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أخطاء تسويقية قاتلة

أخطاء تسويقية قاتلة

لماذا يفشل التسويق ؟ يحدد عميد علم التسويق فيليب كوتلر عشرة أسباب رئيسية يعتبرها أوجه قصور في ممارسات التسويق المعاصر، منبها إلى أن الأزمة أزمة ممارسة تسويق وليس نظريات تسويق: عدم تركيز وتوجه الشركات نحو التسويق واستهداف العملاء بشكل كاف عدم فهم واستيعاب المؤسسة لعملائها المستهدفين، من حيث الاحتياجات والتغيرات التي تنتابهم. عدم قيام الشركة بمتابعة ورصد أحوال منافسيها، وبذلك تتأخر عنهم، ولا تواكب أي تطورات تطرأ عليهم. سوء إدارة المؤسسة لعلاقاتها مع حملة أسهمها، إما بتجاهلهم تماما أو بالتركيز على متطلباتهم دون غيرهم. عدم تمكن الشركة من العثور على فرص جديدة ، أو التعرف عليها واقتناصها، كأي تطور تكنولوجي جديد، أو أية أسواق جديدة، أو حتى أي ثغرات أو فراغ تتركه شركة تركت السوق. قصور وأخطاء في إجراءات التخطيط التسويقي، كالفهم الخطأ للسوق أو آلياته. قصور في مجال سياسات الإنتاج أو خدمة العملاء، مما يهدر أية مجهودات تسويقية تقوم بها المؤسسة. ضعف محاولات ومجهودات الشركة لتكوين الماركة وتوصيلها للعملاء. عدم تنظيم المؤسسة جيدا، بحيث ينعكس ذلك على مجهودات التسويق. عدم استغلال التطور التكنولوجي بشكل كاف، مما يساعد على تدهور ترتيب الشركة في قائمة الشركات الناجحة المواكبة للتطور والتي تحسن استغلاله لصالحها. ويختتم كوتلر كتابه بعشر وصايا للتسويق الناجح الفعال، هي: تقسيم السوق إلى قطاعات واختيار أفضلها وتكوين مركز ووضع…

The Trusted Leader

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Robert Galford and Anne Seibold Drapeau, The Trusted Leader The book on which this article is based, The Trusted Leader covers the subject of trusted leadership in-depth with plenty of examples that bring theory to life. After introducing the theory, the book presents practical advice for situations frequently encountered by senior leaders.  Table of Contents   Part One: An Overview of Trusted Leadership     1.  What is trusted leadership?     2.  The Trusted Leader Self-Assessment     3.  The Characteristics and Competencies of the Trusted Leader     4.  The Enemies of Trusted Leadership   Part Two: Identifying and Applying the Tools of Trusted Leaders     5.  The Tools of Building Personal Trust     6.  The Tools of Building Organizational Trust   Part Three:  How Trusted Leaders Work     7.  From the Top     8.  Inside Teams, Departments, Offices     9.  Across Teams, Departments, Offices   Part Four: Defining Moments     10.  In Times of Change     11.  When People Leave     12.  In Times of Crisis   Part Five: Building Trust in Perspective     13.  Trust Lost, Trust Rebuilt     14.  When You Leave: The Legacy of Trust   Afterword: The Trusted Leader Continues   Notes and References   About the Authors   Index    Trust is a vital ingredient in organizations since they represent a type of ongoing relationship. In their book The Trusted Leader, Robert Galford and Anne Seibold Drapeau analyze…

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Numerous theories have been put forth about the many aspects of leadership such as motivation, alignment, and empowerment. However, it is not obvious how these pieces fit together into a coherent model, if they do at all. As such, leadership has a reputation of being an art that is practiced by the lucky few who possess certain talents. In his 1999 book, Be The Leader, Make The Difference, consultant Paul B. Thornton proposed an integrating framework that takes these various leadership ideas and transforms them into a model that quickly can be studied, understood, and implemented by managers in order to develop an effective leadership style and better lead their organizations. The model is based on the premise that leaders exist because individuals need guidance, without which they do not always know what they can accomplish, what they should accomplish, or how to accomplish it. To this end, leaders can provide challenge, confidence, and coaching. Thornton calls this framework the 3-C Leadership Model and depicted it as shown below.  3-C Leadership Model  This three vertex diagram illustrates the balanced relationship among the three 3-Cs of leadership: presenting a challenge, building confidence, and providing coaching. Present a Challenge Of the 3…

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Managing People

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The effective management of people in an organization requires an understanding of motivation, job design, reward systems, and group influence.   Behavior Modification Operant conditioning is the learning that takes place when the learner recognizes the connection between a behavior and its consequences. Positive reinforcement vs. punishment: rewarding desired behavior vs. punishing undesired behavior. Negative reinforcement: removing negative consequences from workers who perform the desired behavior. Extinction: removing whatever is currently reinforcing the undesirable behavior. Reinforcement schedules: variable, erratic reinforcement schemes are more effective than steady reinforcement schedules. Classical conditioning: if one gets sick after eating tacos, from that point forward one may get sick from the smell of tacos. People are genetically hard-wired to make certain associations. For example, sickness is associated with food.   Expectancy Theory The expectancy theory of motivation models motivational force as the product of three factors perceived by the individual. There is research evidence to support the theory, and it has become relatively widely accepted.   Principal-Agent Problem In a company, stockholders are principals and managers are agents. The goal of a compensation system is to align principals’ and agents’ interests. Executives who are compensated based on financial performance may favor diversifying the company…

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Expectancy Theory

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 The expectancy theory of motivation has become a commonly accepted theory for explaining how individuals make decisions regarding various behavioral alternatives. Expectancy theory offers the following propositions: When deciding among behavioral options, individuals select the option with the greatest motivation forces (MF). The motivational force for a behavior, action, or task is a function of three distinct perceptions: Expectancy, Instrumentality, and Valance. The motivational force is the product of the three perceptions: MF  =  Expectancy  x  Instrumentality  x  Valence   Expectancy probability: based on the perceived effort-performance relationship. It is the expectancy that one’s effort will lead to the desired performance and is based on past experience, self-confidence, and the perceived difficulty of the performance goal. Example: If I work harder than everyone else in the plant will I produce more? Instrumentality probability: based on the perceived performance-reward relationship. The instrumentality is the belief that if one does meet performance expectations, he or she will receive a greater reward. Example: If I produce more than anyone else in the plant, will I get a bigger raise or a faster promotion? Valence: refers to the value the individual personally places on the rewards. This is a function of his or her…

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  Summary of Stephen R. Covey’s   In his #1 bestseller, Stephen R. Covey presented a framework for personal effectiveness. The following is a summary of the first part of his book, concluding with a list of the seven habits. Inside-Out:  The Change Starts from Within While working on his doctorate in the 1970’s, Stephen R. Covey reviewed 200 years of literature on success. He noticed that since the 1920’s, success writings have focused on solutions to specific problems. In some cases such tactical advice may have been effective, but only for immediate issues and not for the long-term, underlying ones. The success literature of the last half of the 20th century largely attributed success to personality traits, skills, techniques, maintaining a positive attitude, etc. This philosophy can be referred to as the Personality Ethic. However, during the 150 years or so that preceded that period, the literature on success was more character oriented. It emphasized the deeper principles and foundations of success. This philosophy is known as the Character Ethic, under which success is attributed more to underlying characteristics such as integrity, courage, justice, patience, etc. The elements of the Character Ethic are primary traits while those of the Personality…

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