Date post: | 16-Jul-2015 |
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Disciplined Execution
Speed & CertaintyIncreased
Shareholder ValueWorking Together
Lasting Positive Change
Going Glocal
The Multi-Latins/Internationals:
Winning by Going Glocal
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Berlin wall comes down: 1989
European Union: 1993
NAFTA: 1994
WTO: 1995. Replaces GATT, and is created by Uruguay Round (1986-1994)
Pacific Alliance: 2011
Historical Context
Sea Change in Freedoms
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3
Winning Strategy definition: an integrated set of informed choices designed to achieve competitive advantage and superior financial returns (Porter)
Informed choices on countries, customers, competitors, distribution channels, logistics
Winning Execution: Disciplined execution for processes, KPIs, and people
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- The practice of conducting business according to
both local and global considerations.
- Adaptation of a product or service specifically to
each locality or culture in which it is sold.
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5
GLOCALIZATION
MARKETING CULTURE IDENTITY LANGUAGE POLITICS
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Convergence
Fusion
marketing,
culture,
ethnicity,
language, and
politics
Talent
choosing and
managing
glocal talent:
EQ IQ and CQ
Global
management,
processes,
KPIs, uniform
customer
experience and
quality
Local
management,
culture,
ethnicity,
language,
politics
© Alexander Proudfoot Company All rights reserved
© Alexander Proudfoot Company All rights reserved
Paris, France
Opened in 1992
Initial rough years
Efforts to improve attendance and spend per visitor included serving alcoholic beverages with meals inside the Euro Disneyland park (against the standard American policy)
Opened in Chile in 1990.
Expanded outside Santiago in 1995
Started operating as franchise in 1997
To attract the Chilean consumer, needed to revisit the menu and add avocado
”
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Ambition: The leadership team of every good company has a great ambition for the company – usually one that addresses an unmet customer need.
Customer: Every good company begins by meeting a customer need.
Focus: Good companies stay focused on what they know and can do well.
Execution: Satisfying a customer requires relentless attention to execution. Building a company’s capability to deliver makes the difference between turning a great idea into a business or failure.
Inspiration and Alignment: Smart companies engage all of their associates in building the business, from idea creation though delivery. Ideas don’t just come tops-down; they also come bottoms-up and from every other direction. Everyone in the company feels that they own a piece of the action and are accountable for how the company performs.
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6 TIPS
Test, Test, Test! and don’t feel confident about entering a new market overseas until your research looks watertight
Baby steps: if you have doubts, enter markets closer to home than overseas
Concentrate on key markets and smaller returns while building a sustainable base
Choose local trading partners carefully for specific skill-sets: market experience and cultural nuances
Adopt simplified supply chain approaches
Adopt simple marketing methods
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“A mediocre strategy well executed is better than a great strategy poorly executed” (Jamie Dimon)
“A good plan violently executed now is better than a perfect plan executed next week” (Patton)
“The Sergeants won the war in Europe” (Patton)
Napoleon/Russia invasion: Clausewitz: “Amateurs worry about strategy, professionals, about logistics, and execution”
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EXECUTION IS
PARAMOUNT
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Integration of all three areas is required
to optimize and perpetuate full benefits
Focus is on ensuring that solid processes and systems are supported by consistently good behaviour
Alignment, training and coaching – “People Solutions”
Behaviors(Skills)
Systems(Information)
Process(Work)
Co-Venture(Ownership)
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ACHIEVING
ALIGNMENT
C-suite led with clear message of purpose
Video testimonials by pilot sites
Weekly C-suite unit calls
Monthly tracking of results
Ensure sustainability: people education and coaching