2. Market Driven or Market driving

3. The M arketing C ontinuum Market Driving Market Driven Sales Product Production

9. Conceptual Framework : Two forms of Market Orientation Two forms of ‘Market Orientation’: Driven and Driving. Adapted from: Jaworski, B., Kohli, A.K. and Sahay, A. (2000), ‘‘Market-driven versus market driving,’’ Journal of the Academy of Marketing Science, vol. 28 no. 1, pp. 45– 54.,

11. VALUES DRIVEN CHANGE OR CIRCUMSTANCES DRIVEN CHANGE

12. “ Get better ” vs “Get di ff erent ”

13. A JOURNEY THROUGH WHAT IS FUNDAMENTAL AND WHAT IS CHANGEABLE

14. “ NOTHING SPLENDID HAS EVER BEEN ACHIEVED EXCEPT THOSE WHO DARED BELIEVED THAT SOMETHING INSIDE THEM WAS SUPERIOR TO CIRCUMSTANCE” BRUCE BARTON

15. Today We Are In A Brawl With No Rules!

17. Confusion And more confusion ….

18. Forbes100 from 1917 to 1987 [70 years] * 39 members of the Class of 1917 were alive in 1987 * 20 of the firms were in list of 100 in 1987 * 18 F100 “survivors” underperformed the market by 20% * Just 2 (2%) GE & Kodak, outperformed the market 1917 to 1987. Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

19. 20 of 26 7 of top 10 *

20. * P&G : Declining domestic sales in 20 of 26 categories; 7 of them belonged to the top 10 categories: The “billion-dollar problem.” Source: Advertising Age 01.21.2002ecurities

21. “ They had the unpleasant job of announcing the second straight quarter of losses in their business empire that had never made a loss before.” Mr. Steel's Moment of Truth, Forbes India, June 5, 2009 2009 ….

22. GM files for bankruptcy …… Ford Motor seeks to gain amid Rival’s pain Economic Times, June 1, 2009

23. “ There will be more confusion in the business world in the next decade than in any decade in history. And the current pace of change will only accelerate.” Steve Case [America online]

24. Uncertainty : We don’t know when things will get back to normal. Ambiguity : We no longer know what “normal” means. .

25. Security in an insecure world (existence)?

26. “ The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.” Michelangelo Italian Renaissance painter

27. “ Beware of the tyranny of making Small Changes to S mall Things. Rather, make Big Changes to Big Things.” —Roger Enrico, former Chairman, PepsiCo

28. Forget > “Learn” “The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out .” Tom Peters

29. “ Our ideal acquisition is a small startup that has a great technology product on the drawing board that is going to come out in six to twelve months. We buy the engineers and the next generation product.…” John Chambers, Cisco

30. “ These days, you can’t succeed as a company if you’re consumer led – because in a world so full of so much constant change, consumers can’t anticipate the next big thing. Companies should be idea-led and consumer-informed.” Doug Atkin, partner, Merkley Newman Harty

34. “ Our strategies must be tied to leading edge customers on the attack. If we focus on the defensive customers, we will also become defensive.” John Roth, CEO, Nortel

35. Saviors-in-Waiting Disgruntled Customers Upstart Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision

36. The Dream Manager —Matthew Kelly “An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are striving to become better-versions-of-themselves.” “A company’s purpose is to become the-best-version-of-itself. The question is: What is an emplo y ee’s p ur p ose? Most would sa y , ‘to hel p the com p an y achieve its p ur p ose’—but the y would be wron g. That is certainl y part of the emplo y ee’s role, but an emplo y ee’s p rimar y p ur p ose is to become the-best-version-of-himself or –herself . … When a company forgets that it exists to serve customers, it quickly goes out of business. Our employees are our first customers, and our most important customers.”

37. Organizing Genius / Warren Bennis and Patricia Ward Biederman “Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best .” “The best thing a leader can do for a Great Group is to allow its members to discover their g reatness .”

38. “ free to do his or her absolute best” … “allow its members to discover their greatness.” Tom Peters, May 28, 2009

39. “ You have to treat your employees like customers.” —Herb Kelleher, complete answer, upon being asked his “secrets to success” Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad in USA Today thanking HK for all he had done; across the way in Dallas American Airlines’ pilots were picketing the Annual Meeting)

40. “ Get better ” vs “Get di ff erent ”

41. Nano Swach

42. Blue Ocean Strategy “ What we are looking for is – what we can do to satisfy the needs of the swelling middle class and their aspirations for consumption. That is what is called the bottom-of-the-pyramid approach. We are not into the marketing approach of low pricing. We are trying to create fields where none exists.” R.Gopalkrishnan Executive Director Tata Sons

43. SUCCESSFUL HABITS OF VISIONARY FIRMS COMPANIES HAVE THEIR CORE VALUES AND CORE PURPOSES FIXED WHILE THEIR BUSINESS STRATEGIES AND PRACTICES ENDLESSLY ADAPT TO CHANGING WORLD

44. VISIONARY FIRMS UNDERSTAND THE DIFFERENCE BETWEEN WHAT SHOULD NEVER CHANGE AND WHAT SHOULD BE OPEN FOR CHANGE WHAT IS VISION? Mission?

45. VISION AND MISSION VISION : WHAT YOU WOULD LIKE TO BE KNOWN FOR? MISSION : WHAT BUSINESS YOU WOULD LIKE TO BE IN?

46. Mission Statement components: Customer/Marketing Product or Service Geographic Domain Technology Concern For Survival Company Philosophy Self (Business) Concept Public Image

47. VISIONARY FIRMS Collins & Porras, 1996

50. List of Visionary & comparison companies …

54. Visionary Company Premier Institution Widely Admired Indelible imprint on the world 50+ year track record Multiple generations of CEOs Multiple product/service cycles

55. Vision Vision Core ideology Envisioned future

56. Core Ideology Core values Core Purpose Essential, enduring Tenets (beliefs) Reason for being

58. YOU DISCOVER CORE IDEOLOGY BY LOOKING INSIDE. IT HAS TO BE AUTHENTIC. YOU CAN’T FAKE IT

64. National interest The Tata group is committed to benefit the economic development of the countries in which it operates. No Tata company shall undertake any project or activity to the detriment of the wider interests of the communities in which it operates.

67. Norstan Inc. Integration of Core Values Employees Customers Stakeholders Owners 1. Be Ethical 2. Be Responsive 3. Be Profitable

68. CORE VALUES: EXAMPLES MERCK Corporate social responsibility Unequivocal excellence in all aspects of the company Science-based innovation Honesty and integrity Profit, but profit from work that benefits humanity

69. CORE VALUES: EXAMPLES PHILIP MORRIS The right to freedom of choice Winning – beating others in a good fight Encouraging individual initiative Opportunity based on merit; no one is entitled to anything Hard work and continuous self improvement

70. . CORE VALUES: EXAMPLES SONY Elevation of the Japanese culture and national status Being pioneer – not following others; doing the impossible Encouraging individual ability and creativity

74. Core Purpose is a company’s raison d’etre, not a goal or business strategy 3M : To Solve unsolved problems innovatively Hewlett-Packard : To make technical contributions for the advancement and welfare of humanity Mary Kay Cosmetics : to give unlimited opportunity to women Nike: to experience the emotion of competition, winning, and crushing the competition McKinsey : To help corporations and Govts. be more successful in 100 years Merck : To preserve and improve human life Wal-Mart : To give ordinary folk the chance to buy the same things as rich people Walt Disney : To make people happy

76. ENVISIONED FUTURE Big, Hairy, Audacious Goals : Aid Long Term Vision BHAGs can be quantitative or Qualitative Target, common enemy, role-model or internal transformation Become a $125 billion company by 2000 (Wal-Mart) Democratize the automobile (Ford Motors, 1900) Common-enemy Crush Adidas (Nike, 1960) Yamaha wo tsubusu! We will destroy Yamaha! (Honda, 1970)

77. ENVISIONED FUTURE Vivid Description Vibrant, engaging and specific description. In 10-20 yrs. What would we love to see? What will a writer say? Passion, emotion and conviction are essential parts of the vivid description

80. Thanx + ?