TEMA 1 Holistic enterprise.

(General Value) EIndividual Values

· external envoirment (Marcket, Clients, Competitors)

Enterprise
·
internal envoirment (HMRR, Materials, branding)

> sistem to generate value in a sustaintole way (Definición conceptual)

> ports interconected
set of with each other in an especific way
to generate value (aperational definition)
sunctional interconected with each other, with
< set of areas a determined structure and with a global common dojative
<Managers def
synergies: the origin of the generation of value of a system

Business Plan- How the enterprise isgoing to generate value with the different garts

b -

Availability of Resources ·

Marketing Plan ·
Sales Plan
Should Consider Set the objectives Operational Plan HHRR Plan
by
-

· .

11

Dinaric I
-

A Plan for the objctives ·

Finance Plan

11
1 -

Continious Adaptation
Manager -> Someone who coordinates and oversees the work to be efficient and efective.

things right right things

b Consider
.
the company as a tear
characteristics: · Find the optimous decision for the oojectives identify critical issues

· Maximize the generation value

of · getthings done

· Generates value to everyone, stakeholders, employes, providers

- 1"Line-> oversees
the work employces
of

Levels: work the

of first line
2:Line -> oversees the

I
Toy Line -> (CEOL Set the objetives and plas

D
Leading 3:
I
-Planning 1: -

Functions: - (goalsL

Organice 2:
Estructuring
-

Controlling 4:

interpersonal Roles-> Involves Peogle

I
-

pies: -
informational Roles-> Colect and disseminate
Decisional
information
-

Roles-> Take Decissions

-
Technical- knowledge
*
Skills -

Human >Networking
-Conceptual - Abstract from situations

-Costomers (High quality)

Es
-

-
Innovation (be different)
-
sustainability (Long -therm)
 3
TEMA

Strategy- Made by managers,

whatthey do develop stategies
to

*
Six Stags
Managment Proceses-

1.Ivantify the mission with goals

2:Do an
external analisys envoirment
of (SWOT/PESTEL)
3 "Do an
internal analisys (SWOT
n= Creato strategies(Coorporative, Competitive, Functional)
5 Implement strategies

6: Evaluate Besults
Ti
SBU ->
Strategial Bussines Units

the independient parts the

of organization
↓
>The strategys of

Growth Expand products

number of and marchets
Tyges:
-

Stabilize-Do the

I
·
same

·
Renewal-> Restructure the organization
(Renovación)

8
Tog level managment
wantto le
Corporative strategy
- where
who: ·
-

The enterprise
·
competitive strategy Middle managment sic -
-

·
Functional stratege- Lower level managment

products und Mackets

. Growth- execsion
to new

· Concentration -> Focus on

the first line of the product
· Backward-> become his own provider
· Vertical integration -

Forward-become his awr

distributor

· Horizontal integration ->

grows by combine the value chain with competitors
coches motos
Relationated:Honda pasa
de crear
coches a crear y

1
Non Relationated:Combination with other enterprises (Samsungy Apple)
 Manteinmento S
competitiveadvantages ->.
Quality ·

Design ·

Competitive advertagen

model of $ forces

· threat of
new entrys
·
threat sulostitutes
of

of
dients
negociation of
power
.

·
power of
negociation of providers
·

rivality
Seneric Competitive strategys
· cost leadershie. Differenciation ·

focus.???
Lowestcosts products in niche ???
unique a

Functional strategy
la acción de
romper la corporate strategy difrates competitivas
en
strategias de audasector
y esas
corporate statzgies vorgeles en sunational strategias

Strategic Management goints

-cost deadership advantage
E-Bussines
. strategies I - Differenciation advantage
↓- Focus

Couster
*
service Strategies -> Atención al cliente A
* Innovation strategies

Tools:

BCG Matrix - framework to understand diverse business and helps

the managers
to allocate the resources. 2x2 -
High gotential or Drain of resources

P
· Stars
P

Market share growth rate

· Cows P Marchet shareI growth rate

P
growth rate
Question
·

Harche i macket share

· Dogs ! Low mucket share growth rate

I
 MARRETING -> idatify the human and social needs

↓
the art of choose the right target markets creating
management sugerior
a
->

customer value.

Exchange ->
process yet
of something from someone that iwant to exchange for
<transaction(4finalidad something

Marketer -> ? responsible for the

demand management.

>Marcketplace -> physically marchet [Mercadonal

-Marcketsgace-s digital marcket (Amazon

. Metamackets -> Marcketwith only one product ore products relationcla

conceptos básicos
> Needs (requirents)
Wants wants)
-
(when need becomes

>Deraids (wants of sqfic productwich the dient

gay soor it.

>segment (homogeneous groug oflouyers

(

> Targetmarket (seymatwhich you

want to sell products)
<Positionings (the idea that you
want to have into the mina of consumen
> value propositions ->
propuesta de valor

-> 8
value ->
quality, savice, grice
> satisfaction -
ysatisfactor or not
EE P) Expectation

·Supply Chain- cadera a suministro.

 4P'
Product, Place, Promotion
Componentes del Marketing -> Price,

↳ Modern Marketing 4p's

↳ People ->
exployes we critical to marketing success

--
Process-> Macketing is a scicie - Creative Process

L Programs , all the activities mustbe consumer directed activities.

Regresentacion
shows the whole how
of the constore sae the firm
-> Pelormance -> range

Lequity, ethical, social

responsible

Holistic Marketing tha key

to achieve profitability in sustainalde way

Marketing ->

strategy production esficiency I dow coste

I
auto Entrarse
->

↳ production a
2 Mass distribution
Marketing strategy-

L
(widely avialde finexqusivel

-> Enterprise strailegy-> High quality

Productagroach -

auvertaising grogoly
quality innovation) Marketing strategy -> grice, distribution,
( best and ->

sell everithing that is produced

->
Bussiness strategy--

>Selling agroach -

sell the products.

all the efortin
Sale) Marketing Stratagy focus
Leffort
-
of ->

only the products that consumes will dy

Bussiness strat - produce

I
-

-> Coustomer agroach -

the products than the

Marketing strateregy-> create value over

(right products) -
more

competitors

>
*
S-Product, grica, Place, promotion
4P's - People, Process, Programs, Performance
>
↳ understand their him, La Creative-sea? Social regonsibility
Marketing us Sales

las necesidades del consumidor

MANCUETENO - Gestionar la demandar Es productos satisfaciendo
(crea ingresos potuciales y
valor ala Long-thum)
marca

VS

diente, el producto (Tecnicas strategias de venta para

cerrar eltrato
SALES - - los gaguen
y
Conseguir que gar
mutivo
Cralación de loueficio en

elpaz
e
constore - compran (Mi padre comprandome zagas)
US

consume -> consume

(yo que
las
consumo)
geneia sales strategy

Pull Strategy-> Mocketing Strategy, generate devora(

Push Strategy -> Sale strategy, (Kagels discounts)

How to maximize our income:we have to sell more products or

·sell at ventas precio ingresos

higher price y

Pyrarid Maslow
of

Matriz Ansos] X-> productos 1 - Markets (Mercados)

Sale strategy
I Existing NEW 1. Marchat Pectration -
Atract potential consumers

I
Marcket Product t he
of normal target

E Penetration
How Rist)
evelopment
&

(Med Risk) 2:. Marchet Development-

Identify
Search New Targets
mauchets Marcket Diversification
Development Strategy 3. Product Development Launch products
Er(Medist)
-> new

(HighRisk)
V > y Diversification Stratgy a here we
have ignorats so

products isrisky, have

new strategys
we create

.
Lubefore 4:we showl dad makel 1,2,43

Sales=Spading Payinc Lagacity day it

Decision of
power +
+
 Oquations Sunctional Arcas.
Resources.

productos servicios
ogerations Management - Accion de convertir Recursos en y

Manufacturing organization fabrica =

de cocher

Automatization

I
organization
·

Service USU
Costs for Variable
change fixed (
=

High
Use technology
effectiveness= Productividad
·
more

-> ROL ->

dograr eficiency and
warchouses (almacenes)
· reduce

the firm
the process of
I redesign
optimice

Productividad mejorar el operational

sisten
workers.
relations batween 0.S. and
↳ Produced upgrade the
Resources

VALUE CHAIN

la serie de actividades Laborales que agregan valor en cada

paso
toda
del consumidor
-

·ojetivo Satisface has necesidades de la forma mas rapiday

economics posible

Colaboración Relacion fluida entre socios

Key coordinación y
intercambio de información entre socios.
y

valor.
Procesos organizacionales:Saber donde se
agrega

Liderazgo -

Lidalgo frote y comprometido qua

tuer exito

Actitud y
Cultura organizacional

Is exigido serno estanacionesdeinteresa

Valuechain
a
es trabajadores con

rMMM in
capacidad de agrender y adaptarse
engleados.
Cagucitar continuarcite
·

a los

La del producto (disero, Sabricación, distribución)

-

impacto en el tiego en creacion

Papel de latechnology in value chain

-
impacto en el tiempo del proceso (pusonalización, diagnostico ... (
 Planificación

Pagel la calidad
I
e
de
organilación
v.c ->

Por la calidad

Control

-Estandares internacionales signa

Six
-
iso guu soiesy

Personalización Masiva a Proporcionar al cliente un producto cuando, donde y como lo desee.

do que quien los

diates.
dedica comprender
Organizaciones Leon Una
a
organizacion que se

L
 HHRR GOVERNMENT

RRHA -> Conjunto de quzonas que crean valor y sirven para mejorar el desergeno
Time
organtacional/Right Peoge, RightPlace, Right
-

tanto individual como

·
Herramienta estratégica importante -> Tratar a los empleados coro socios.

The human Government process and its envoirmet.

Planing-.
Beauitment Selection
Level 1-. Human
-
Resoures

Level 2-. Orientation - Training

Performance Cacer
Level 3-2. . Compusation.
Management
development
↳I
L

Human
~
Puestos

I
Analisis
·
de
tenor la
Resoures Planing quests
Descripcion del
·
·
cantidad
y
& el
las cualidades tigo

I
·
Especificacion de

correcto
L
de
necesarias garreal questo personas.

·
Selection -
Evaluar a los solicitates - candidatos adavados
+

organization
·
Ortitation -> introducing a new employe to his or her Jolo and

↓
competitive advantage
of
·
Training- source
 Basado habilidades
Porformance Managmat System - .
Pago en

darostrar
que

Los ergleados green

·
Remocración Varialole:compensar a

una
gersona según su desergeto
↑Valor

I
Suguior

H. G important ventaja competitiva Verrarieten

Why Es una estrategica

is ->
Mejora el

(eesergeo
organizacional
 Being an effective Leader

Leader influir otros que tenga autoridad de gestion

-

Alguien que quede

en y

Leadershig -
proceso de Liderary influir en el equipo para lograr Mater/

↳ Estilo Toda la responsabilidad cae soore ell (decisiones unilaterales)

autocratico ->

L Estilo denostico ->

involucra a
los empleados en
la toma de decisiones (Jelega auforidad)

L Estilo Laisez-Faire- Un lider que germite que

el equipo tome decisiones y complete el trabajo de

Forma
que crean conveniente

Better
erfatizando Relaciones Personales

i
-
Orientado al empleado -
-

-Oriatado a la producción- enfaticando la realizaciónde tareas del

El desergeio eficaz
Modelo de depende del grado
de Fiedler ->
grugo
lider controla
Contingencia

I
en el e

influye
Theorias de Contingacio
los
del lider as ayudar a

↳ modelan la -
path-goal theory-sEl trabajo alcantar sus metas
seguidores a

relación comportamientoresultado de manera

que sean compatibl
del liderazgo
conal dorativo del grugo u

organización
subordinados salen

el lider
- Lider directivo, do
que se

ellos
.

esqua de

> dider solidario_ Es amigable

gen
se
y
-

de los seguidor,
-

d. Participante -> consulta a los mientra

del grup

L. Orientado_>
Establece metas y
L al Logro gone a sus
seguidoes
al ra's alto nivel
 MANAGINC CHANGE AND INNOVATION

Two views of the change process

The Calm Waters Metaghor -> 1 Descongelar 2 Cambiar a un

5: Volver a congelar
lo habitual

estadoenverestado eranteen
nuevo

Adaptación Continua al arbiente

- The White Water Metaghor ->

Organizational Change -> Change in geogle, structures or technology

a B
Cambiar Actitudes discio estructural Automatizacione
informatización

Change Agents -> People who do the change

status the perception of

-dueto. Uncertainty· Comodity. hose of
Why geoge resist changes or authority see the change
incompatibility
with the objetive,

How to reduce the resistance ->. Education. Participation. Negociation Saitwoacción

(Coercion)

How to estimole the innovation -> ·

Creativity · Innovation