Tài liệu The Marketing Leadership Audit pdf

Fulbright Economics Teaching Program2004-2005 Marketing PlacesReadings The Marketing Leadership Audit The Marketing Leadership Audit Introduction The Marketing Leadership Audit has educa

Fulbright Economics Teaching Program

2004-2005 Marketing PlacesReadings The Marketing Leadership Audit

The Marketing Leadership Audit

Introduction The Marketing Leadership Audit has educational and team building components One objective of this session is to assess your place or company’s market orientation You will see that there are several underlying factors to market orientation and that the extent to which

a manager of a company/place is market-oriented –and a leader—is somewhat contingent upon perception A second objective therefore is to give you the opportunity to discuss openly with your differences in perceptions about your market orientation and to consider areas in which your team can be strengthened and thus become or continue to be a market leader

Instructions

1 Carefully complete the Marketing Leadership Audit Take your time; reflect upon each item before checking a numerical response You may want to place notes in the margins

so that when you discuss the item with your colleagues, relevant issues can be considered

in greater detail

2 Self-select groups of four persons (one group may be slightly larger or smaller depending upon the number of participants in the seminar.) Select colleagues who have similar job descriptions, who work with you on projects, are from the same business unit, or select a group based on some other criterion that suggests to you that the group is comprised of individuals with similar work roles Once the group is formed assign different team members the following roles:

 Moderator: Crystallizes ideas, keeps discussion focused, monitors time

 Tabulator: Computes mean scores of individual items, sub factors and total audit

 Scribe: Prepares overheads of team’s presentation

 Spokesperson: Presents the team’s findings; observations and recommendations

3 Discuss each item and compare different ratings If ratings for an item vary within the team, discuss why? Come to a consensus rating, but note dissenting opinions and

minority views The tabulator should record the mean of the scores as well as the

consensus score for each item Remember: the tabulator also records mean scores for each of the factors and the total audit, but these scores should be calculated using the consensus measures

4 The scribe should crystallize the discussion and make notes of highlights and salient issues emerging from discussion Experience shows that team discussion is more

efficient and meaningful when the scribe’s notes are available for regernce by the other

5 Summarize your team’s conclusions and prepare your transparencies.

 List the factors and mean scores for each factor

 Record the mean score for the entire audit

6 Help the spokesperson prepare a synopsis of your discussion

 The spokesperson should:

 Present general conclusions

 Report issues that led to considerable discussion and dissenting opinions

 Assess the organization’s/place’s orientation toward marketing leadership

Fulbright Economics Teaching Program

2004-2005 Marketing PlacesReadings The Marketing Leadership Audit

Marketing Leadership Audit

Values

To what extent is a concern for customers reflected in the attitudes, beliefs and management practices of your organization? To answer this question, check the appropriate box opposite each of the following items:

1 In our organization, we view marketing as an investment rather than

an expense

2 For us serving the customer is a central organizational value; one that

informs everyone’s notions

3 We try hard not only to meet but to exceed customers’ expectations

4 We strive for top quality in our products and services and take great

pains to communicate this to our employees and stakeholders

5 Senior management in our organization reads, listens to, and

responds to customer complaints on a regular basis

6 We view product defects and poor service as the our problem – not

the customer’s problem

7 In our organization, we play down the product and play up our

commitment to customers

8 Our concern for customers is evident in little things – for example,

we reserve our best parking places, seats, etc for our customers

9 We believe that the quality of our products and services is the best

means of communicating our image as a company or place

10 We try to focus people’s emotional energies outward …on winning

in the marketplace … rather than inward … on job security

To no extent

To a little extent

To some extent

To a great extent

To a very great extent

Fulbright Economics Teaching Program

2004-2005 Marketing PlacesReadings The Marketing Leadership Audit

11 We set prices based on their perceived value

12 Our strategies flow from an analysis of customer needs and our

competitor’s capabilities and strategies – not this year’s budget or

last years performance

13 We consider the “soft” impressionistic information we get from

talking to customers just as important as the data we get formal

surveys

14 We view complacency as an ever-present threat and do everything

we can to avoid it

15 Responsiveness to customers is a regular subject of discussion within

our company

16 People in our organization have the sense that what they do matters –

they know the value they add to customers

17 We use “frequent flyer” – like incentives, among other things, to

reward customers for their loyalty

18 We involve customers early and directly in our product or place

development process

19 People in our organization feel like they “own” it and take

responsibility for its success

20 All of our employees know the good and bad of our performance as a

company or place

21 Product quality for us is an absolute requirement

22 Listening – and responding to customers – is a way of living in our

organization

23 We worry about fairness in our organization to customers,

suppliers, employees, etc

Assign the following points to answers in each column

To no extent

To a little extent

To some extent

To a great extent

To a very great extent

1 2 3 4 5

Marketing Leadership Audit

Integration

To what extent is marketing integrated with other functions of the business? To indicate your answer, check the appropriate box opposite each of the following items:

Fulbright Economics Teaching Program

2004-2005 Marketing PlacesReadings The Marketing Leadership Audit

1 We have systems and procedures which promote a high degree of

control and coordination between marketing and the other functions

of the organization

2 Marketing, sales, and customer service are integrated at the top to

promote cooperation and coordination

3 Marketing and the other functions work well together – there is a

high degree of communication and collaboration

4 We work to create a sense of personal familiarity and mutual

obligation among employees

5 We have a variety of tools for getting people to talk across functions

– and we use them

6 We have a well organized product or place development process

7 We involve customers early and directly in our development process

8 Every department in our organization knows who its customers are,

internal and external

Assign the following points to answers in each column

To no extent

To a little extent

To some extent

To a great extent

To a very great extent

1 2 3 4 5

Marketing Leadership Audit

Service

How much emphasis is placed on service within your organization? To answer this question, check the appropriate box opposite the items below:

Fulbright Economics Teaching Program

2004-2005 Marketing PlacesReadings The Marketing Leadership Audit

1 We spend as much time analyzing customers’ service requirements

as we do their product requirements

2 In our organization the service function reports directly to senior

management

3 We believe that the quality of our service can’t be good enough

4 We define service requirements in the early stages of a product’s

development

5 We make sure that when we introduce a new product that we can

also service it

6 We have clear standards for response time, complaint handling,

maintenance and other factors which affect the quality of service

7 We view service as a potential source of competitive advantage – a

way of getting an edge over competitors

8 We have clear contact points within out organization for customers to

come with ideas and wishes

9 We recognize that “intangibles” like service are just as important as

the physical product or place

10 We train our employees to answer customers’ questions

11 We make sure that product and marketing managers can be reached

directly by our customers

To no extent

To a little extent

To some extent

To a great extent

To a very great extent

1 2 3 4 5 Assign the following points to answers in each column

Marketing Leadership Audit

Systems

How “customer-sensitive” are your systems? To indicate your answer, check the appropriate box opposite each of the following items:

Fulbright Economics Teaching Program

2004-2005 Marketing PlacesReadings The Marketing Leadership Audit

1 We can track orders and inform customers of their status quickly and

reliably

2 Customer service has on-line, real-time information which it can use

to interact with customers

3 Information about customers and competitors moves quickly through

our organization

4 We have a direct costing system which enables us to determine the

profitability of markets, segments, customers channels, products and

order sizes

Assign the following points to answers in each column

To no extent

To a little extent

To some extent

To a great extent

To a very great extent

1 2 3 4 5

Marketing Leadership Audit

Management Style

To what extent does the management style of your organization promote greater responsiveness

to customers? To indicate your answer, check the appropriate box opposite each of the following items:

Fulbright Economics Teaching Program

2004-2005 Marketing PlacesReadings The Marketing Leadership Audit

1 Our middle managers are the stronghold of the organization; they see

their role as combination teacher, cheerleader, and liberator

2 We share information and ideas openly and candidly including

product and program failures

3 When people ask questions of those higher up the line, they get

answers

4 We expect people to criticize the status quo – to be forceful

advocates of better ways of doing things

5 We reward managers for candor and openness

6 We encourage creativity at all levels

7 Staff in our organization assist the field rather than just challenge or

question

Assign the following points to answers in each column

To no extent

To a little extent

To some extent

To a great extent

To a very great extent

1 2 3 4 5

Marketing Leadership Audit

Human Resources Management

How customer-oriented is human resources management in your organization? To indicate your answer, check the appropriate box opposite each of the following items:

Fulbright Economics Teaching Program

2004-2005 Marketing PlacesReadings The Marketing Leadership Audit

1 Our recognition and reward systems are designed to ensure

responsiveness to customers

2 We hire ex-customers

3 We use customers’ evaluations, when appropriate, to appraise the

performance of employees

4 We solicit from our customers ideas for appraising and rewarding our

employees

5 All of the training we offer – technical, secretarial, sales, marketing –

emphasizes the importance of the customer

6 Every employee is provided with guidelines on how to respond to

customers

7 Part of the training we provide emphasizes communication skills and

how to use these skills when interacting with customers

8 We have customers participate in our training programs to

communicate the importance of the customer to our business

9 We try to provide the line with as much feedback as possible – to

feed customer complaints directly back to operators

10 We have a statement of values – one that puts the customer front and

center – and we use these values in our performance evaluations

11 Exposure to customers is part of everyone’s professional

development

To no extent

To a little extent

To some extent

To a great extent

To a very great extent

1 2 3 4 5 Assign the following points to answers in each column

Marketing Leadership Audit

Efficiency

How efficient is the organization in meeting the needs or wants of customers? To answer this question, check the appropriate box opposite each of the following items:

Fulbright Economics Teaching Program

2004-2005 Marketing PlacesReadings The Marketing Leadership Audit

1 We have a sense of urgency about introducing new products and

improvements

2 We recognize that in today’s business environment, we have to be

fast and flexible – and we are

3 We strive constantly to get unproductive work out

4 We have a simple organization – one that can react quickly to

changes in the business environment

5 Information about customers and competitors moves quickly through

our organization

6 We recognize the importance of speed – we will go over budget if it

means getting the product out before the competition

7 Implementation we consider critical – we do everything we can to

ensure that our strategies are implemented as intended

Assign the following points to answers in each column

To no extent

To a little extent

To some extent

To a great extent

To a very great extent

1 2 3 4 5

Marketing Leadership Audit

Strategic Orientation

How strategic is your organization’s thinking about customers and the actions required to get and keep them? To indicate your answer, check the appropriate box opposite each of the following items:

Fulbright Economics Teaching Program

2004-2005 Marketing PlacesReadings The Marketing Leadership Audit

1 Strategies at all levels of our organization make explicit what we

consider to be our most important markets, segments, and customers

2 Marketing strategies in our organization are of good quality; they are

clear, creative, fact-based, and well-reasoned

3 We take a “systems view” of markets – we consider not only

customers, but suppliers, channels, and competitors, knowing that a

change in any part of the system can create a threat or opportunity

4 We organize our planning around markets – not products

5 We base our strategies on our assumptions about the future and use

these assumptions as a basis for contingency planning

6 We allocate resources based on the relative attractiveness of different

segments and our chances of winning

7 Positioning is a critical element in our formulation of marketing

strategy

8 Our sales planning involves more than setting objectives – we spell

out how sales resources will be allocated to achieve objectives

Assign the following points to answers in each column

To no extent

To a little extent

To some extent

To a great extent

To a very great extent

1 2 3 4 5