Notes

1-4

5: Segmentation (passion point, age group, etc.), Targeting, Positioning (How & Why?)

6: Product/Service Strategy (4-grid Market penetration etc.) either of the matrices Opportunity Matrx or

7: Pricing Strategy (cost, Demand, Competition base?)

8: Place (channel) strategy

9: Promotion strategy (What factors? Why?)

10: Calculate Return On Marketing Investment (ROMI = Incremental RevenueCost of Marketing Mix)

I. R: Total Revenue Growth – Natural Revenue Growth without marketing effort

MGMT

Google: Organic structure

Is it necessary to have multiple R&D’s?

* Usually, for product identity purpose, it is best to have only 1, unless there is need for diversity i.e. How many think-tank (brains) would you need?

Contemporary Designs

Team based (e.g. consulting firms) vs. Matrix (e.g. HKU)

Departmentation by Matrix: There are specialists working together hand in hand – Direct violation of the 1-boss bureaucratic system.

MGMT Control

Clan control

* Peer pressure, societal pressure; an eventual group phenomenon

* Brainwashing also is a clan control measure

* More than just a normal control

* Comparison with Michael Porter’s 5 competitive forces;

* Competition vs. co-existence

* Which one is more ideal?

How? – Source of control Data

* MBWA (management by walking around): 1. Manager has to see the working environment/people oneself; the reports could be biased. 2. Managers need to feel what the people feel; try to understand the people at the ‘front line’

When? – Timing of Control

* Input -> Feedforward control: anticipate problems, prevent it; most desirable

* Processes -> Concurrent Control: correct problems as they happen

* output -> Feedback control: correct problems after they occur

* Need to think what might have gone wrong, how it went wrong, what to do to correct it

Contemporary examples in control

* Ethics: personal values,

Compare porter’s model vs. google’s eco...