today
Strategic Alignment
Vision
CSFs*
C1 C2 C3 C5
D1 D2 D3 D1 D2 D3
D4
D3 D2 D1
C4
D1
People
Customer
Process
Financial
New Rewards
Matrix
* Critical Success Factors
Drivers
The Key Strategic Concepts
Key Business Factors
Vision
Key Business Objectives Strategies & Alignment
18 Month rolling/3 Yr
Horizon
Core Competencies
Critical Success Factors
Competitive Perspective
Balanced Scorecard
Stakeholders
Mission
New Rewards Matrix
Core Purpose
Organisational Competencies
Values
The Strategic Management System For Innovation
Conducting Innovation
Activity
Assessing the Impact of
Innovation Activity
Planning & Managing for
Innovation
Learning and
Refinement
Driving
Competitiveness
• Adding Value
•Accelerating business Improvement
• Building Market Share •Increasing profitability
Leadership Innovation Awareness /Education & Training
HR Plan & Desired Competencies
Vision, Business Plan, Key Business Objectives and Values* “Competitiveness Strategy”
Plan
Do
Check (measure)
Act (improve)
•I To reach full potential, innovation should be an organisational value. Innovation must be woven into the fabric of the culture. It must be seen as a Critical Success Factor and performance evaluation/reward must be an integral part
Competing for the Future The Strategic Imperatives
Balanced
Scorecard Of
Performance
RENEWAL
AGILITY, MARKET
COMPETITIVENESS & SUSTAINABILITY
STAKEHOLDER RELATIONSHIPS
Strategic Alignment “Vision”
Review and Prioritise
Action Planning Improvement
Impact
ORGANISATIONAL CAPABILITY
Value Creation &
Delivery
Culture
New Rewards Matrix
Internal
External
Lack of vision and vision alignment
Too much focus on the
numbers
Not close enough to
the business
Lack of Focus
Lack of accountability
and discipline
Senior Management
as inappropriate
role models
No constancy of purpose
The “7 Deadly Sins of Management”
Drivers:
Leadership
Policy and Strategy
Capabilities: People
Partnerships and Resources Processes
Key Performance
Results and
Market Outcomes
Achieve Enhanced
Competitiveness
Information & Analysis
The Business Excellence Framework:
What Leaders Must Do
Continuous Fact-Based Improvement, Innovation & Learning
Create the
Vision
Build Organisational
Capability
Fundamental Concepts of Excellence