Conclusiones y recomendaciones generales - σ evaluaciones de distancia en promedio para una co

σ evaluaciones de distancia en promedio para una consulta por rango. Para recuperar una fracción f del total de elementos del conjunto, por Chebyschev (ver sección

8. Conclusiones y recomendaciones generales

“Know yourself and your opponent to be guaranteed victory”

MARKETING LEADERSHIP AND PLANNING STUDENT NO - 12610882

According to Sun Tzu, I need to assess myself as the final piece to be aware of as other pieces were well audited and formulated strategies accordingly for implementation.

As per the evolution of leadership styles I need to assess what describes me best and then to identify how to change my style to best suit for what implementation requires from me to be.

Based on the assessment it revealed that my current leadership style is more in to active transactional approach and since marketing plan requires transformational leadership to direct to new vision, I need to be open minded about my current style and be flexible enough to think and decides how transformational leader will cope up with such issues.

It is recommend sustaining and enhancing the strengths of my leadership style, applying them more to be a good leader whenever possible and understand weakness of my style and try to minimize them by being opening up for many alternatives.

It is also recommend organizing friendly discussion sessions on personal development among colleagues to describe one or two top of mind good personality and leadership characteristics and discouraging personality and leadership characteristics. This will helps to understand others true

Strengths of style

• Proactively identifies possible problems and do

what is required.

• Authority and decisions shared with employees • People oriented and believe in work with people • Willingness to share knowledge and develop

people

• Earn respect by giving respect

• Communication is considered as key to build

relationship.

• Satisfaction through problem solving and

ownership of my suggestions to implement

• Inspired by the team spirit and put extra effort to

be key member of the team

Weaknesses of style

• Effectives of short term project

implementation.

• Risk is taken if and only if necessary • Unable to build strong emotional bonds

• Too much sensitive for issues and

overreacting

• Need of continuous follow up for already

distributed tasks

• Less tolerance for ambiguity

• Second thoughts in hiring smarter people

from outside and over believe in training and developing internal staff.

MARKETING LEADERSHIP AND PLANNING STUDENT NO - 12610882

According to the saying “Leaders are born not made” this is true that some people posses certain characteristics from birth but I believe still people can be good leaders if they want to be and if they have understand themselves well. Understanding yourself is the initial step and by learning and practicing and through experience we can eventually adapt to good practices which will make us good leaders.

Following recommendation need to be constantly follow in order to inculcate required style to my behavior. It is recommended to try to inculcate entrepreneurial style if possible and ultimately I will be ending up being good transformational leader.

• Believing on my own fate is in my hand ( Internal locus of control) • Tolerance of ambiguity

• Willingness to hire smarter people outside if internal staff does not have potential at the

moment and justifying internal staff regarding this.

• Consistent drive to create, build or change not motive by money but by challenge and

betterment of all

• Passion for achieving results • Optimism and risk taking

• Sense of urgency, to finish as soon as possible without waiting. • Perseverance to see Lankem as world class business entity.

• Resilience, change Lankem culture to accept mistakes and learn through them but take actions

on repeated same mistakes.

• Lankem.lk (n.d.) Lankem.lk . [online] Available at: http://www.lankem.lk [Accessed: 15 Nov

2012].

• Lankemrobbialac.lk (n.d.) Lankem ROBBIALAC . [online] Available at:

http://www.lankemrobbialac.lk [Accessed: 18 Nov 2012].

• Kotler, Philip, Marketing Management: Analysis, Planning, Implementation and Control, 9th

ed. Prentice-Hall, Upper Saddle River NJ, 1997. p 68

• Riley,J(2012) Business objectives.[online] Available at: http://

www.tutor2u.net/business/strategy/objectives.htm[Accessed :22 Nov 2012]

• (Drucker, Peter F., "The Practice of Management", 1954. ISBN 0-06-011095-3) • Johnson and Scholes (Exploring Corporate Strategy)

• Multilac.com (1981) Multilac, The World Class High Quality Paints Exported From Sri

Lanka. [online] Available at: http://www.multilac.com/ [Accessed: 11 Nov 2012].

• Dulux.lk (2012) Dulux. [online] Available at: http://www.dulux.lk [Accessed: 11 Nov 2012].

• Strategic Planning (1979). George Steiner. Free Press

• Nippolacpaints.com (2008) Nippolac Paints. [online] Available at:

http://www.nippolacpaints.com/ [Accessed: 13 Nov 2012].

• The Rise and fall of Strategic Planning (1994). Henry Mintzberg. Basic Books

• Causewaypaints.com (n.d.) Causeway Paints Lanka Limited . [online] Available at:

http://www.causewaypaints.com [Accessed: 12 Nov 2012].

• Data and statistcs unit (2012) Central bank report 2011/12. [report] Colombo: State printing

corporation.

• Data and statistcs unit (2011) Central bank report 2010/11. [report] Colombo: State printing

corporation.

• Marketing division (2012) Marketing and sales analysis. [report] Colombo 02: Lankem

Paints Limited.

• Robert S. Kaplan and David P. Norton, “Using the Balanced Scorecard as a Strategic

MARKETING LEADERSHIP AND PLANNING STUDENT NO - 12610882

APPENDIX 01- LANKEM ROBBIALAC PAINTS

LIMITED

Lankem Robbialac also

ABOUT LANKEM ROBBIALAC

Lankem Paints Limited is one of the leading decorative and protective coatings manufacturers in Sri Lanka founded in 1984 under the wings of Lankem Ceylon PLC, the parent company. Company acquired a international brand name ‘Robbialac’, and it was the first paint company in Sri Lanka to be awarded ISO 9001:2000 Quality Management Systems, ISO 14001:2004 Environment Management and SLS (Sri Lanka Standards) Product Quality. Lankem product portfolio consists of own products and imported products to complete the range, from global coating giants like Akzo Nobel( Netherland), Du Pont ( USA), Alcea and Candis( Italy)

MARKETING LEADERSHIP AND PLANNING STUDENT NO - 12610882

APPENDIX 02

MARKETING LEADERSHIP AND PLANNING STUDENT NO - 12610882

Product/ R&D

• Sustainable

• Low VOC /Odour • Energy saving /effi • Added functionalit • R&D on consumer

rocess, safet , for

Enter new markets

• Create markets needs

through product differentiation, entering new geographies or channels.

• Invest in distribution &

Brand e uit Changing reg • Keep track of chemical regula safety standards • Back up clai scientific eviden • Labeling requir Branding / marketing • Invest in branding, advertising, promotion and distribution. • Exploit opportunities through demographics, health benefits and life st les.

Figure 19-Key success factors of paint indusrty

MARKETING LEAD trends ciency y , packaging, mulations lations changing tions and ms with ces ments

ERSHIP AND PLANNING TUDENT NO - 12610882

MARKETING LEADERSHIP AND PLANNING STUDENT NO - 12610882

APPENDIX 03 1.1 CURRENT VISION OF THE PARENT COMPANY

“To be the front runner in the chemical industry in Sri Lanka”

Based on the characteristics a vision should have, current vision is inspirational to be the front runner but it restricts the company being expanded across the borders by saying in Sri Lanka. This vision was formulated three decades back when the parent company started in Chemical business but today it has diversified to hospitality, plantation sectors as well. Hence it should generalize accordingly to suit all the SBUs.

1.2 PROPOSED VISION FOR THE PARENT COMPANY

“To be the world class in each and every business and territories we operate in”

This new vision has generalized the intension of being world class whatever the business Lankem Ceylon PLC operates in irrespective of geographical boundaries.

1.3 CURRENT MISSION OF THE PARENT COMPANY

“Our mission as a manufacturer and formulator of chemical products is to expand our business

through value addition and quality assurance with a commitment to society to continuously improve

management and performance in the areas of health, safety and the environment”

While vision defines the broad long term inspirational direction, mission should describe the path of reaching intended destination. But this mission statement does not define how exactly Lankem is going to reach its inspirational destination.

Current mission defines the type of business the company is in by saying a manufacture and formulator of chemical products. For a diversified business model like Lankem Ceylon PLC this business type should be generalized covering both production ( Chemicals, Agro chemicals Paints, bitumen, FMCG goods, plantations) and services ( hospitality, construction) aspects.

MARKETING LEADERSHIP AND PLANNING STUDENT NO - 12610882

Current mission strives towards the current vision by expanding the business, which is expected to be an integral part of mission statement but through value addition and quality assurance. This statement is applicable only to customers for products and services as it suggests but not to entire stake holders. Mission clearly defines its intention to excel on corporate social responsibility in terms of health, safety and environment. Mission does not imply Lankem intention towards employees, suppliers, and shareholders. Values are not clearly defined for parent company as well.

1.3 PROPOSED MISSION FOR PARENT COMPANY

“Our mission as a professionally efficient innovative solution provider for customer requirements who never compromise quality for any reason is to ensure well being of customers, employees, wider society and environment while maximizing profits and shareholder wealth throughout the journey to

become world class business entity.”

This proposed new mission statement covers all aspects existing mission is lacking of. It has given firm direction as world class and shows how Lankem can reach its destination. It also presents organizational beliefs towards stakeholders, values of the organization inspirational motivation for becoming world class entity.

MARKETING LEADERSHIP AND PLANNING STUDENT NO - 12610882

APPENDIX 04 1.0 DEFINITIONS

1.1VISION

According to De Wit and Mayer (2005) strategic vision outlines the desired future at which the organization hopes to arrive.

This means that it provides foresight to see the future, helps to define Lankems’ position in projected future. It serves as a concrete foundation for Lankem to derive mission, objectives and strategies.

1.2 MISSION

The word “Mission “comes from the Latin word mittere that means “to send”

“The mission underpins the vision and describes how it wil l be realized. This means that it needs to be

more specific and reflect the organization’s standards in areas such as customer service, employee

relations, product or service quality and reliability, and profitability”

-Kotler, Philip, Marketing Management: Analysis, Planning, Implementation and Control, 9th ed. Prentice-Hall, Upper Saddle River NJ, 1997. p 68 De Wit and Mayer (2005) identify another three components of the corporate mission.

• Organizational beliefs- Stakeholders work in unison with common understanding • Organizational values – Compatibility of organizational values and personal values • Definition of the business – as an example Lankem is in paint coating business

According to Camplell and Yeung (1991) following four functional elements will determine the strength of the mission.

• Direction – Strategic direction of the organization

• Legitimization - Legitimates its activities to stakeholders • Motivation – Inspire employees to work together

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1.3 OBJECTIVES

"Objectives are statements of specific outcomes that are to be achieved"

-Riley,J(2012) Business objectives.[online] Available at: http:// www.tutor2u.net/business/strategy/objectives.htm[Accessed :22 Nov 2012]

Peter Ducker Suggested that corporate objectives should consist of eight components Market standing Market share, customer satisfaction, product range Innovation New products, better processes, using technology Productivity Optimum use of resources, focus on core activities Physical & financial resources Factories, business locations, finance, supplies Profitability Level of profit, rates of return on investment Management Management structure; promotion & development Employees Organizational structure; employee relations Public responsibility Compliance with laws; social and ethical behavior

(Drucker, Peter F., "The Practice of Management", 1954. ISBN 0-06-011095-3)

Many business textbooks suggest that both corporate and functional objectives need to conform to a set of criteria referred to as an acronym SMART.

Specific The objective should state exactly what is to be achieved.

Measurable An objective should be capable of measurement – so that it is possible to determine whether (or how far) it has been achieved

Achievable The objective should be realistic given the circumstances in which it is set and the resources available to the business.

Relevant Objectives should be relevant to the people responsible for achieving them Time

Bound

Objectives should be set with a time-frame in mind. These deadlines also need to be realistic

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1.4 STRATEGIES

Strategy comes from the ancient Greek word meaning the art of leading an army. The concept of strategy was being applied to business after World War II in the USA.

"Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a challenging environment, to meet

the needs of markets and to fulfill stakeholder expectations".

- Johnson and Scholes (Exploring Corporate Strategy) “Strategy is that which top management does that is of great importance to the organization. Strategy refers to basic directional decisions, that is, to purposes and missions. Strategy consists of the important actions necessary to realize these directions. Strategy answers the question:“What should the organization be doing?” Strategy answers the question: “What are the ends we seek and how should we achieve them?””

-Strategic Planning (1979). George Steiner. Free Press.

“Strategy is a plan, a "how," a means of getting from here to there. Strategy is a pattern in actions over time; for example, a company that regularly markets very expensive products is using a "high end" strategy. Strategy is position; that is, it reflects decisions to offer particular products or services in particular markets. Strategy is perspective, that is, vision and direction.”

-The Rise and fall of Strategic Planning (1994). Henry Mintzberg. Basic Books.

There are many definitions for the term” Strategy” and when accumulating the cream of all definitions we can identify three major aspects a strategy. Strategy should reflect following characteristics.

• Strategy should provide widespread in their effect on the organization to which the strategy refers • Strategy should define the position of the organization relative to its environment

• Strategy should have the capability to move the organization closer to its long-term goals

Strategy is more than a single decision .It is the total pattern of the decisions and actions that influence the long-term direction of the business. Observing the total pattern of decisions gives an indication of the actual strategic behavior

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1.5 RELATIONSHIP ORIENTATION

“Process of identifying and establishing, maintaining, enhancing, and when necessary terminating

relationships with customers and other stakeholders, at a profit, so that the objectives of all parties involved are met, where this is done by a mutual giving and fulfillment of promises.”

- Gronroos (1997)

“Relationship marketing refers to all marketing activities directed toward establishing, developing, and maintaining successful relational exchanges.”

-Morgan and Hunt (1994)

“Relationship marketing is the process of identifying, developing, maintaining, and terminating relational exchanges with the purpose of enhancing performance.”

In document UNIVERSIDAD DE CHILE FACULTAD DE CIENCIAS FÍSICAS Y MATEMÁTICAS DEPARTAMENTO DE CIENCIAS DE LA COMPUTACIÓN (página 65-71)