Block 3 - Building long-term success

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Block 3 - Building long-term success by Mind Map: Block 3 - Building long-term success

1. Time and Innovation

1.1. Business incubators

1.1.1. Start-up and early stage businesses through the provision of facilities, mentoring and coaching, training, networking and seed capital financing.

1.2. Start-up accelerators

1.2.1. Focus on moving technology-based firms rapidly from establishment to early stage venture funding and growth.

2. Planning for short, medium and long-term success

2.1. Short Term

2.1.1. Extension of existing production or ideas

2.2. Medium Term

2.2.1. Relaunch and dramatic recreation of a product or process.

2.3. Long Term

2.3.1. New visions for ways of doing things or a totally fresh type of product.

3. Cycles of innovation

3.1. Business Cycle

3.1.1. Market Economy

3.1.1.1. Connected periods of expansion and then recession

3.1.2. Long waves of economics.

3.1.2.1. New technology or product can create significant economic growth.

3.1.3. Product Life cycle

3.1.3.1. New product introduced to the market. Period of gradual or rapid growth. Reaches maturity consumed, not attracting new buyers or uses. Decline in which replaced by a new product.

3.2. Virtuous cycles - cycle produces a good outcome

3.3. Vicious cycles - generates a negative outcome

4. Politics of business and management

4.1. Political contexts

4.1.1. Institutions, values/interests and power

4.2. Societal perspective - political context existing in the world, Europe, country ,region, city

4.3. Organisational perspective - inside organisation, department, office outside business environment

4.4. Stakeholder analysis

4.4.1. Power vs Interest matrix

4.5. Political astuteness framework

4.5.1. Personal skills, Interpersonal skills, Reading people and situations, Building alignment and alliances, Strategic direction and scanning

4.6. Political astuteness skills

4.6.1. Engage in relationships with other individuals or organisations

5. Organisation and value

5.1. Innovation

5.1.1. Innovation value chain

6. Employment relations

6.1. Economic perspective

6.1.1. Macro-economic level analysis

6.1.2. Micro-economic level analysis

6.2. Types of negotiation

6.2.1. Between managers

6.2.2. Grievance handling

6.2.3. Bargaining

6.2.4. Group problem solving

6.3. Employee inclusion

6.4. Employee participation

6.5. Legal prespective

6.6. Empowerment

6.6.1. Flexible working

7. Accounting for values

7.1. Shareholder value

7.2. Measuring issues

7.2.1. Financial statements

7.2.2. Balance sheet

7.2.3. Income statement

7.2.4. Accrual accounting

7.2.4.1. Historical cost; deprival value and fair value

7.3. Creating shared value

8. Quality and improvement

8.1. Six Sigma

8.2. Quality assurance (QA)

8.3. Quality control (QC)

8.4. Seven key tools

8.4.1. Histogram

8.4.2. Control chart

8.4.3. Scatter diagram

8.4.4. Pareto chart

8.4.5. Checklist

8.4.6. Cause and effect diagram

8.4.7. Stratification

8.5. Perceptions-based quality models

8.5.1. Zone of tolerance

8.5.1.1. Expectation of service level

8.5.1.1.1. Adequate

8.5.1.1.2. Desired

8.6. Quality gaps model

8.6.1. Exploring customer satisfaction

8.7. Dimensions of service quality

8.7.1. Tangibles

8.7.2. Reliability

8.7.3. Responsiveness

8.7.4. Assurance

8.7.5. Empathy

8.8. Strategic improvement

8.8.1. The importance-performance matrix

8.8.1.1. Judge the importance of performance measures to customers

8.8.1.2. Judge the performance against competitors

8.8.1.3. Match performance against characteristics

8.8.1.4. Develop improvement plans

9. Operational risk

9.1. Risk terminology

9.1.1. Hazard

9.1.2. Impact

9.1.3. Likelihood

9.1.4. Risk

9.2. Potential sources of operational risk

9.2.1. Supply failures

9.2.2. Failures within the operation or process

9.2.3. Product/service design failures

9.2.4. Customer failures

9.2.5. Environmental disruption

9.3. Risk assessment matrix

9.3.1. Likelihood

9.3.1.1. Rare

9.3.1.2. Unlikely

9.3.1.3. Likely

9.3.1.4. Almost certain

9.3.2. Impact

9.3.2.1. Negligible

9.3.2.2. Minor

9.3.2.3. Major

9.3.2.4. Severe

9.4. Operational resilience

9.4.1. Operational risk assessment

9.4.1.1. Balance cost and effort of mitigating actions and savings they are expected to bring

9.4.1.2. Risk mitigating strategies

9.4.1.2.1. Avoid

9.4.1.2.2. Reduce

9.4.1.2.3. Transfer

9.4.1.2.4. Share

9.4.1.2.5. Take

10. Marketing in the long-term

10.1. Relationship marketing

10.1.1. Customer loyalty

10.1.2. Customer value and customer satisfaction

10.1.3. Commitment, trust, customer orientation and communication

10.1.4. Service-dominant logic

10.1.5. Types of relationships

10.1.5.1. Seller-maintained

10.1.5.2. Buyer-maintained

10.1.5.3. Bilatera

10.1.6. Marketing loyalty ladder

10.1.6.1. Partner

10.1.6.2. Advocate

10.1.6.3. Supporter

10.1.6.4. Client

10.1.6.5. Purchaser

10.1.6.6. Prospect

10.1.7. Life cycle

10.1.7.1. Awareness

10.1.7.2. Exploration

10.1.7.3. Expansion

10.1.7.4. Commitment

10.1.7.5. Dissolution

10.1.7.6. Indicators

10.1.7.6.1. Psychological

10.1.7.6.2. Behavioural

10.1.7.6.3. Economic

10.1.8. Relationship states

10.1.8.1. Transactional

10.1.8.2. Transitional

10.1.8.3. Communal

10.1.8.4. Damaged

10.1.8.5. Migrate mechanisms

10.1.8.5.1. Exploration

10.1.8.5.2. Endowment

10.1.8.5.3. Neglect

10.1.8.5.4. Betrayal

10.1.8.5.5. Recovery

10.1.8.6. Relationship constructs

10.1.8.6.1. Commitment

10.1.8.6.2. Trust

10.1.8.6.3. Norms

10.1.8.6.4. Dependence

10.2. Internal marketing

10.2.1. Internal marketing communication

10.2.2. Unfair customers

10.2.2.1. Verbal abusers

10.2.2.2. Blamers

10.2.2.3. Rule breakers

10.2.2.4. Rule makers

10.2.2.5. Opportunists

10.2.2.6. Return aholics

10.2.3. Types of employees

10.2.3.1. Brand champions

10.2.3.2. Brand agnostics

10.2.3.3. Brand cynics

10.2.3.4. Brand saboteurs

11. Leadership and management

11.1. Leadership

11.1.1. Taking organisations into the future, finding opportunities

11.1.2. Motivational theories

11.1.2.1. Herzberg’s two factor theory of motivation

11.1.2.1.1. Presence of motivation

11.1.2.1.2. Absence of hygiene

11.1.2.2. Maslow’s hierarchy of needs

11.1.2.2.1. Physiological

11.1.2.2.2. Safety & Security

11.1.2.2.3. Love/belonging

11.1.2.2.4. Esteem

11.1.2.2.5. Self actualisation

11.2. Management

11.2.1. Processes

11.2.2. Planning

11.2.3. Budgeting

11.2.4. Structuring jobs

11.2.5. Staffing jobs

11.2.6. Measuring preformance

11.2.7. Problem solving