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Management Models

Choosing a Topic. Management Models. Useful Models for your Research Project. Useful Models. First Previous Next. Useful Models. The McKinsey 7 S Model A T Kearney 7-C Model The SERVQUAL model Kaplan and Norton Model Marketing Orientation Model Internationalisation Model

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Management Models

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  1. Choosing a Topic Management Models Useful Models for your Research Project

  2. Useful Models FirstPreviousNext Useful Models • The McKinsey 7 S Model • A T Kearney 7-C Model • The SERVQUAL model • Kaplan and Norton Model • Marketing Orientation Model • Internationalisation Model • IMP Interaction Model

  3. Useful Models FirstPreviousNext The McKinsey 7S Framework Most of us grew up learning about 'the 4Ps' of the marketing mix: product, price, place, promotion. And this model still works when the focus is on product marketing. However most developed economies have moved on, with an ever-increasing focus on service businesses, and therefore service marketing. Click on Image

  4. Content Communication Customer Care Community Convergence Connectivity Customisation Useful Models FirstPreviousNext A T Kearney 7-C Model

  5. Useful Models FirstPreviousNext Determinants of Perceived Service Quality - PBZ Model Word of Personal Past Mouth NeedsExperiences Expected Service Determinants Perceived of Service Service Quality Quality Perceived Service Zeithaml, Parasuraman & Berry (1990)

  6. Useful Models FirstPreviousNext SERVQUAL Model

  7. Useful Models FirstPreviousNext Kaplan and Norton’s Balanced Scorecard • The Learning and Growth Perspective • The Business Process Perspective • The Customer Perspective • The Financial Perspective Kaplan & Norton 1993

  8. Marketing Orientation Model Intelligence Generation Intelligence Dissemination Responsiveness See the work of Kholi and Jaworski and Narver and Slater in the Journal of Marketing 1990, 1993, 1990 respectively. Richard A. Heiens, Market Orientation: Toward an Integrated Framework Useful Models FirstPreviousNext Marketing

  9. Useful Models FirstPreviousNext Antecedents and Consequences of Market Orientation Top Management Employees Emphasis Organisational Risk Aversion Commitment Esprit de Corps Interdepartmental Market Orientation Dynamics Intelligence Generation Environment Conflict Intelligence Dissemination Market Turbulence Connectedness Responsiveness Competitive Intensity Technical Turbulence Organisational Systems Business Formalisation Performance Centralisation Departmentalisation Reward Systems Developing Market Orientation in China Source:Jaworski.B and Kohli.A (1993)

  10. Useful Models FirstPreviousNext Push and Pull Factors Affecting International Growth Pull Factors Motives Push Factors Motives • Saturated home • market • Limited growth • Escape from inflation • Increasing regulation • Costs • Competition in home • market increasing • Follow customer • Internationalisation • of industry • Create international • network • Competitive drivers • Market • liberalisation International Growth Method of Growth • Licensing • Agents • Franchising • Joint development • Acquisition • New development Direction of Growth • Product/Market

  11. Useful Models FirstPreviousNext IMP Interaction Model ENVIRONMENT: Market structure; Dynamism; Internationalisation; Position in the supply-chain; Social system RELATIONSHIP ATMOSPHERE: Expectations; Power/dependence; Cooperation; Closeness Customerr Supplier Short-term exchange Episodes: Product/service; Information;Financial and Social • Organisation • Structure • Strategy • Technology • Organisation • Structure • Strategy • Technology Interaction Process • Individuals • Aims • Experience • Individuals • Aims • Experience Long term elements Investments and adaptations Seamus O.Reilly Ford/IMP Relationship Development Model

  12. Useful Models FirstPreviousNext Ford/IMP Relationship Development Model

  13. Refer to the following: Jack Meredith (1993), Theory Building Through Conceptual Models - IJOPM, Vol. 15, No 3. Chad Perry (1998), Processes of a Case Study Methodology for Postgraduate Research in Marketing - EJM, Vol. 32, 9/10, pp 785-802. FirstPrevious Selected References

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