Table of contents:
1 Understand the background to organisational strategic change
1.1 discuss models of strategic change
1.2 evaluate the relevance of models of strategic change to organisations in the current economy
1.3 assess the value of using strategic intervention techniques in organisations
2 Understand issues relating to strategic change in an organisation
2.1 examine the need for strategic change in an organisation
2.2 assess the factors that are driving the need for strategic change in an organisation
2.3 assess the resource implications of the organisation not responding to strategic change
3 Be able to lead stakeholders in developing a strategy for change
3.1 develop systems to involve stakeholders in the planning of change
3.2 develop a change management strategy with stakeholders
3.3 evaluate the systems used to involve stakeholders in the planning of change
3.4 create a strategy for managing resistance to change
4 Be able to plan to implement models for ensuring ongoing change
4.1 develop appropriate models for change
4.2 plan to implement a model for change
4.3 develop appropriate measures to monitor progress
Strategic marketing deals with the 'big picture' marketing planning. It analyzes how a company can best satisfy its customers and make a profit at it. Strategic marketing planning is directed from the top of the company and is extremely important in any for-profit organization. Several key principles govern strategic marketing. Understand the Marketplace and Consumer
A company must identify the sources of demand for its products and closely analyze the competitive landscape in which it wants the consumer to prefer its products over those of competitors. The company must divide potential customers into segments and find ways to best satisfy them. Each segment may require a distinct marketing mix.
While satisfying individual consumer segments and gaining market share is important, the company must add value to be successful in the long term. Strategic marketing planning must be build on a strong foundation---a company has to deliver a tangible benefit to the consumers of its products. Task 1.1: Discuss models of strategic change
A strategic planning model is more about a different approach to the project. It's about stepping back from the execution-mode in order to examine and evaluate it from a different angle. In the traditional project cycle the monitoring and evaluation was done towards the end of the project. This model changes that by considering on-going monitoring and frequent evaluation as vital parts of the implementation stage for a successful project. It's important to recognize what is working and what needs to be changed on time. As a manager you need to become strategic and view your project from different lenses. If you focus only the execution part and the day-to-day tasks, how do you know that the selected project tools are working effectively? How do you measure the quality of what you are doing? What are your indicators? In order to create a strategic management model that will support the current implementation and the long-term impact of the project start with the following questions: - What is the purpose of the project?
- How do all the activities we are implementing relate to its purpose? - Are we sticking to the project plan?
- What have evolved or changed from when we started? Why?
- How it would it look like in 3 years? What would be the impact? - How do we measure impact? What qualitative and quantitative indicators exist to back-up our success? - Who benefits from our project? Are they winners and are they losers? Why? * In the WCO Compendium the perspectives being handled are limited to two recognizable and widespread models: • The Planned Change Management model
• The Organic Change Management model
Both models are introduced, although the Organic...
References: 1. Matsuno, K., & Mentzer, J. T. (2000), “The effects of strategy type on the market orientation– performance relationship”, Journal of Marketing, Vol.64, pp.1 –16.
7. Appelo, J. 2009. What is the Mission of Your Project? Retrieved May 12, 2009, from www.projectsmart.co.uk
9. Johnson, L. & Johnstone, S. (2000). The legislative framework. In G. Kirton & A. Greene (eds) The Dynamics of Managing Diversity. Oxford: Butterworth Heinemann.
10. Azzopardi, S. 2009. The Evolution of Project Management. Retrieved May 26, 2009, from www.projectsmart.co.uk
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