Is the Special Strategic Values that ? Factors that could be considered as strategic values were almost no
is limited. I recommend that you concentrate on only eight to ten values and the values it is that will have an impact greatly to the future of your Organization. There are values that may already exist "By itself" and does not need to be discussed again.
is limited. I recommend that you concentrate on only eight to ten values and the values it is that will have an impact greatly to the future of your Organization. There are values that may already exist "By itself" and does not need to be discussed again.
The other form of value which remains as long as you're still in the Business, but may should always be "presented". Another value may change from time to time, depending on where you place on your business cycle. I will introduce you to a checklist that will help you make a choice.
The following paragraphs discuss some of the values that have been perceived benefits by various organizations, but you need to create a list of most have meaning for you.
1. Ethics
The following paragraphs discuss some of the values that have been perceived benefits by various organizations, but you need to create a list of most have meaning for you.
1. Ethics
This is probably one of the values ??that already exist "by itself". I like to think that readers of this blog does business in ethical, without having to go back and forth thinking about it. attitude that causes people aware of ethical issues would only raise questions in people's minds other. For example, if you react if someone said, "I honestly tell you ..."? Do you not then think that at certain times that person may not be "honest"? conversely, if you engaged in a business environment that the business ethics of some perpetrators. Questionable (telephone wiretapping is an example), if you are specifically pointed out that you uphold ethical behavior then maybe you will make cracking the organization.
2. Quality
2. Quality
Such as ethics, quality was already there "by itself '. If you choose to identify primarily as a value, you may need to define what you mean and, of course, ensure that you support your intent with actions that should be.
3. Safety
If you are engaged in industries such as chemical plants, mining, or transportation, safety should be placed at the top a list of your values or not far from there. If in your industry are rare accident, you need to always remind about safety, but maybe it does not have to be of strategic value.
4. The environment.
4. The environment.
Such as safety, this value is very important for the industry that have a large impact on the environment through product or process them, but it may be a minor problem for the industry unless other members of management have a proactive view of environmental problems.
5. Innovation.
5. Innovation.
One step ahead. If you choose this as one the strategic value you, please realize relation to cost and risk.
A step forward has implications that precedes your competitors and you are willing to experiment with new ideas that may not fully tested. Following the technological developments in your field necessary for the success of the organization, but the attitude itself is not a reflection of innovation.
5. The image on the industry.
A step forward has implications that precedes your competitors and you are willing to experiment with new ideas that may not fully tested. Following the technological developments in your field necessary for the success of the organization, but the attitude itself is not a reflection of innovation.
5. The image on the industry.
Does your organization need to be identified as one of the leaders in the industry you're in. or do you prefer relative attitude does not appear except in connection with the parties dealing with your business? Attitude wherever you might take. Important it must be clear to all parties concerned. Of this certainly will impact on some of your actions in the future.
6. Image in the community.
6. Image in the community.
This value is similar to the image of the industry but the goal is much broader audience. This value is in part something to do with efforts to preserve the public image of the company for marketing purposes, reflect your views or concerns about the company to the community or the leadership in the community. Once again, the attitude here you will have an impact on some future action.
7. Enjoyment.
7. Enjoyment.
More and more organizations are getting there benefits if the business they are viewed by customers, employees, or even better if both of them, as a fun place. Does this fit with your business?
8. Responsiveness to customers.
8. Responsiveness to customers.
Your position here ranges from inception through full commitment. At one Extreme. Customer (Defined as individuals, not organizations) served only by the employee which has been designated by the steps that will not interfere with responsibility replied the employee in his work. On the other hand, every employee expected to drop whatever they were doing to serve customer needs. The nature of your business and your own perspective on the importance of responsiveness in relation to that business will help you to specify how values ??should be focused. Although full commitment to serve customers can be a central feature of business
certain retail, the same may not be practical or necessary bahkanpun at a clinic or engineering firm.
9. Human resources.
certain retail, the same may not be practical or necessary bahkanpun at a clinic or engineering firm.
9. Human resources.
Like mentioned earlier, this value can range from treating employees as something that could dumped on the extreme side of the one to meet all the needs and welfare of employees on the other side. One side inhuman and may backfire (like major-league baseball found in the 1960s), while others may be hampered in terms of cost.
10. Profitability.
10. Profitability.
It is the law that in order to survive business must generate profits. Even though non-profit organization called
need to earn an income greater than the costs projected because otherwise they will not survive However, if this becomes one of strategic value. You need to determine whether you will limit efforts only on those areas
which gives substantial financial results or you will be involved with efforts rnemberikan only thin or even negative profits. If the mixture from both of the above, what are acceptable levels? (I will address the issue profits / earnings more directly in other articles when we talk about strategy.)
11. Strategic alliances.
need to earn an income greater than the costs projected because otherwise they will not survive However, if this becomes one of strategic value. You need to determine whether you will limit efforts only on those areas
which gives substantial financial results or you will be involved with efforts rnemberikan only thin or even negative profits. If the mixture from both of the above, what are acceptable levels? (I will address the issue profits / earnings more directly in other articles when we talk about strategy.)
11. Strategic alliances.
Such alliances provide an opportunity for partner with other independent organizations that have complementary capabilities or supplementary. Alliance is one way to meet the need for expansion of the increasingly popular in recent years. Strategic alliances are certainly more than just a relationship with the supplier. This relationship has implications for a shared commitment by equal or proportional ownership of what is produced. This alliance may be temporary, focused on certain large projects, or permanent, if the expected benefits of continuing for both parties. Does this option provide synergistic value to the real your organization, or you would prefer to use as much as possible own resources? Is there a middle way between these two extremes are that makes sense to you?
12. The diversity of products / services.
12. The diversity of products / services.
Here you may want to focus only on one class of products or services, such as the sale of specific goods or service bureau trip, or you may be open to any product or service can you produce or serve. There are many examples of organizations that successfully extremes on both sides but in between. Do you need to look for possible new products or services or survive with you are most aware of?
13. The diversity of the market / customers.
13. The diversity of the market / customers.
On the one extreme, this value represents niche markets for specific industries, such as real estate, or ethnic group certain. On the other hand, open hand against your company likely to serve anyone.
14. Standard products / processed.
14. Standard products / processed.
Do you want to focus specifically on the product or service standards or are more interested in your products or services in order to cultivate can meet individual needs and desires? Can it be sought after road halfway between these two choices?
15. Expansion.
15. Expansion.
How is your position in terms of expansion? Do you prefer survive with the size and structure of your company at this point (in this case expansion is not a strategic value), or do you anticipate a very rapid expansion in the next few years? If you are considering urtuk expand your business, offer products or new services, develop other skills or upgrade your staff, or whether you tend to develop these options in your company or obtain from outside sources? Develop options in the company generally takes more time and operating costs may be greater than if you get it from the outside.
Reverse acquisition may done more quickly, but require substantial capital, while the result may be a matter of control, quality, or capital. In fact, no organization can move toward the wrong one extreme. If this is the one of your values, you need determine whether you are more stressed development with the acquisition as supporters, or vice versa?
16. Organizational structure.
16. Organizational structure.
Do you uphold the decentralized structure organization of each operating unit to function independently with the service and control center very minimum? Or are centralized structure with most major decisions are made at a high level of organization make more sense? Is there a point in between these two extremes that can function more effectively for you? Is your position on this issue quite important so that you can specify it as a strategic value? .
17. Geographic concentration.
17. Geographic concentration.
Whether due to personal choice or because legitimate business reasons, if you want to be placed on certain parts country or the world? Is your geographical focus primarily local, state regional, national, hemisferik, or global? How far this will focus influence on your actions in the future?
As mentioned earlier, I have described above is not is a complete list of possible strategic value. You need to be very selective about who you choose as the value of key influencers and you need to include others that may be important for you and not covered here. Is a checklist that includes all the strategic value that I have described. Blank lines provided so you can add other values that you also need to consider. How ?
As mentioned earlier, I have described above is not is a complete list of possible strategic value. You need to be very selective about who you choose as the value of key influencers and you need to include others that may be important for you and not covered here. Is a checklist that includes all the strategic value that I have described. Blank lines provided so you can add other values that you also need to consider. How ?
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