Thursday, June 21, 2018

Shared Articles from BussinessEssay.net on Marketing Communication Mix

MARKETING COMMUNICATION MIX: APPLE VERSUS SAMSUNG

Introduction
Marketing communication mix is important in competitive business landscape, as the ability of any enterprise to communicate effectively and persuasively to the end users will ultimately affect the profitability and popularity of the products or services sold by that enterprise (Lazer, 1971). In this report, a comparative analysis on the marketing communication mix of Apple’s i-Phone to Samsung’s Galaxy S will be discussed.
The report is arranged as follow. Firstly, a literature review on the subject of marketing communication mix will be presented. Then, market overview on the mobile phone industry structure is performed. Later, the research methods used in this report is articulated and explained. Next, the analysis on the marketing communication mixes for Apple’s i-Phones and Samsung Galaxy S will be presented. Upon the analysis, a brief discussion on the differences between the two marketing communication mixes will be presented. The report concluded that both the marketing communication mixes of the two companies are outstanding and worth learning or copying by other businesses in today competitive business environment.

Literature Review

Marketing communication is the ways in which a company informs, persuades and reminds customers on the products and services sold by the company. It is an increasingly important elements of marketing as in the information overload society, the human attentions are become the scare resources (Olof, 2006). People may simply ignore any messages communicated by a corporation, no matter how much had been spent on delivering the messages to the public, when the messages are not compelling or attractive from the consumers’ perspectives. Thus, the design of marketing communication is crucial to reach the customers effectively and better than the competitors.
As discussed by Kotler and Keller (2006), there are six elements in marketing communication mixes. The six marketing communication mixes include: (a) advertising, (b) sales promotion, (c) events and experiences, (d) public relations and publicity, (e) direct marketing, and (f) personal selling.
Advertising. Traditionally, advertisement is the main way businesses entities communicate to the consumers. Generally speaking, advertising is the act of non-personal presentation and promotions of the products or services from a sponsor (i.e., the company promoting the goods or services). One reason advertisements are often used because such method is pervasive – it can be repeatedly used to send repeated messages to consumers. Particularly for large companies, the large scale advertisement often communicates about the reputation, size, success and power of the advertiser (Kotler and Keller, 2006). Besides, such methods can be designed to deliver amplified experiences or expressiveness to the receivers.
Sales promotion. Sales promotion can be a frequently used technique to encourage the consumers to try out a particular products or services promoted by a company. Usually, sales promotion is short terms, whereby incentives for purchasing a product or services such as discount vouchers, free gifts, or free tickets to other events may be offered to the customers (Kotler & Armstrong, 2004). Such method is powerful as consumers may perceive real value delivered or offered to them, and thus induced to try out the products being promoted.
Events and experiences. Under this marketing communication technique, company can sponsor activities and programs to interact more directly and personally with the consumers, in order to create stronger bonds or positive interaction with the end consumers. Events can be powerful as it engages the consumers, and deliver real experiences to the target prospect.
Public relations and publicity. Public relations are increasingly important to communicate or persuade the consumers to enhance the company images or images any products sold by the company (Kotler & Armstrong, 2004). Public relations, particularly being publicize in newspaper or third party sources, the messages delivered is more credible. It is also useful to reach prospects that consciously trying to avoid sales person or materials. Thus, through the recommendations of a third party, for example, being publicized in a leading magazine or newspaper, will surely enhance the reputation of a particular business or product.
Direct marketing. Direct marketing has been used widely by businesses for a long period ago. Under this method, mail letter, telephone, fax, email, or other sort of digital marketing mechanisms are used to communicate directly with the consumers or prospects. Direct marketing can be a powerful way to reach mass customers, especially using digital marketing techniques. Effective direct digital marketing can be a low cost option to tap into consumers – and yet delivering updated, customized and interactive communication to large group of prospect (Mehta et. al., 2002).
Personal selling. Perhaps the most effective but expensive methods of marketing communication mix is through personal selling, whereby face to face interaction with the consumers are designed to persuade, inform, handling objections, and securing orders from the consumers (Kotler & Armstrong, 2004). Such method is powerful because real time feedback or emotions from the prospect can be observed, and tackle immediately. However, such method can be expensive to reach the mass public in large scale.
In this report, the six elements of marketing communication mixes presented above will be used as the key framework for comparative analysis of two companies in the mobile phone sector, namely Apple’s i-Phones versus Samsung’s Galaxy S.

Market Overview

The market environment of mobile phone is a competitive, fast changing and dynamic one. The technologies driving the innovation have been changing fast in the past decades, while the consumers’ tastes can change fast. There are a few big giants competing in the mobile phone industry, where among the big players include Apple, Samsung, Sony-Ericsson, Nokia, Research in Motion and Motorola (Bulik, 2008). The industry structure is oligopoly, but fragmented in nature (Businessline, 2011). However, the competitions between the industry players are intense, particularly during recessionary periods. For example, in a few years ago, the mobile phone market is leaded by Nokia, as the company is perceived by consumers to deliver the most reliable, dependable and highest quality mobile phone. However, as the industry consolidated Sony-Ericsson come into picture to challenge the profitability of the market leader. Then, in just a few years, Research in Motion take the market by surprises through its sophisticated and well-position smart phones – BlackBerry. Having a blackberry suggests business savvy and effective execution skills, but that is no longer the perception of the market when Apple launched new i-Phones to the market. However, while Apple is celebrating is huge and gigantic success; Samsung is tackling and challenging popularity of i-Phones through Galaxy S II (Money Marketing, 2010). Overall, it can be seen that the industry is dynamic, and the product life cycles is very short, where any emergence of new technologies may threaten the profitability of even the market leader in the industry.

Research Methods

In order to conduct this research, both secondary and primary research methods are used, whenever relevant to product an insightful comparison of the marketing mixes of Apple’s i-Phones and Samsung’s Galaxy S. Secondary research will be performed through collecting relevant information from journals, magazines and books, from library or the internet. Primary research method however, is about using personal observation in analyzing and investigating the marketing communication mixes of both Apple and Samsung in daily life. That includes observations on advertisement of these companies on television, internet websites, cinema, shopping, as well as daily encounter with the messages related to these products.
The objectives of this research can be summarized in two points. Firstly, it is about investigating the marketing communication strategies and tactics used by companies dealing with mobile phones in fighting the competitive battle. Secondly, it is about identifying the campaigns and media used to deliver the marketing communication messages to the target market; as well as to understand how effective are these communication methods being employed. In order to conduct the research, the framework of marketing communication mix, as presented by Kotler and Keller (2006) in Literature Review section above will be utilized. Thus, the marketing efforts of Apple and Samsung in communicating to the mass public or target market will be analyzed through six dimensions as follow: (a) advertising, (b) sales promotion, (c) events and experiences, (d) public relations and publicity, (e) direct marketing, and (f) personal selling.

Analysis

In this section, the research findings and analysis on Apple and Samsung communication strategies in relation to the respective mobile phones products will be articulated. Comparisons will be performed by investigating the marketing communication efforts in each of the marketing communication dimensions outlined by Kotler and Keller (2006).

Advertising

Apple is a powerful company is launching online advertisement campaigns to reach the consumers. As shown in Figure 1 below, the websites of i-Phones is shown to be cutting edge, clean, clear and pleasant. The advertisement of Apple on the phone is consistent – always with white background – strikingly appealing to the consumers. Besides, Apple is never hesitating to highlight the advantages of the products to the target audience. The cutting edge advantages highlighted in the website include: face-to-face video calling, retina display, multi-tasking and HD video recording (Figure 2). There are simply no unnecessary messages or words or graphics in the advertisement, making it a clear message to the consumers on the benefits and features of the phone. This is one of the reasons cited by The Pak Banker (2010) that Apple able to surpass BlackBerry in mobile market in the global market.

Similarly, Samsung is giving significant emphasis on advertisement of Galaxy S as well. Figure 3 shows the website promoting the mobile phone – a dark blue interface as contrast to the pure white atmosphere delivered by Apple websites. As suggested by Businessline (2011) the mobile phone is promoted as something vivid, fast and slim. Indeed, in Computer Weekly News (2011), Galaxy S is promoted as the thinnest mobile phones, and the key advantages offered by the phone are explained clearly.

Sales Promotion

Apparently, both Apple and Samsung are not focusing a great deal on sales promotion. Perhaps that is because excessive promotion, particularly in terms of pricing discount may affect the brand name adversely in the long run. However, it can be observed that partnerships with other telcos are performed. Product bundling – subscribing to the services of certain telcos within a specified time period may get an i-Phone for great pricing discount is done. That is true for Samsung’s Galaxy S as well. Certain free gifts are available to persuade the consumers to try out the products.

Public Relations and Publicity

Apple is an outstanding company in utilizing publicity for free and yet powerful way to interact with consumers. As discussed and observed by Kazak (2010), it is found that the continuous news coverage about Apple products, particularly about i-Phones in the year 2010, has been able to produce a halo effects – that people feel that not having an i-Phone can be miserable. When more and more people have an i-Phones, people are pressed to having one as well, as people instinctively exhibit herding behaviors.
Partnership with other highly reputable company is also one way to enhance the brand name and to communicate the cutting edge technologies of Galaxy S. For example, Sunday Business Post (2011) has news related on Google using and recognizing the competitive edge and technological advantages offered by Galaxy S. Besides, in the popular magazine of computer hardware and software, PC world promoted Samsung’s Galaxy S as solid and speedy (Mies, 2011). Apart from that, especially in the year of 2011, the news about Galaxy S can be easily found from various newspaper or magazines, such as in Wall Street Journal (Boehret, 2011); The Economic Times (2011); and Businessline (2011). Apart from that, it can be seen that Samsung is utilizing social media such as Facebook to market its products. In the website of Galaxy S, visitors can choose to ‘Like’ the phone via Facbook, and at the time of this writing, more than 10 million of people ‘Like’ it around the world.

Events and Experiences

In Apple Stores, it can be seen that many people are playing with the touch screen of Apple. There are many funny games designed by Apple; and these games are played by the crowd and prospects customers. This is essentially one way in which Apple get in touch with the customers – and Apple will be considered as successful when the customers enjoy the games designed and find that the touch screen is fun and entertaining.
However, in contrast, Samsung is not really delivering such experiences to the customers. Apparently, Samsung is lagging behind is delivering fun experiences to the consumers. Customers have little ways to experiences the ‘fun’ or ‘something new’ experiences from Galaxy S.

Direct Marketing

Apple has an excellent Customer Relationship Management program. As a customer of i-Pod, I received emails about i-Phones whenever new launches or new models are available. This is essentially the direct email marketing techniques used by Apple, to get in touch with the previous customers. That is the case with Samsung as well – as long as someone is already sign up and had the email address recorded in Samsung databases.

Personal Selling

Although Apple does not employed sales person to visit prospects, the company does have friendly and highly professional sales person working in Apple Stores. As asserted by Coget (2011), the success of i-Phones (and other Apple’s products) is due to enthusiastic and insightful sales representatives in Apple Stores around the world. The employees are identified with Apple logo, and the Apple stores and environment is decorated with a sense of Apple’s culture. Such “Apple Stores effects” are argued to build strong customer loyalty worldwide for i-Phones.
For the case of Samsung’s Galaxy, there is no such thing as Samsung Stores Effect as there are no specifically designed Samsung Stores by the company. Thus, Samsung has to rely on the resellers for providing better services or to persuade the customers in trying out their products.

Discussion

The competition between Apple’s i-Phones and Samsung’s Galaxy S is expected to be intense. As of the date of this writing, i-Phones is still leading in most region of the world; but that market leader position in terms of growth is being challenged by Samsung’s Galaxy S. As reported by Business Wire (2011), in May of 2011, Apple’s i-Phones are overtaken by Samsung’s Galaxy S in Japan. Nonetheless, it can be seen that the competitive battle can be intense. Both companies have different ways to reach customers. In this report, it is found that Apple apparently has better formulated and delivered marketing communication mixes to reach the mass public. The key differences, and perhaps the key advantages offered by Apple is that – Apple Stores allows customers to experience the ‘fun’ of its products for the consumers.

Conclusion

As concluding remarks, it is observed that both companies have pretty similar marketing communication mixes. Advertisements are used, and websites are designed in an attractive manner to endure the customers. Direct marketing, particularly through the use of digital media, such as emails are performed by both companies. Publicity for both of the companies is abundance in various magazines. It is observed that Apple focus more on ‘fun’ and ‘innovation’ value proposition; while Galaxy S focus more on ‘advancement of technologies’, ‘solid’ and ‘speedy’. The marketing communication mixes of both companies are consistent, congruent and properly delivered to reach the marketplace with real impacts. It is definitely crucial for managers or marketers to learn from these outstanding companies.

References

Bajaj, K. (2011, 9 June). Samsung Galaxy Pop: A stand-out among weak lineup of smart phones [Hardware]. The Economic Times (Online), 36.
Boehret, K. (2011, June 15). A Slender Tablet With Widescreen Ambitions; New Samsung Galaxy Tab 10.1 Is Thinner and Lighter Than the iPad 2 but Lags Behind When It Comes to Battery Life. Wall Street Journal (Online), 19.
Bulik, B. (2008, October). APPLE. Advertising Age, 79(39), 29.
Business Wire. (2011, 24 May). Strategy Analytics: Samsung Galaxy S Overtakes the Apple iPhone in Japan. Business Wire, 18.
Businessline. (2011, June). The big banG! Businessline, 39.
Businessline. (2011, June). The world in your hands Samsung GALAXY S II. Businessline, 6.
Coget, J. (2011). The Apple Store Effect: Does Organizational Identification Trickle Down to Customers? The Academy of Management Perspectives, 25(1), 94.
Computer Weekly News. (2011, June). Wireless Communication Companies; Samsung Galaxy TabTM 10.1, World’s Thinnest Mobile Tablet, Makes Official Landing in U.S. Computer Weekly News,765.
Health & Beauty Close-Up. (2010, April) Communication Intelligence: Apple Marketing Efforts for iPad Emphasizes Company’s Advantage in Mobile Devices. Health & Beauty Close-Up, 31.
Kazak, S. (2010, 2 July). Amazing Apple marketing. McClatchy – Tribune Business News, 14.
Kotler, P. and Armstrong, G. (2004) Principles of Marketing, 10th edition. Upper Saddle River, NJ: Pearson Education.
Kotler, P. and Keller, K.L. (2006) Marketing Management, 12th edition. Upper Saddle River, NJ: Pearson Education.
Lazer, W. (1971). ‘Marketing Management: A Systems Perspective’. New York:  John Wiley & Sons.
Mehta, S., Maniam, B., & Leipnik, M. (2002). A Web-Based Integrated Marketing Communication Approach: An Exploratory Study. Allied Academies International Conference. Academy of Marketing Studies. Proceedings, 7 (2), 48.
Mies, G. (2011, June). Samsung Galaxy S 4G: Solid, Speedy. PC World, 29(6), 45.
Money Marketing . (2010). THE EXPERT: Goods vibrations. Money Marketing, 62.
Olof, H. (2006). Integrated marketing communication: from tactics to strategy. Corporate Communications, 11(1), 23-33.
Sunday Business Post.  (2011, June 19). Rise of the Androids. Sunday Business Post, 27.
The Economic Times. (2011, 14 June). Tech Queries: iPhone 4 vs Samsung Galaxy S II [Hardware]. The Economic Times (Online), 52.
The Pak Banker. (2010, March 8). India: iPhone set to surpass BlackBerry in mobile market. The Pak Banker, 13.
Wireless News. (2010, April). Communication Intelligence: Apple Marketing Efforts for iPad Support Company’s Advantage in Mobile Devices. Wireless News, 23.

ABOUT THE AUTHOR

Business Case Study Shared from BusineSssessay.net

GLOBAL BUSINESS STRATEGY: A CASE STUDY ON DISNEY CORPORATION

Introduction

This is a report on Disney Corporation and its global business strategy in the international market. The global business strategy of Disney will be investigated, and studied, in order to ferret out valuable lessons to be learned from the successes and failures of Disney expansions to the global market. Firstly, it will be discussed on the rationales of Disney expanding to international market. Then, the methods or strategies used by Disney in expanding to the foreign countries will be articulated. It can be seen that Disney is becoming more aggressive and comfortable to participate in the foreign expansion, in terms of ownership of the business venture to a foreign market. Then, based on the historical development of Disney Corporations in the global market, the rights and wrongs; or the successes and failures of Disney Corporation in the international market will be discussed. After discussing and studying the historical successes and failures of Disney Corporation in the global market, various lessons on managing business across the globe will be discussed. These lessons are worth being paid serious attentions by business managers wishing to expand their businesses to the global market in the future.

Reasons Disney Expand to Global Market

There are many reasons that Disney Corporation wish to expand to the global market. Consistent with the theory, to expand to international market is beneficial because it will enhance market share for Disney, enhance brand reputation for Disney, increase revenue, and generate growth for the business (Griffin et. al., 2007), tap into bigger market (in the international context), and to diversify the businesses geographically (Lasserre, 2003). All these are rationales leading Disney to expand to the international context. Besides, it is also reasonable to believe that Disney indeed wishes to expand to the international market to duplicate its success in the foreign countries. The existing market (i.e., in United States) may already saturated and offer limited growth opportunities for Disney (Britt, 1990). Thus, Disney may as well decide to expand to other countries to bring the business to greater heights.

Methods Employed to Conduct Global Business

There are many methods can be used to expand to global market; among these methods include licensing, franchising, contractual strategies, strategic partnership and direct or indirect exporting. There are different methods employed by Disney to expand to the international market. Firstly, Disney expanded to Japan through licensing – the very fact that the management of Disney will only provide consultancy and advisory roles – overseeing the Disney park construction and to receive royalty income from its partner in Japan (namely, Oriental Land Company). However, such method is regretted as Disney in Japan is proven a great success later. Then, in expanding to France, Disney decided to participate more fully in park’s ownership and profits – through a joint venture with other investors on the company’s stocks listed in European Stock Exchange. Under the joint venture, Disney owned only 49% of the venture to France. Besides, a partnership and collaboration with the French government is also performed, whereby Disney received several assistance and incentives provided by the French government in opening the Disney park in France. Similarly, equity partnership with the local government of Hong Kong is made in the venture into Disneyland Hong Kong. In this venture, Disney corporations hold an equity stake of only 43%. Overall, it can be seen that Disney is more comfortable to participate on deeply to global expansion and venture. At first, the company use licensing methods to expand to Japan, but the company later rely more on equity partnership and some sort of strategic alliances with the local governments to enter to different countries.

Right and Wrong Moves of Disney

A review of the historical development of Disney found that the company has both business success and failures in global market. At the early days, the company was correct to expand to the global market, as international expansion is rational, considering that Disney has a strong brand name and popular cartoon programs around the world. The company is famous, and thus, by leveraging on the business reputation, international expansions can be made easy. This is proven through the correct business judgment of expansion to Japan. However, the other business expansion, such as to Hong Kong and particularly to France, cannot be considered as a success. Nevertheless, in the following section, the mistakes of Disney will firstly be outlined.
Not taking sufficient portion of ownership in profitable business venture. On hindsight, it is found that Disney is not making correct decision in using licensing as the choice of expansion to Japan. This is because the Japan expansion is a proven success, and Disney can only profit from the royalty income from the business venture in Japan. However, it is also understood that this is because the company is making first time business venture to the international market. The management has little experiences, and perhaps confident to foreign business venture, and thus, choose licensing as the entry mode to Japan, as that methods is one of the lowest risk of all international expansion techniques.
Not conducting market research diligently. However, across the international expansion, it is found that Disney is not able to conduct the research properly before venturing into any foreign market, as the expectations and estimates on business ventures to other foreign nations, such as in France and China were wrong and inaccurate. Apparently, the company had not conduct market research properly – and often, not comprehends the local culture, consumer behaviors and consumption preferences. Thus, many times, the value proposition to the local consumers are not formulated in the best possible manner, to fulfill the needs and wants of the local consumers.
Not selecting a strategic partner in foreign business venture. It is found that Disney has been repeatedly making wrong business judgment call in the foreign countries. This is probably due to the reason that the management has little experiences in the local context. As such, it is crucial and viable if the management to form strategic alliances with other party from the local countries, top tap into in-depth knowledge on the business landscape, societal values and preferences, cultural aspects and other necessary information in the foreign environment (Mellahi et. al., 2005). Not incorporating the wisdom from a local strategic partner may be causing Disney a great deal of losses, and indeed was making the business expansion venture a risky one (due to unnecessary speculation or wrong assumptions by the management that comes primarily from United States).
It is also found that Disney is making correct judgment in certain times as well. For example, the company is fast to realize the different needs and expectations from the different customers around different regions of the world. For example, after realizing that people in China are not familiar with the western cartoon characters promoted by Disney, the company is fast to change the traditional Disney character, to replace with higher degree of Chinese elements and characters. Apart from that, the company is also correct in partnering with local animation companies in Japan. The end result of such partnership is development of programs well favored by the Japanese consumers.
Besides, the company is also formulating and executing the strategic direction of the firm rationally. Consistent with the business theory, the company should be able to enhance the growth rate and prospects of the company by expanding to fast growing countries, such as to China and India. It is reasonable to expect that as these emerging countries growth, the people from these countries will enjoy higher purchasing power (Morrison, 2006), and thus, demand more of Disney products. All these will definitely contribute positively to Disney profitability and expansion around the globe.

Lessons Learned from Disney

Many lessons can be learned from the Disney story. Firstly, it can be seen that even successful companies with long term profitable track records in United States, may face many hinders and barriers in profitable expansion to other foreign countries. Internal business management is never easy, as it is much more complicated and challenging. The management must be equipped with several experiences, expertise and with proper expectations and understandings on what is necessary for successful business venture to foreign market. Of particularly important are the different cultural aspects in the different nations around the world. For example, people from the east and the west have different culture, and they may response differently to a particular set of value offering. Thus, in many instances, the successes of any business in a country may not be duplicated to other part of the world. Adjustment and adaptation of the local context is often necessary, as the best practices in the domestic country may no longer stay effective in another country (Stonehouse et. al., 2004). Not only is that, it is also found that consumer behaviors, expectations and consumption habits may different greatly across borders (Roedl, 2006). Thus, in-depth and insightful market research is necessary, before expansion to any part of the world. Unless the management understand the market deeply, to make other assumptions or to speculate on estimates of the business ventures to a foreign countries can bring a lot of risks to the company. It is found that in the case of Disney, for example, a lot of risks and the key contributors of business failures come from inaccurate understandings on the business landscape of the international market. Not only is that, it is also learned that the entry mode will have huge impacts to the business prospects and profitability of any company. The different entry mode have different advantages or disadvantages, and management has to be clear on their choices, as these entry mode will have long term significant impacts to the financial position and competitiveness of the company in the future. Over the years, it can also be found that the company is getting the mantra and best philosophies of managing and expanding business globally. The company increasingly buys into the idea of ‘thinking global, acting local’ in the business expansion context (Gannon, 2002).

Conclusion

Overall, it can be seen that expanding to the global or international context is never something easy. To duplicate the success stories or business models (from the domestic country) to the other foreign countries or markets is often not feasible, as the business landscape and market situation in the foreign market may no longer be similar. Very often, the cultural differences and the local societal factors such as consumers’ preferences, expectations, purchasing behaviors, consumptions habits or attitudes may differ to that of the domestic country (Goss, 2003; Lam, 2010). Thus, the successful business model, or even the existing value propositions may not be portable or transferred directly or completely to the new market or country. This is the key issues in managing an international business, and experiences or expertise on the cultural uniqueness or societal differences in the different regions of the world should be studied and understood. Only when that is done, the value delivered to the people in other nations can be adjusted to suit the local context; to enhance the probability of success and profitable business venture to a foreign market, while at the similar time reducing the risk of business failures.

References

Britt, B.  (1990, May). Disney’s Global Goals. Marketing,22.
Gannon, M. J. (2002).  Handbook of Cross-Cultural Management.  Oxford, U.K.: Blackwell Publishers Ltd
Goss, B. M. (2003). Understanding Disney / Global Hollywood. The Journal of Communication Inquiry, 27(2), 215-222.
Griffin, R.W., & Pustay, M.W. (2007). International business: A managerial perspective (5th ed.). New Jersey: Pearson Education.
Lam, S. (2010). ‘Global corporate cultural capital’ as a drag on globalization: Disneyland’s promotion of the Halloween Festival. Media, Culture & Society, 32(4), 631.
Lasserre, P. (2003). Global strategic management, New York: Palgrave Macmillan.
Mellahi, K., Frynas, J.G., & Finlay, P. (2005). Global strategic management, Oxford: Oxford University Press.
Morrison, J. (2006). The international business environment: Global and local marketplaces in a changing world (2nd ed.). Basingstoke: Palgrave Macmillan.
Roedl, S.  (2006). MICKEY AND MIMI: THE GLOBAL FLOW OF CULTURAL PRODUCTS. The Journal of Language for International Business, 17(1), 1-14.
Stonehouse, G., Campbell, D., Hamill, J., & Purdie, T. (2004). Global and transnational business: Strategy and management (2nd ed.). Chichester: John Wiley & Sons.

Bibliography

Browaeys, M-J. and Price, R. (2008) . Understanding Cross-cultural Management (1stEd.).Pearson.
Daniels, J.D., Radebaugh, L.H., & Sullivan, D. (2008). International business: Environments and operations (12th ed.). Upper Saddle River: Pearson Prentice Hall.
Harris, P. R. & Moran, R. T.(2000). Managing Cultural Differences (5th ed.). Houston: Gulf Publishing
Schneider, S. C. and Barsoux, J-L. (1997). Managing Across Cultures (2nd Ed).  Harlow: Pearson.
Segal-Horn, S. & Faulkner, D. (1999). The dynamics of international strategy. London: International Thomson Business Press.
(Visited 5,637 times, 1 visits today)

ABOUT THE AUTHOR

Saturday, February 13, 2016

Knoster: Managing Complex Change Leadership

Leadership is a process of influence leading to the achievement of desired purposes. Successful leaders develop a vision for their schools based on their personal and professional values. 
They articulate this vision at every opportunity and influence their staff and other stakeholders to share the vision. The philosophy, structures and activities of the school are geared towards the achievement of this shared vision.’ Bush and Glover 2002 ‘Leaders are people who shape the goals, motivation and actions of other.’ Cuban 1988 ‘While managing well often exhibits leadership skills, the overall function is toward maintenance rather than change.’ Cuban 1988 Vision 
• ‘A shape of the future that an individual or group desires, a set of ambitions.’ Rhinesmith
• ‘An expression of a desirable direction and future challenging state for the school.’ 
• ‘Vision constitutes partly the sensing by an individual of what the organisation should look like, how it should work, how it should be taken into the future – based on a web of beliefs, supported and mediated by each individual’s values and beliefs.’ Sowell 
• ‘Vision is useless if it is merely straplines and catchphrases which have no foundation.’ Hamel 
• ‘Vision must generate action, must involve change.’ 
• ‘An effective vision provides a perspective, an ambition of how the people in the organisation will operate, in philosophical terms, in terms of decision making, in terms of serving others, in adding value to society.’ 
• Building a shared vision is a critical factor in managing change. 
• The vision process, creating the vision, can be more important that the vision itself allowing stakeholders to join in, feel strong ownership in order to buy into it and promote it as their own. 
• Vision creates the big picture – needed by everyone if they are to have a sense of where change is leading them. 
• Without the big picture the staff do not have a sense of direction. Absence – confusion – created by a lack of vision and therefore lack of direction. Consensus 
• Co-operation – agreement on ideas, valued, purposes, shared understanding. 
• Collaboration – working together in an atmosphere of support and encouragement. 
• Collegiality – development of a learning community gaining skills and expertise together. Absence – sabotage – where the unwilling or unconvinced can actively work against the willing; – negativity of counter arguments drags everyone down and prevents action. Skills • Identify of whatever knowledge or expertise is required to move forward. 
• The capabilities to implement new plans. 
• The means to act in new ways, explore different ways of working, negotiating, collaborating. • The abilities to try out different strategies, developing skills as teachers and within pupils. Absence – anxiety – in those who feel they do not have the necessary knowledge or expertise to cope with or to implement new situations; – have little faith in training to provide them with knowledge / skills. Incentives 
• Intrinsic or extrinsic. 
• What is in it for me, additional payments, self-esteem, sense of achievement. 
• Reasons to change, intellectual excitement, opportunities for collaboration in planning and delivery, to try new things. Absence – resistance – from those who see nothing in the changes for them, no moral meaning, no personal meaning, no benefit; – conviction that things are all right as they are, no need to change. Resources 
• Physical resources. 
• Any items which people feel are necessary to enable them to make the required changes. • Use of existing knowledge or expertise within the organisation or outside it. 
• Existing staff used as a resource including management team members, collegiality. 
• Emotional or social support / collegiality. 
• Development of knowledge, expertise, skills through effective training programmes. 
• Extra staffing. 
• New equipment. 
• Time given to development, planning, reflection. Absence – frustration – if resources are not supplied to adequately implement the changes – to ensure success. Action Plan 
• Steps worked out to direct actions towards future goals. 
• Process shared by participants, understanding what needs to be done and how. 
• Identified leadership, timescale, resources, monitoring processes. 
• Committed leadership. Absence – treadmill – doing what we have always done in the way we have always done it and therefore not succeeding in working in new ways, not achieving new goals. 

Culture 
• Our way of life. 
• The way in which we do things. 
• Cultural change required by new curriculum proposals: – focusing on the learner rather than on the syllabus; – using collaborative approaches in curriculum development and teacher planning; – building in different focuses.

Leading and Managing Complex Change

Leaders know that Organisations are a complex organism with a life of their own. To fully implement change, an understanding of the components of systemic reform requires experience, people skills, and extreme patience. Knoster (1991) suggested that when the components of vision, consensus, skills, incentives, resources and action plan are collectively inherent in the system, then change will likely take place. 

However, if any one of the components was missing, then the “Change Process” may be inhibited or may not take root. A unique feature about Knoster’s model for change is its surgical approach. In assessing the condition and climate of an organization, this model offers a potential remedy by identifying the symptom and then restoring the missing component (link). Quite often leaders may sense what is wrong, but do not understand how to resolve or determine the root of the problem. 

As an example, if the change agent senses or anticipates sabotage as a symptom from within the organization, then the ability to work through consensus through collaboration is paramount. If there is a high level of resistance, then the leader needs to identify the incentives and determine what will personally motivate an individual to change. 

The problems are so severe that multiple missing links have created a hostile environment that is difficult to sort through. Although the model below may appear to be simple, it is a powerful tool to connect the symptom with the components of change. Unless a leader is able to connect with the people of the organization through empathic listening, they will never understand the emotion behind the concerns of their clients. 
Developing this trust through relationship building may draw out the essential missing link. Then the change process may continue to develop and help the organization arrive at the desired results.
Leading and Managing Complex Change

Vision + Consensus + Skills + Incentives + Resources + Action Plan = Change
    ?    + Consensus + Skills + Incentives + Resources + Action Plan = Confusion
Vision +    ?              Skills + Incentives + Resources + Action Plan = Sabotage
Vision + Consensus +    ?    + Incentives + Resources + Action Plan = Anxiety
Vision + Consensus + Skills +    ?            + Resources + Action Plan = Resistance
Vision + Consensus + Skills + Incentives +    ?             + Action Plan = Frustration
Vision + Consensus + Skills + Incentives + Resources +        ?           = Treadmill

Adapted from Knoster, T. (1991) Presentation in TASH Conference. Washington, D.C.
Adapted by Knoster from Enterprise Group, Ltd.

Tuesday, February 9, 2016

Glassdoor Names HR Manager a Best Job for 2016

The position of HR manager might not have the same cachet of Hollywood film director, professional athlete or U.S. ambassador to Monaco, but it’s one of the best jobs in the country, according to a recent Glassdoor Inc. study.
Glassdoor ranked human resources manger as the sixth best job in America for 2016, according to the study released last week. The jobs were ranked based off earning potential, number of job openings and career opportunity ratings.
With 3,468 job openings, a median salary of $85,000 a year and a career opportunity rating of 3.7, HR manager scored a 4.6 on a 5-point scale on Glassdoor’s survey.
READER REACTION VIA LINKEDIN
Bryan Baldwin: As with any statistic, it all depends on how its being measured. Looks like this is based on salary and opportunity, not the nature of the job. HR managers have a very challenging job that requires a diverse skill set ranging from interpersonal to data science. Challenging? Yes. Best? Depends on the day. :)
A skilled HR professional is especially critical to an organization now because of how much more dynamic organizational cultures have become, said Matthew English III, vice president of human resources at energy company Exelon Corp.
“As more millennials and post-millennials enter the workforce and the Information Age fully takes hold, organizations’ cultures are shifting.” English said. “The pace of change today is greater than any time in my 24-year career in HR. Organizations need more skilled and more innovative HR professionals to attract, develop, engage and retain future leaders who can thrive in this environment.”
The role of HR managers has evolved, he added. They’re expected to have a deeper understanding of the business than ever before, and more than ever before they’re seen as people who shape organizational culture.
The top five jobs on the Glassdoor list were: data scientist, tax manager, solutions architect, engagement manager and mobile developer.

Key Competitive Business Strategies that relates to HR Policies

Good day,

For those who have passion to lead Human Capital as a Strategic Business Partner, below are some of the key competitive business strategies and its relations with Human Capital Policies for your reference. the summary is taken from Schuler and Jackson.


Strategy
HR Policies and employee behaviors
Cost Reduction
Structures that emphasize control and low investment in training
Usually with narrow job descriptions and career paths
Short-term, result oriented performance appraisals and close monitoring of market pay levels for use in making compensation decisions.

Quality enhancement
Fixed and explicit job descriptions
High levels of employee participation in decision making relevant to work, short-term and results-oriented appraisal
Extensive and continuous employee training and development

Innovation
Structures that encourage co-operation and creativity e.g. an emphasis on project-based team performance appraisal, which recognizes developmental and team-based activities.
Considerable investment in training and career development
Compensation that emphasis internal equity