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This might seem a bit tangential to marketing and. Value no longer rules.
Quality of service and product is not the deciding factor. It's about humanity and morality; care and compassion; being good. It's extremely useful in understanding, and to an extent managing, how people think and make decisions. It's powerful because it appeals to. Corporate integrity, based on right and good ethical.
None of this is right and good. And whether an. organisation is ethical and right- minded is becoming increasingly.
Strategies, processes, attitudes, relationships. The ultimate corporate reference.
How does this (idea, initiative, decision. A good ethical philosophy provides everyone with a. This confusion is. It. is truly fascinating and highly significant to see how the definitions of. The term derives from this meaning.
A good. modern definition of marketing must acknowledge that we buy things in far more. The internet and. Above all, marketing is a reflection of. These issues are therefore now unavoidably part of. See the '4. P Purpose- Probity model'. Organizational. integrity and related failings are now much more transparent.
Employer/employee. News International privacy.
As. such it is difficult to exclude considerations such as the psychological contract. The increasingly broad nature of.
Advertising. refers to printed and electronic media that is presented one way or another to. Advertising increasingly extends to 'advertorial' in traditional. Advertising (when properly executed). What are your fundamental aims and values? What. is your ultimate purpose?
If not, then decide (as far as you. CEO's call) what they should be, because all. These. concepts are deeper than tools and processes and mission statements - having. How can you. establish objectives and goals without consulting and involving your staff? If in doubt, always err on the side of.
In the. absence of everything else - tools, processes, clarity of responsibility (who. Consult and involve people affected. You will see many different versions and. The principles are similar although the. A business or an organisation is built on values and. Increasingly in the modern age, customers and staff are not.
Ten years ago organisational. Customers were. satisfied with quality at the right price. Staff were satisfied with a decent.
Today things are different. Organisations of all. This will help to reinforce the point that planning is about building. Our Performance. Indicators. How do our Targets and Objectives.
Our Targets and. Objectives. How are our strategies comprised? How. are these responsibilities and activities allocated cross our functions and. Who does what, where, when, how, for what cost and with. What are the timescales and measures for all. Our Strategies. How will we achieve our goal(s)?
What. needs to happen in order to achieve the things we plan? What are the effects on. Like planning a game of chess, what moves do we plan to. How will we measure and monitor and. What are the criteria for measuring our. Our Goal (or several goals.
What is our principal goal? When do we. plan to achieve it? How will we measure that we have achieved it? At what point. will we have succeeded in what we set out to do? Goals can change of course. And again all this. Our Mission (or Missions if.
How do we describe what we aim to do. What is special about what we are and do compared to any. Do our people understand and agree with.
Do our customers agree that it's what they want? Our Vision - dependent on. Where are we going? What difference. will we make? How do we want to be remembered? In what ways will we change. Is this vision relevant and good and desired by the.
Is it realistic and achievable? Have we. involved staff and customers in defining our vision?
Is it written down and. The Vision is the stage of planning when the. The Vision can also include references to staff, suppliers. Our Values - enabled by and. Ethics, integrity, care and.
Do the values resonate with. Are they right and good, and things. See the section on ethical organisations for help. Our Philosophy - fundamentally defined by the leadership. Generally. however, major operational or strategic failings can always be traced back to a. How does the organisation relate to. This is deeper than values.
What is the organisation's purpose? If. it is exclusively to make money for the shareholders, or to make a few million.
Customers and staff are not daft. They will not be comfortable.
Is it more important than taking care of our people and our customers. Does the organisation have a stated philosophy that.
Dare we aspire to build organisations. The stronger our philosophy, the. See the section on ethical organisations and the Psychological Contract for. This helps. focus on philosophical issues, before attending to processes and. Your philosophical. Information is available in. Institute of Directors is.
This is called secondary research and will. Additionally. you can carry out your own research through customer feed- back, surveys. This. is called primary research, and is tailored to your precise needs. It requires. less manipulation, but all types of research need careful analysis. Be careful. when extrapolating or projecting.
If the starting point is inaccurate the. The main elements you typically need. Primary research is recommended for local and niche services. Keep. the subjects simple and the range narrow.
Formulate questions that give clear. Try to. convert data to numerical format and manipulate on a spreadsheet. Use focus. groups for more detailed work. Be wary of using market research organisations. If you do the most important thing to. There is no. point in developing and implementing a magnificent business growth plan if the.
What is the. business aiming to do over the next one (short), two- to- three (medium) and. These objectives must be quantified and prioritised. You may project your aims or vision for your business. For such businesses some. In the modern age it's not easy, and often is not sensible either. A mission statement.
Your mission statement may build upon a general. Aiming to be 'the best' or 'the. Consider what you can be the. The act of producing.
If your business is modern and good you will be able also to. Philosophy' and set of organisational 'Values'.
You should have. one for each main area of business activity, or sector that you serve. Under. normal circumstances competitive advantage is increased the more you can offer.
Develop your service offer to emphasise your. The tricky bit is. The definition of your service offer must make sense to your. Think about what your. In the. selling profession, this perspective is referred to as translating features.
The easiest way to translate a feature into a benefit is to add. For example, if a strong feature of a.
It will state sales and profitability targets by. There may also be references to image and reputation, and to public. All of these issues require some investment and effort if they are. You would normally describe and provide.
How many new customers? Limit of. customer losses? Sales values from each sector?
Profit margins per service. Percentage increase in total sales revenues? Market share. required?
Improvement in customer satisfaction? Reduction in customer.
The marketing plan will also have revenue and gross. The marketing plan will also detail quite specifically those. It is essential therefore that the organisation's philosophy and values. In practical terms. There are staffing and training implications especially in selling. You may not have all the people that you need. Customer service is.
Are all your people aware of what. Do they know what their responsibilities are? How will you. measure their performance? Many of these issues feed back into the business.
People are the most important part of. Invest in your people's development, and ensure that they. If they do. not, then you might want to reconsider where you are going. When you. have very few staff (like one or two) it is possible to communicate these ideas. In any event it is good to be.
These. standards can cover quite detailed aspects of your service, such as how many. Other issues might include for example: How you deal with complaints. What your. waiting/delivery leadtimes are. How many days between receipt and response for. These expectations should where relevant also be.
Service Level Agreements (SLA's). Customers become disappointed particularly when their expectations are. Do not set standards that you do. The most upset is due to not being told. You must keep. measuring your performance against them, and preferably publishing the results. You need to have a scheme.
Some surveys have. But every one of them will tell at least a couple of their. It is imperative that you capture these complaints in.
Fix the problem, and/or explain what you can do to address it and. Listen and understand what lies behind the complaint. This is vitally important if you're regularly failing to. This. goes beyond fixing the problem.
It means identifying the cause(s) and fixing. Failing to fix a. This. principle needs extending as far as possible, especially to ensure that. Complaints and feedback are gold- dust. Encourage and use complaints.
Fix them; fix the causes, and interpret the causes to learn how to make. Are your computers and communications systems capable of. What type of Customer Relationship. Management (CRM) system is most appropriate for your needs? Can customers. find what they need to know from your website(s)? Can staff find what they need. Do your systems provide the data.
Are your systems connected where they. Small. companies should try to keep ICT systems minimal because complex ICT and. ICT systems, otherwise information and vital business data become. Is there sufficient space, now, and to allow.
Is your space and layout. Is the reception area appropriate? Are. the staff facilities helpful towards maintaining a happy and comfortable.
Are there sufficient meeting rooms? Is the decor and the.
If car- parking is difficult what can. Who needs to be based in an office and who. If your business involves a flow of products or parts.
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