money
Transcript of money
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Just get the money – ok!
Dr. Mike Johnston
Dairy Council for NI
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Aims of presentation
• To stimulate thinking about the role of CM within a firm
• To challenge you to think about the role of CM in crisis management
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Presentation content
Evolution of the role of CM
Current thinking on the role of CM
Future evolution of the role of CM
• Strategy development process
• Crisis management
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Evolution of the role of CM
1960s
•Moving away from cash markets
•Limited concept of role of credit
•Sellers “give credit”
•Part of finance department
•Limited recognition of CM in marketing(Bartlett, 1964)
•Predicting and determining which customers should receive special attention
•Process customer payments(Bjornsted and Larsen, 2000)
•Customer focus (CRM)
•New business prospecting
•Customer targeting
•Pricing
•Market share
•Differentiation
•Value adding
•Firm competitiveness
•Corporate image(Summers and Wilson, 2000, 2002)
21st century
Customer
Internal
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Presentation content
Evolution of the role of CM
Current thinking on the role of CM
Future evolution of the role of CM
• Strategy development process
• Crisis management
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Current thinking on the role of CM
• Context - Value model of a firm
• Understand competition and relationships
• CM within CRM
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Why value?
“The function of a business enterprise is the creation of value”
(Drucker, 1998)
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Firm’s value chain
VALUE = revenue
VALUE = perceived worth of proposition
VALUE = effort Vs reward
VALUE = TSR
FIRM
CUSTOMER
EMPLOYEE
SHAREHOLDER
YES
RELATIONSHIP
Competition
Strength of relationship
NO CUSTOMER, NO REVENUE, NO BUSINESS
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Forces governing competition in an industryThreat of
new entrants
Bargaining power of customers
Bargaining power of suppliers
Threat of substitute
products or services
(Porter, 1979)
The Industry
Jockeying for position among current competitors
Where does CM fit in?
• Barrier to market entry - terms of sale
• Jockeying for position – TC as differentiation
• Power imbalance between supplier and buyer
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What constitutes competitive advantage?
• Realising that competitiveness goes beyond price and product
• People
• Understanding customers and markets better and quicker than competitors
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Firm’s value chain
VALUE = revenue
VALUE = perceived worth of proposition
VALUE = effort Vs reward
VALUE = TSR
FIRM
CUSTOMER
EMPLOYEE
SHAREHOLDER
YES
RELATIONSHIP
Competition
Strength of relationship
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Relationship with a customer - CRMDefinition of CRM (Panda, 2003)
“The establishment, development, maintenance, and optimisation of long term, mutually valuable relationships between a firm and its customers”
• Understanding the customer in terms of - business - markets -
competitors - objectives• Emphasis on partnership - mutuality - long term -
swings and roundabouts - trust • People are important “Customers form relationships with
individuals and with firms rather than with goods.” (Berry, 1995)
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Role of CM in CRM
• Knowing and understanding the customer
• Improving effectiveness and efficiency of the firm: - if the customer has a problem they are likely to talk about
it at time of payment. If not, it may be too late at repeat sale.
• Pricing decision - improved competitiveness through setting and enforcing
credit element of price
• Encouraging/rewarding frequent purchase
• Customer targeting
• Contributing to the relationship through contact
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Presentation content
Evolution of the role of CM
Current thinking on the role of CM
Future evolution of the role of CM
• Strategy development process
• Crisis management
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Strategy development process
• Making assumptions about the firm’s future external environment – opportunities and threats
• Matching internal competencies with anticipated future external environment to achieve firm’s objectives
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Factors influencing the strategy development process
Subjective - perception - interpretationContextualMaking assumptionsMaking decisions under uncertainty
FUTURE CANNOT BE PREDICTEDFUTURE IS CONSTANTLY CHANGINGSTRATEGY IS EVOLUTIONARYSTRATEGY HAS TO ADAPT TO CHANGING EXTERNAL
ENVIRONMENT
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Reports that say that something hasn't happened are always interesting to me, because as we know, there are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns - - the ones we don't know we don't know.
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Role of CM in strategy development process (SDP)
Elements of SDP
Knowing and understanding the external environment
Identification of internal strengths and weaknesses
Role of CM
Knowledge of
- Customers
- Competitors
- Legislation
Feedback from customers
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Ongoing strategic role of CM
• Firm’s external environment is constantly changing
• “Matching” process is ongoing
• CM has a role in identifying and interpreting changes in external environment
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Presentation content
Evolution of the role of CM
Current thinking on the role of CM
Future evolution of the role of CM
• Strategy development process
• Crisis management
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Issues and Crisis Management
• Increasing in importance for firms
• Crisis definition:
“low probability, high impact event that has its origin either internal or external to the firm or industry, and that can irreversibly change its culture and business”
(Johnston, 2000)
• What are the implications for CM, and cash flow in particular, of a crisis?
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Crisis scenario
• Firm A is involved in manufacturing in NI
• It sources its raw materials from firms in NI, ROI, and Greece
• It supplies customers in England, Germany, and USA
• The bird flu virus mutates to develop the capability of human to human transmission, and a pandemic is triggered. 1% of the population will die, and 30% of the firm’s work force will be affected. Those affected will be unavailable for work for at least 3 weeks.
• The firm’s supply of raw material will be interrupted, it’s manufacturing capacity will be reduced, and its supply of finished goods to its customers will be interrupted.
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Interruption of supply
Interruption of raw materials
Absence of key staff
Energy problems
Delivery problems
Interruption of supply of product
Staff problems
Reduced consumer demand
Delivery problems
Raw materials
Customer ConsumerManufacture
payment payment payment
delivery delivery delivery
Issues
Supplier demand for payment
Payment demand by financial institutions
Interruption of agreed payment schedules by customers
How to maintain a level of cash flow to allow the firm to continue to operate during the crisis and rebuild afterwards.
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Interruption of supply
Interruption of raw materials
Absence of key staff
Energy problems
Delivery problems
Interruption of supply of product
Staff problems
Reduced consumer demand
Delivery problems
Raw materials
Customer ConsumerManufacture
payment payment payment
delivery delivery delivery
Questions
Is it possible to quantify the level of fluctuation in projected cash flow that a firm can cope with and for how long?
What can be done to minimise the level of fluctuation?
What can be done to prepare for significant fluctuations?
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Summary
• The role of CM has evolved
• It should continue to evolve
• Valued contribution to strategy development process
• Role in crisis management
• Stimulated thinking about the role of CM