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8/21/2019 Netmarks 7S
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Netmarks Philippines7S
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Industry – ICT Industry Business - Value Added Reseller of
Information and Communications
Technology solutions and services. Need fullled – channel of distriution forvarious information and communicationstechnology
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Core Ideology◦ Core !ur"ose – #el" "eo"le succeed through
technology.
◦ Core Values – $%cellence& !eo"le& Integrity&
Creativity& 'ustainaility◦ B#A( – )emocrati*e 'ustainale Technologies
◦ Vivid – +,+ –
Vision
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Industry – ICT Industries Net/or0 'I ValueAdded Reseller of Information andCommunications Technology solutions andservices.
Need fullled – channel of distriution forvarious information and communicationstechnology
Industry
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Industry – ICT Industries Net/or0 'I ValueAdded Reseller of Information andCommunications Technology solutions andservices.
Need fullled – channel of distriution forvarious information and communicationstechnology
Company
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Propose Corporate Strategies◦ )escrie 'trategy 1include 'trengths that need to
e develo"ed or /ea0nesses that have to eovercome2
◦ Re-state 34ectives to e attained y the"ro"osed strategy
Basis for the Corporate Strategy
1. Strategy
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Value Chain: Netmarks PH
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Value Chain: Netmarks PH
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'TRAT$(6◦ 'et of actions a com"any "lans in res"onse to changes
in e%ternal environment – e.g. moves of customers&rivals&
◦
#o/ to res"ond to 3 7 T8s29 'trategic shift: e.g. attac0ing a ne/ mar0et
◦ The /ay a com"any chooses to im"rove its "ositionvis-;-vis com"etition lo/-cost "roduction or delivery 1'Cue value for our targetcustomer?@
1. Strategy
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'tructure follo/s strategy A strategy of diversity forces a decentrali*ed structure
A strategy of focus forces centrali*ation
#o/ to ma0e the /hole thing /or0?
#o/ to focus on those dimensions im"ortant toe%ecute ne/ strategy
$m"hasis and coordination – not 4ust to divide thetas0s
hat tas0s to em"hasi*e 1or de-em"hasi*e2 hat structure /ill im"rove coordination to e%ecute?
hat should the organi*ation loo0 li0e to e aleto e%ecute the ne/ strategy?
. Stru!ture
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All "rocedures that ma0e the organi*ationgo& day-y-day& year-y-year
$.g. Ca"ital udgeting systems& trainingsystems
'ystems mirror the state of the organi*ation– to understand ho/ a com"any really getthings done or doesn8t& loo0 at the system
". Systems
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'6'T$
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'T6$◦ A leader8s time is an immensely "o/erful change lever.
◦ !attern of action9 "eo"le elieve /hat leaders do& not
/hat they say◦ 'ymolic ehavior – oard seats9 fund allocation9
cancellation of lo/er "riorities9 dene fe/er ut moreconsistent strategic targets
◦ here leaders s"end their limited time – to/ard the
strategy or not.◦ The /ay the management team comes across to the
organi*ation .
$. Style
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◦ Another term is =culture@
◦ 'uccinct shared values aligned to the ne/strategy9
◦
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Docus on
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It is not only Strategy 0Stru!ture.
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=Changes instrategy andstructure often
ha""en more>uic0ly& ut thereal "ace ofchange is geared
to all the seven'8s&@ Waterman, Peters,and Phillips.