C design presentation
Download as PPTX, PDF0 likes332 views
C Design is an architectural design firm founded in 1983 with core values of loyalty, honesty, humility, and dedication. While initially a market leader, C Design's introverted personality caused it to lose its leadership position. It hired a consultant to develop corporate strategies to clarify its strategic orientation, integrate units, and allocate resources. The strategies included setting objectives, analyzing external and internal factors, defining strategic options, and developing long-term and action plans. C Design's 4-phase growth strategy focuses on marketing, repositioning its brand, developing new designs, and hiring experts. Its HR strategy aims to strengthen its contribution to executing business strategy by putting people first and developing efficient HR solutions.
C design presentation
- 1. C DESIGN Websites, Micro sites, Digital Campaign, Social Media, Games
- 2. ABOUT  It takes dedication, vision, and a true passion for design to grow a successful architectural practice. To fulfill that ambition, it also takes integrity. So when Francis Greenway founded C design in 1983, he built the company on four core values: loyalty, honesty, humility, and dedication.
- 3. SITUATION  Initially, C Design almost positioned itself as Sydney’s market leader in design services, and was responsible for some of the most recognizable brands and identify systems in Australian business and public sector but due to his team classic introvert personality C Design no longer a market leader in design but a business under siege and one in grave danger of becoming outmoded.
- 4. CORPORATE STRATEGY  C Design hired People consultant to prepare strategies for Clear setting of strategy and consensus of organizations strategic orientation. For the support of understanding external partners needs, Integration of different units to achieve joint objectives & also determination of resources allocation priorities.
- 5. SCOPES OF CORPORATE STRATEGIES  Setting objectives and shareholder expectations  Identification of strategy development constraints  Definition of structure and range of external and internal analysis (especially market, regulation, customers, processes and technology analysis)  Provision of external and internal analyses  Synthesis of findings and evaluation of future trends affecting the industry  Definition of long-term strategic objectives  Definition of strategic options, their assessment and selection  Long term business plan development  Preparation of action plans for implementation
- 6. BUSINESS STRATEGY  4 PHASE GROWTH STRATEGY:  Phase 1 – Develop a marketing plan for new business.  Phase 2 - Plan was auctioned for repositioning brand.  Phase 3 – Focus on developing new designs.  Phase 4 – Hiring new & expert staff.
- 8. HR STRATEGY  One of the key success  Based on the HR factors for C Design is Strategy Framework, C putting their people first. Design can be uniquely Today HR executives positioned to assist need to develop efficient organization to and effective, simple yet strengthen its strategic powerful solutions to the role and contribution of business. However it HR function to ensure remains difficult to the execution of business determine the exact strategy. contribution of the HR function to achieve these objectives.
- 9. STRATEGIC MARKETING PLANNING Business purpose Industry Company Core strategy analysis analysis Competitive Competitive Market target positioning advantage Control Implementation Organisation Marketing mix
- 10. STRATEGIC MARKETING PLANNING  “Marketing is to invest in  Strategic Marketing is all customers and customer about: portfolios to get wanted  Getting and keeping competitive long-term cash flows from them. advantage? This is achieved through an exchange and fulfilment of  Matching distinctive abilities to promises, which facilitates the specialised customer needs? process of acquiring  The interplay of customers, and maintaining and environment, goals and enhancing relationships with strategies? these customers, and when  Analysis and hard work? necessary terminating these relationships, so that the  Inspiration, creativity and luck? financial and non-financial goals of all parties involved in the network of suppliers, customers and other stakeholders are met” Grønroos (2003)
- 11. HR STRATEGY OBJECTIVES (Cont…)  Providing accessible, speedy, cost- effective, bi-lingual and responsive services for departmental management, individual members of staff and other clients of Human Resources. This service will include the provision of strategic vision, specialist advice and practical support.
- 12. HR STRATEGY OBJECTIVES (Cont…)  Developing an integrated set of HR policy statements, codes of practice and guidelines to ensure that common standards prevail throughout the organization, ensure that due and proper consideration of health and safety issues is reflected in its policies; providing high quality management information, recommendations and advice to senior colleagues on HR issues, employment law, statutory compliance, national and local collective agreements, and professional good practice.
- 13. HR STRATEGY OBJECTIVES  Providing individual members of staff with information relating to staff development and training opportunities, pay and other benefits, pension scheme entitlements, retirement options, flexible working arrangements and Family Friendly policies.
- 14. HR PLAN IMPLEMENTATION  Recruitment & Selection  Training and Development  Retraining and Redeployment  Retention Plan  Downsizing plans  Managerial Succession Planning  Job Analysis
- 15. ASSOCIATED RISK  Emotional drivers  Cultural context  Trust  Decision-making processes  Change and unpredictability  Competition  Tacit knowledge  Overall complexity
- 16. CONCLUSION
- 17. C Design should design Performance management system which includes: •planning work •setting expectations, •developing the capacity to perform, •continuously monitoring performance, and •Evaluating it.