Excellent Presentation Slides on MARKETING STRATEGY

A marketing strategy outlines the manner in which the marketing mix is used to attract and satisfy the target market(s) and accomplish an organization's objectives. These presentation slides comprehensively cover key types of marketing strategy: from market strategy, product strategy, promotion strategy, to pricing strategy.

You can download this excellent presentation at : Powerpoint Slides on Marketing and Strategy

Enterprises must improve the effectiveness of their interactions with customers. Each successive interaction with a customer should take place in the context of all previous interactions with that customer. A bank may ask one question in each month's electronic statement, and next month's question may depend on last month's answer. A conversation with a customer should pick up where the last one left off. Effective customer interactions provide better insight into a customer's needs.

Job Satisfaction
What work-related variables determine job satisfaction? An extensive review of the literature indicates that the more important factors conducive to job satisfaction are mentally challenging work, equitable rewards, supportive working conditions, and supportive colleagues.

MENTALLY CHALLENGING WORK Employees tend to prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks, freedom, and feedback on how well they are doing. These characteristics make work mentally challenging.

EQUITABLE REWARDS Employees want pay systems and promotion policies that they perceive as being just, unambiguous, and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result.

SUPPORTIVE WORKING CONDITIONS Employees are concerned with their work environment for both personal comfort and facilitating doing a good job. Studies demonstrate that employees prefer physical surroundings that are not dangerous or uncomfortable. Additionally, most employees prefer working relatively close to home, in clean and relatively modern facilities, and with adequate tools and equipment.

SUPPORTIVE COLLEAGUES People get more out of work than merely money or tangible achievements. For most employees, work also fills the need for social interaction. Not surprisingly, therefore, having friendly and supportive co-workers leads to increased job satisfaction. The behavior of one's boss also is a major determinant of satisfaction. Studies generally find that employee satisfaction is increased when the immediate supervisor is understanding and friendly, offers praise for good performance, listens to employees' opinions, and shows a personal interest in them.

Source of Reference:
Stephen Robbins, Organizational Behavior, Prentice Hall. You can obtain this fine book here

There are three types of training need analysis : organizational need analysis, job need analysis, and person need analysis. Organizational need analysis begins with an examination of the short and long-term objectives of the organization and the trends that are likely to affect these objectives.

Cost and time constraints pose obvious limitations on recruiting efforts. For example, an organization with very little money budgeted for recruiting will not even consider hiring a graphic artist to design attractive recruiting materials. Rather than spend money to advertise openings, an organization with few cash resources for recruiting will often use a system of employee referrals in which potential applicants are referred to the organization by present employees. Such organizations may also make use of public employment agencies, which refer applicants to an organization at no cost.

Don't let open positions stagnate while hiring managers churn through reams of resumes from unqualified candidates. The framework provided in this book shows you how to be proactive in assessing and meeting your talent needs. Put the time and resources behind this framework to make it happen in your organization. And be willing to open up positions and make churn happen within the organization to accommodate new candidates and grow existing talent. Keeping the place moving will add the extra adrenaline needed for all tal¬ent to see a future in front of them in the current organization.

Measure results. Collecting manager and employee comments from career management workshops and disseminating them to other managers and employees works quite well. So does documenting the success stories employees who decided to stay within the company or whose performance improved because they attended the workshops and initiated career discussions with their managers

Overcoming Resistance to Change
At the organization level, resistance to change can come from three sources. Technical resistance comes from the habit of following common procedures and the consideration of sunk costs invested in the status quo. Political resistance can arise when organizational changes threaten powerful stakeholders, such as top executive or staff personnel, or call into question the past decisions of leaders. Finally, culture resistance takes the form of systems and procedures that reinforce the status quo, promoting conformity to existing values, norms, and assumptions about how things should operate.

Minimize the impact of a destructive team member. If you inherit a problematic employee or hire someone who turns out to have negative effects on the team's morale, find out what is interfering with that person's ability to be a positive, productive worker.

- If the problem is solvable (for example, maybe the person would be happier transferring to another area), do what you can to resolve the situation.

- If the person must stay, make clear your expectations for improvement and, if necessary, what the consequences might be if no improvement is forthcoming.

There are five fundamental skill that need to be mastered by Human Resource Development (HRD) practitioners: (1) needs assessment, (2) program design, development, and evaluation (including individual evaluation), (3) marketing of HRD programs, (4) cost/benefit analysis, and (5) facilitation of learning.

The career development system, like the performance management system, should be owned by line management, not by human resources, if it is to be successful. Getting line management to help design this system from the outset will go a long way toward making this happen.