The Marketing Leadership Audit

Fulbright Economics Teaching Program 2004-2005 Marketing Places The Marketing Leadership Audit Readings 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 team members. 5. Summarize your team’s conclusions and prepare your transparencies. 1 Fulbright Economics Teaching Program 2004-2005 Marketing Places The Marketing Leadership Audit Readings • 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. 2 Fulbright Economics Teaching Program 2004-2005 Marketing Places The Marketing Leadership Audit Readings 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: To a very great extent To a great extent To some extent To a little extent To no extent 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 3 To a very great extent To a great extent To some extent To a little extent To no extent 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 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: To a very great extent To a great extent To some extent To a little extent To no extent 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 1 2 3 4 5 ... - tailieumienphi.vn