organization

Strategic marketing refers to integrated marketing from a management perspective. In particular, the perspectives of adapting to innovations in the market environment and creating an organizational “selling mechanism” relate to initiatives as a corporate organization that go beyond functional measures. Until now, the focus has been on competitive market strategies and market adaptation strategies, but in recent years, there has been more work in terms of relationship marketing in a mature environment. Management directive close to the philosophy has been struck from customer satisfaction to customer loyalty. 

We will respond appropriately to each of these thematic areas based on an integrated perspective of strategic marketing. In particular, a series of concepts ranging from marketing plans to sales management, marketing audits, and restructuring of product market strategies are expanding the scope of application of service goods, mainly production goods.

Management and organization consulting

Management Consulting Definitions. According to "The Management Consultancies Association", the definition of Management Consulting is defined by "the creation of value for organizations, through the application of knowledge, techniques and resources, that improve the performance of their businesses . This is achieved through the provision of objective advice and the implementation of business solutions . " "Being a consultant is not improvised. Like any profession, it has some keys that must be understood in order to succeed, related to knowing, wanting and doing ". "The consultancy has a lot of art, a lot of technique and a lot of common sense." "The consulting salesman is a consultant, and the consultant is a consulting salesman." "What is sold is trust". "A consultant never sells smoke. He sells fresh air in a more or less vicious environment. " "The authentic consultant knows the client and what he needs. And do not cheat. That is why, between the client and the consultant, the word is always the same: commitment, which is born of mutual trust ". "Not everyone can be a consultant. It's a vocational profession." "The consultancy helps to be better to companies and their professionals". Consulting = Trust. The common thread between both documentary sources is knowledge and experience, based on the seniority that experiences give, as managers and as advisers. With this, the objective is to help companies, or to achieve those objectives that are proposed; well, to solve problems that may have / have in the organization. All based on the keyword: trust between the parties. The role of the consultant has a lot of "business doctor": know how to listen; know how to diagnose; know how to propose the necessary therapy . Differences between Organization and Management Consulting. Both meanings are very similar, similar and, therefore, confusing, in many occasions. But it would be convenient to distinguish them, in order not to fall into the error of the "totum revolution", which sometimes occurs in consultancy. And in that way, not knowing if you have to call a specialist or another, to solve a problem or take advantage of a business opportunity. First, a distinction must be made between Management and Organization. What does RAE say? Manage: " Deal with the administration, organization and operation of a company, economic activity or body." Organize: " Establish or reform something, to achieve an end, coordinating the people and the appropriate means ."  Therefore, it can be agreed, in the first instance, that management is a concept that goes beyond the organization itself and that brings it together in its midst. If we specify it, the Management Consulting would be closer to the Strategic Consulting of the company; to the Innovation and Continuous Improvement consultancy; etc. (What is done to get a better company?); and the Organization Consulting, would be closer to the Consultancy Areas, Departments and Processes of the organization itself (how should you do what you want to achieve in what?). The Management Consulting. In the case of Business Management Consulting , the occupation of this consulting model will be more focused on broad spectrum business management. The definition and implementation of the strategy, would be framed in this area of ​​consulting. In short, any traversal or corporate activity would be a good definition of this type of consulting action . We have treated the Consultancy for Continuous Improvement, in previous posts. In that entry, you can see how this activity, runs from top to bottom, all the ranks and estates of the company itself, so it is essential that the matter be treated strategically and with a strong management accent, in terms of leadership, by whom it is defined, and an activity very centered in the corporate processes of the organization that, habitually, are the support functions of the rest of more operational areas: finances; human Resources; innovation; information systems; etc. The Organization Consulting. This second consulting model is mainly devoted to four fundamental themes, very focused on operational management: How should the organizational structure of the company be? In its different modalities: vertical; horizontal; mixed / matrix; by business units; by work cells; etc. A great diversity of organizational variants, which should be addressed, without any doubt, towards customer satisfaction and obtaining maximum profitability and competitiveness for the company. What should be the roles of the different members of the organizational structure? With the exact and concise definition of the job-description of each and every member of the company. And its interrelationships, through the matrix RACI (Responsible, Accountable, Consulted, Informed) and the ILU matrix (defining the versatility and flexibility of people vs. the tasks they should perform). How should the performance of the organization of the company be measured? According to the systems, methods and work tools, defined for such purpose. That they arrive to establish which are the indicators (KPIs) necessary to measure the performance of the company, in the form of productivity; quality; costs; deadlines; security; etc. It is important to recognize and reward the achievements of the collaborators, but how? To encourage commitment and involvement by the company and its employees. Both at retributive level, with variable concepts, if applicable; as the non-monetary rewards, which also motivate the teams and a lot, depending on the leadership style played. https://mybook99767107852.wordpress.com/

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