bluuebunny/crossref_metadata_2025_split huggingface dataset:
Twelve steps to CRM without eating an elephant
Authors: Lipka Stephen E. 
Published: January 2007

PurposeImplementing customer Relationship Management systems and processes can be a daunting task, particularly when it is viewed as an all‐or‐nothing proposition. There is, in fact, an implementation path that allows for stepwise deployment, with incremental investment and incremental returned value. This paper explores the capabilities to deploy, the interdependencies among them, and the order in which to deploy them.Design/methodology/approachThe incremental capabilities and their relationships derive from the author’s experience in process and engineering and in deployment of CRM systems and processes.FindingsA 12‐step process emerges from this mindset and experience. The first four steps describe foundation capabilities and activities, without which no CRM effort can succeed. The next four organize basic CRM activities surrounding knowing your customers, managing your channels, and managing your process. The last four describe advanced ways of thinking about the value propositions from the customer view, measuring accordingly, and continuous improvement.Practical implicationsFrom a practical perspective, this approach offers organizations a method of deploying CRM so that investment can be incremental and value can be returned at every step. Deploying organizations will find that they gain confidence in the value of CRM without a large up‐front investment.Originality/valueFor organizations new to CRM, this paper offers a roadmap for deployment, a rational approach to getting started, and a basis for choosing the scope of a first deployment. For organizations already applying CRM processes and using CRM systems, this paper offers a basis for understanding deficiencies in your CRM practices and system, and it also offers suggestions on how to improve the value of CRM.
Relationship marketing: why bother?
Authors: Harwood Tracy G. , Garry Tony 
Published: January 2007

PurposeThis paper provides a general review of relationship marketing, its application to a business‐to‐business context and examines reasons for its failure.Design/methodology/approachReporting on the literature and two separate research investigations undertaken by the authors, research suggests there are few companies that succeed in developing relationship‐marketing programs that produce significant benefits to both parties. Discussion of theoretical aspects on relationship marketing is followed by examination of evidence from research.FindingsA series of potential failure points are identified and commented on in relation to the authors own research findings. This includes an analysis of how successful face‐to‐face interactions can be used to build relationships.Originality/valueThis article synthesizes and critically evaluates the role of relationship marketing in business and poses the key question on partnership development that many business managers are struggling with today: why bother? Throughout, the authors have made suggestions for relationship marketing managers on how relationship performance may be improved at strategic management and operational levels.
Ulcer‐free product development
Authors: Mockus Darrell 
Published: January 2007

PurposeTo help people who are responsible for product management to avoid risks that often derail a product. Increase the success of a product by making better decisions.Design/methodology/approachCritical decisions of product development are outlined and solutions are given in the form of examples taken by other organizations.FindingsDecisions made early with more information led to cost savings, higher return and lower occurrences of product failures. Risk can be significantly lowered while gains increased.Practical implicationsProduct development strategy and management courses may need to incorporate CI as an integral part of their educational studies.Originality/valueA greater awareness of the critical decisions points in the product development process forces the need for greater competitive intelligence needs. Useful for strategic product managers, executives overseeing product management and product development managers.
The role of marketing intelligence officers in strategy formulation and implementation
Authors: Trim Peter R.J. , Lee Yang‐Im 
Published: January 2007

PurposeThis article highlights the role that marketing intelligence officers need to fulfill if they are to assist marketing strategists in a broad range of duties. The marketing literature incorporates several bodies of knowledge, and reference is made to corporate security and the work of organized criminal syndicates. The topics covered will be relevant to both academic researchers and practising managers.Design/methodology/approachThe work is based on a review of a wide literature and various established and futuristic concerns have been highlighted. The paper can be viewed as a critical appreciation.FindingsMarketing intelligence officers need to be given a wider role in order that they engage more fully in the analysis and interpretation of data and information. Marketing intelligence officers need to develop their skill and knowledge base, and adopt a proactive stance to strategy formulation and implementation. By raising their profile, marketing intelligence officers will be able to seek out future management challenges. Senior managers need to put in place an effective corporate security system.Research limitations/implicationsThere is a need to establish how facilitating technology such as the internet is going to transform the working environment for marketing staff. Marketing intelligence officers need to undertake research in order to establish how consumer groups and associations exercise their power.Practical implicationsSenior marketing managers need to ensure that more attention is given to management development programs for marketing intelligence officers. The customer service management process needs to match more closely customer expectations with customer satisfaction levels.Originality/valueA company’s vulnerability is highlighted and corporate security is linked to marketing. The usefulness of marketing intelligence systems and processes are made public, and so too is the strategic marketing concept.
The high‐performance organization: making good decisions and making them happen
Authors: Rogers Paul , Blenko Marcia 
Published: January 2007

PurposeTo demonstrate that high performance in organizations results from their being decision‐driven.Design/methodology/approachExecutives from 365 companies in seven countries were surveyed. More than 40 high‐performance companies were then interviewed. Industry leaders in the study were compared with trailing competitors, while transformations where organizational change was clearly a leading factor were also examined in depth. More broadly, the article draws on the experience of more than 1,000 organization cases for more than 500.FindingsThe findings were that only 15 percent of companies have an organization that helps them outperform and that these companies are differentiated by the quality of their decision‐making – and their ability to repeatedly implement their decisions successfully. Successful implementation depends on an integrated organizational system that aligns five attributes – leadership, accountability, people, frontline execution and a performance culture.Practical implicationsThis research has lead to the development of a scorecard to measure organizational effectiveness. This enables companies to benchmark their performance against the 365 businesses in the survey. The scorecard gauges agreement (on a one‐to‐four scale) among managers and employees with ten key statements that reflect the five attributes of high performance.Originality/valueThe article will help focus company leaders on the organizational issues that drive high performance. In addition to identifying the key attributes of high performance, it presents an organizational effectiveness scorecard to isolate the causes of underperformance and guide change. It should be of value to all management levels from the chief executive to front line staff.
Strategic innovation: a new perspective on strategic management
Authors: Drejer Anders 
Published: January 2007

PurposeThe purpose of the paper is to define the emerging concept of strategic innovation.Design/methodology/approachThis is achieved by means of a literature review and discussion of the literature.FindingsThe concept is defined in precise and measureble terms.Research limitations/implicationsIt is now possible and much necessary to conduct empirical research on strategic innovation in order to test and strengthen the definition.Practical implicationsThe definition is related to empirical praxis and can be used to test or analyze the practice of management.Originality/valueA useful and practical definition aimed to creating future research.
Hoshin planning: strategy of a different kind
Authors: Zairi Mohamed 
Published: January 2007

PurposeOne of the key miracles of Japan’s success in dominating international markets for such a long period of time is their approach to strategic planning. This article talks about their success.Design/methodology/approachIt first presents the origins, definition and methodology involved in Hoshin, contrasts it with other approaches to strategic planning and argues the case by demonstrating how Hoshin can be integrated with total quality management and performance measurement, two essential requirements for modern business practice. The paper covers various best practice case studies and concludes with a roadmap for the effective implementation of Hoshin.FindingsThe spread of Hosin planning from Japan to the USA has been well documented. The uptake of Hoshin in the West seems on the whole to be associated with organizations that are advocating the use of total quality management. This is an “implicit” consideration that Japanese corporations make, having always based their approach to doing business on the use of quality methods and techniques.Originality/valueSeveral case studies of the successful implementation of this pioneering concept are illustrated and a proposed roadmap of Implementing Hoshin Planning is discussed. The roadmap is meant to assist organizations of different sizes and from different sectors, manage their strategic thinking more effectively.
Managing risky business: the case of Jardine Matheson & Company
Authors: Connell Carol 
Published: January 2007

PurposeJardine Matheson & Company is a Hong Kong multi‐industry conglomerate that has gone through political upheaval, global and regional economic crises, and has survived and transformed itself several times in the process, using unique governance schemes and financial performance measures to manage risk and volatility.Design/methodology/approachThis research paper answers the following question: how do firms manage risk? Can firms effectively use governance and financial measurements to manage risk? Is this a distinctive capability that contributes to competitive advantage and sustainability?FindingsThe analysis reveals the extent to which Jardine Matheson adapted to changes in the environment and learned from failure to manage risk.Research limitations/implicationsThe research is analytical, observational and interpretive. The analytic approach is generalizable and provides insight useful to scholars and practitioners.Practical implicationsFirms seeking to reduce the volatility in their businesses (or in their stratregic business units) might restructure to allow low beta businesses to manage higher beta businesses, as in the case of Jardine Matheson & Company.Originality/valueThe research findings communicated here present a picture of Jardine Matheson’s ability to acquire, integrate and apply knowledge to manage risk and volatility of high beta businesses.
Winning through strategic communities: a case study
Authors: Kodama Mitsuru 
Published: January 2007

PurposeAims to provide new practical viewpoints regarding the knowledge management and leadership theory of corporate innovation through an in‐depth case study.Design/methodology/approachArgues that community leaders can develop a business concept of a strategic community comprised of diverse types of business and process to achieve business innovation. Studies a mobile phone business in Japan towards mobile multimedia revolution that illustrates the new product and service development as an instance of the latest business case of networked strategic communities.FindingsCommunity leaders serve an important function in creating networked strategic communities. The case study shows how community leaders have created networked strategic communities in which telecom carrier, contents providers, terminal manufacturers, platform vendors and international carriers take part in the business development of new mobile multimedia services.Originality/valueProvides new practical viewpoints regarding the knowledge management and leadership theory of corporate innovation.
From hindsight to foresight in strategic cost management
Authors: Emblemsvåg Jan 
Published: January 2007

PurposeTo show how we can turn cost management practices around and look forward, concentrate on managing risks and costs before they occur.Design/methodology/approachThe paper expands my PhD work, which was a synthesis of three major ideas (life‐cycle costing, activity‐based costing and Monte Carlo methods), design of an approach and testing the approach in many real‐life cases. This paper is to show how this method adds utility in strategic cost management.FindingsMy research so far shows that the approach adds the intended value in cost management in general and in strategic cost management in particular.Research limitations/implicationsSince the method has been tested in many settings and rests on well‐tested theory serious limitations are avoided. However, future research should focus on how the method can be simplified and applied in budgeting, i.e. become more operational/tactical.Practical implicationsThe main practical implication is that cost management practices need to become less historically oriented and more forward looking so that costs can be eliminated and not just reported. How this can be achieved is shown in practical application.Originality/valueBoth researchers and practitioners can benefit from this paper in that they can see how the merger of Monte Carlo methods, life‐cycle costing and activity‐based costing reduce the need for accurate numbers and improve the quality of cost management in general.
Making strategic planning work: a case study of Countrywide Financial
Authors: Flamholtz Eric , Kurland Stanford 
Published: January 2007

PurposeStrategic planning is a misunderstood and maligned managerial tool. Most organizations have tried it but relatively few actually achieve success in strategic planning.Design/methodology/approachThe experience of Countrywide Financial Corporation demonstrates how strategic planning can be used as a key lever for change and describes the benefits that accrued to it through this process. Stanford Kurland, the Company’s COO, engaged Eric Flamholtz to assist with developing a more sophisticated approach to strategic planning at Countrywide. Flamholtz introduced: a template for organizational assessment and development; and a systematic process for strategic planning that had been applied elsewhere with considerable success. The new planning process s became a corporate priority.FindingsThe planning system has also led to a variety of other significant organizational benefits including: a constructive forum for elevating management’s focus from tactical and operational concerns to broader strategic challenges; a shift away from a “silo mentality” to a “Countrywide perspective”; a clear set of priorities to guide operating unit activities and decision‐making; measurable objectives that emphasize linkages across organizational boundaries; and greater understanding and communication of the plan throughout the organization.Originality/valueKurland was focused on longer‐range issues for the company, but most of the other members of Countrywide’s senior management were more focused on short‐term competitive success in their own divisions. It led to significant changes and benefits at Countrywide, including a strategic shift in corporate direction.
The ethics of business strategy
Authors: Hansen Fred , Smith Michele 
Published: January 2007

PurposeThis chapter examines the linkage between strategy and ethics in business.Design/methodology/approachWe examine the implicit assumptions underlying the “business‐as‐war” versus the “business as value creation” models of business strategy. Drawing on the work of sociologists, we lay out the consequences those implicit assumptions have on the conduct of business.FindingsWe find that the “business‐as‐war” mindset sees corporations as sovereign states engaged in battle against other sovereign states, while the “value creation” mindset sees corporations as institutions engaged in an ongoing journey toward realizing potential, both in terms of capability and service. We further show how these two mindsets evoke different moral systems – a “guardian syndrome” for the “business‐as‐war” mindset and a “commercial syndrome” for the “value creation” mindset. Since both mindsets represent legitimate, though divergent moralities, we conclude that the recent crises in American business do not reflect the lack of morality or ethics. Rather, they reflect an application of an inappropriate morality/ethic dictated by the wrong model of business strategy.Originality/valueThis chapter serves executives by advocating a strategic mindset that that is more conducive to ethical business activity, and at the same time, is better suited to meeting the profit imperative and pressure from Wall Street. This chapter serves policy makers by showing that ethical reforms are unlikely to be effective if they simply add stiffer penalties without “changing the game” that executives are playing.
Breakthrough performance: a way out of predicaments
Authors: De Feo Joseph A. 
Published: January 2007

PurposeIdentify breakthroughs that must occur and a step‐by‐step process that will enable organizations to achieve improved and sustained results.Design/methodology/approachA systematic process that reveals why organizations fail to achieve improvements, breakthroughs that must occur first before improvements are attempted, and a road map that leads to sustained results.FindingsGlobal predicaments are wider in scope and more difficult to overcome. In dealing with unpredictable change, six reasons were found that prevent sustained improvements. The article shows why and how management must be proactive in meeting competition by creating a competitive level of quality and efficiency that will determine whether their organizations are leaders, followers or failures.Originality/valueThe systematic process detailed in this document will address the six specific breakthroughs that must occur first before any formal improvement steps can be taken to assure sustained results. A comprehensive five‐step road map process will then show in detailed sequence how to identify and achieve positive and cultural changes that will sustain major organization‐wide benefits.
Leadership decisions: issues to consider in the global environment
Authors: Rausch Erwin 
Published: January 2007

PurposeThis article is intended to explain a conceptual model that can help to make higher quality decisions in management and in other situations where domestic or international stakeholders should be considered. It is solidly based on the management, leadership and motivation literature and adapts to any situation and culture.Design/methodology/approachTo achieve the objective of the article, background for the need of such a model is provided and then, after the model is briefly presented, its use and benefits are demonstrated with an analysis of a hypothetical scenario.FindingsThe clearest theme that emerged in almost all of the topic areas (of the debate on leadership issues) was some disenchantment with leadership theory and education. The almost universal view seems to be that, while there are many useful aspects to leadership research in identifying characteristics of effective leadership, it has produced little that is of actionable use in helping practicing managers become more effective leaders, or educators provide students with specific guidance.Originality/valueThe model helps to ensure that all relevant issues are given thought prior to, and during implementation of a decision. Managers, those with subordinates and those in one‐person functions, as well as individuals who may be in leadership roles on teams or projects, can all gain from developing the habit to ask the questions in the model. The same is true of family members when they have to make important decisions.
A major mistake that managers make
Authors: Ackoff Russell L. 
Published: January 2007

PurposeOne does not learn from doing something right; one already knows how to do it. By doing something right one gets confirmation of what one already knows but no new knowledge. The fact that schools are more interested in teaching than in learning is apparent from their failure to determine if students learn from their mistakes. This is a critical problem in business schools and in practice in the business world.Design/methodology/approachErrors of omission, lost opportunities, are generally more critical than errors of commission. Organizations fail or decline more frequently because of what they did not do than because of what they did.Originality/valueMany companies remain paralyzed and do not reach their potential. In such companies, no one in senior management is willing to do something that might turn out to be wrong. Every one of them wants someone else to assume responsibility for whatever they try. As a result, significant changes are seldom made.
Management by values (MBV): a new philosophy for a new economic order
Authors: Dolan Simon L. , Richley Bonnie A. 
Published: January 2007

PurposeThis paper is aimed at presenting a conceptual model of managing by values (MBV) as an important philosophical and practical framework for leaders and managers of organizations use in today’s work environment. We briefly discuss the evolution of management from that of management by instruction (MBI) to management by objectives (MBO) and finally management by values (MBV). We outline the trends and examples of two influential organizations focusing on values and finally provide a MBV as critical and needed method that has been used in Spain and extensively in Cuba.Design/methodology/approachAlthough this is a conceptual article, we have included some practical examples where MBV has been used and also some research that has been conducted using this model on MBA students across business schools across the globe.FindingsWe present the three major dimensions of MBV (economical‐pragmatic, ethical, and emotional‐developmental). These dimensions were derived from research and practice using MBV in organizations and business schools.Originality/valueIn this article, we present a new management philosophy and practice that is pertinent to organizational leaders and managers in the twenty‐first century. We believe that MBA is not only an important method but also one that is very needed for organizations today. We believe this system of values is core to organizational success and development as it is critical to both practitioners and researchers.