Organizational Issues in Marketing And Sales

Negotiation Steps: Introducing New Products

Introduction to new products

Companies have several options:

1. Buy more companies
2. Buy patents from other companies
3. Buy a license or franchise from another company
4. Introducing new objects into the world
5. Improve existing products

The innovation imperative

Continuous innovation is a necessity

New-product success

Incremental innovation vs. disruptive tech

Exploitation and Exploration

Exploitation: Taking advantage of current or known technologies to do things in a new or novel way - Refinement, Efficiency, Selection, Implementation

Exploration: The process of seeking new technologies or new ways of doing things - Search and variation, Risk-taking, Innovation

Exploration refers to learning and knowledge development intended to increase organizational performance through the exploration of new possibilities. Exploration can be thought of as the invention or discovery of a new technology.

The right balance of exploitation and exploration by having

Some parts of the organization focus on exploitation, i.e., defender, and other parts focus on exploration.

How to generate ideas:

• Employee interaction
• Interacting with strangers
• Studying competitors
• Adoption of creative techniques
• Mindmap
• Attribute listing: Lists the attributes of an object, and then modifies each attribute.
• Forced relationships: list different ideas and consider each one in relation to each of the others.
• Analysis morphological: start with a problem, then think about size, medium, energy source.

ORGANIZATIONAL DEFENSIVE ROUTINES (ODR)

They are defined as any action, criterion or practice that prevents participants in the organization from feeling embarrassed or threatening and, at the same time, prevents them from discovering the causes.

A routine is a repetitive and recognizable pattern of interdependent actions involving multiple actors.

ODRs are an obstacle to organizational learning!

TYPES OF CHANGE

• Planned and unplanned

Revolutionary versus evolutionary• Organizational continuity and discontinuity of the external environment MODELS OF CHANGE PROCESSES The triggers can be internal (often carried out by external forces, improved productivity, conflictreorganizations) or external (market forces, legislation, technology, social, political). THE PROCESS OF MODIFYING LEWIN'S THREE STEPS: consists of three stages: • unfreeze, overcoming inertia and dismantling existing mentality and habits; • transformation, things are no longer as before but have not yet reset; • refreeze, we return to the previous solidity, but with the change that has taken place. Over time, the status quo reaches its desired state. The changes are driven by different forces that are counterbalanced by restrictive forces that resist change. IN WEICK MODEL, WE IDENTIFY SEVERAL STEPS: THE AND QUINN CONTINUOUS CHANGE • Freeze: allows you to find and strengthen your daily patterns • Rebalancing: reducing barriers to

everyday models so that continuous change can flow more freely

• Unlock: Innovating ways to ensure continuous change

8-STEP MODEL

There are eight steps to transform your organization:

EVOLUTIONARY AND REVOLUTIONARY CHANGE

Revolutionary change can be seen as a disruption of the system, after nothing will be the same.

An organization's fundamental mission is to survive. Most of the time, organizations survive by continually solving problems and trying to improve the way things are done. Sometimes, however, survival depends on a completely new raison d'etre with completely different products or services or both.

• Evolutionary change. Undoubtedly, more than 95% of organisational changes are evolutionary. Resistance to revolutionary change is really strong. Most of the changes involve step-by-step improvement to solve a problem or modify a larger part of the system. Evolution implies continuous change, small continuous adjustments created simultaneously between units, can accumulate and

create substantial changes. In this case, the fundamental nature, or deep structure, remains undisturbed.

➢ Revolutionary change. It occurs in leaps and bounds, shots and interruptions, not incrementally and linearly. In this case, it is the deep structure that is the object of change.

RESISTANCE

We can highlight the concept of Resistance. According to this concept, people do not resist change "for itself." They resist THE OF CHANGE and per the PERCEIVED LOSS ASSOCIATED WITH CHANGE. Which type of "loss" isen?

It is the loss of the known and the anxiety associated with the unknown and with the loss of freedom of choice.

Therefore, people must stop identifying with the old and achieve closure before they can embrace the new: they should surrender role, positions, titles, and they should deal with ambiguity, confusion, despair and reorient. They should learn new skills and new competencies and they should develop a new vision for the future.

Tactics for dealing with

resistanceEducation/communicationParticipationFacilitation and supportNegotiationKubler-Ross change curvesIndividuals experience these stages during change phases... notes these are also the stages individuals experience when trying to cope with traumatic eventsGROUP DECISION MAKINGCOESION FACTORSConflitto:IMPROVE DECISION-MAKING IN GROUPS:

• Initial criteria: What defines the success of a decision?
• Full search for information (biases, group think avoidance)
• Engage in a critical and reflective assessment of the options
• Review pros/cons of alternatives
• Implementation plans

GROUPTHINK PROPERTYPARADOXES OF CHANGETECHNOLOGICAL CHANGESTHE MODERN RETAIL MARKETING ENVIRONMENTRole of technology:

• Retailers use technology for business operations, to enhance the consumer shopping experience inside the store, and Internet/social media strategies
• but also to produce forecasts, control inventory costs, and order from suppliers, reducing the need to discount

run sales to clear out languishing products

Technology has two effects

• Substitution effect: (mostly) of labor by technology
• Scale effect: (such as) provides time for new activities, boosts productivity, reduces costs

Example, New10

Some McDonald's restaurants have introduced self-serve kiosks as part abroad ranging strategy to create a "restaurant of the future," said Jason Trussel, who owns five McDonalds restaurants. He told CBC the machines are not going to replace human workers. In the past 18 months, his staffing levels have increased by 66 employees. Trussel introduced the kiosks about a year Aug.

The machines simply give people more options, which brings in more customers and requires more staff.

The machines shifted some labor from front-end cashier work to the back-end kitchen, or even created the demand for table service.

THE RELATION BETWEEN TECHNOLOGY AND SKILLS

Human progress is a story of specialization

Technology reduces the cost (and time) for basic needs

products and Enables people to spend time and money on more sophisticated products

The substitution depends on skill/technology complementarity

HIGH-RELIABILITY ORGANIZATIONS (HRO)

The High Reliability Organization (HRO) is an organization that aims to avoid disasters in environments where you can expect, due to risk factors and complexity, accidents whose consequences can be fatal, in terms of human lives, and capable of causing natural disasters.

1. Attention to failures: HROs cannot learn from their failures because, when these occur, they have irreversible effects (loss of life, environmental disasters, etc.). They focus on failures before a malicious event occurs, encouraging a culture of reporting and critical discussion around errors and incidents, so that it is possible to learn from situations of marginal errors and prevent them before they become larger;
2. Attention to doubt and operational scepticism: HROs are oriented to maintain a constant openness to skepticism about the

routine amministrata, favorendo la presenza di comitati di controllo, rotazione dei compiti e l'utilizzo di risorse umane in grado di portare nuove esperienze e professionalità; per mantenere una3. Sensibilità operativa: capacità di HRO di concentrarsi attentamente sulle operazioni, gestendole con continui aggiustamenti che impediscono che piccoli errori si accumulino e scatenino eventi catastrofici;4. Resilienza: capacità di rimanere flessibili rispetto alle variazioni ambientali. Implica la capacità degli HMODE di gestire in modo efficace e in tempo reale il problema imprevisto, nel momento stesso in cui si verifica;1. Fluidità delle decisioni: la presa di decisioni migra alla persona con la conoscenza unica e necessaria per affrontare la complessità della situazione data;MODELLO DI STRESS E JDRMODELLO JDRRISORSE RICHIESTE DAL LAVOROIl modello Job Demands Resources (JDR) sin dalla sua prima formulazione (Demerouti, Bakker, Nachreiner e Schaufeli, 2001) è stato molto popolare e ancora oggi è riconosciuto come uno dei principali approcci pera series of statements related to job demands and job resources. Employees are asked to rate the extent to which they agree or disagree with each statement. The responses are then used to assess the levels of job demands and job resources in the workplace. The JD-R Monitor provides valuable insights into the levels of stress and burnout experienced by employees. By identifying the specific job demands and resources that are most strongly associated with stress and burnout, organizations can take targeted actions to improve the work environment and support employee well-being. In conclusion, the study of stress in the workplace is an important area of research. Understanding the factors that contribute to stress and burnout can help organizations create healthier and more productive work environments. The JD-R theory and the JD-R Monitor provide valuable tools for assessing and addressing these issues.a series of questions that assess the various job demands and resources, well-being and behaviors/benefits. After completing the questionnaire, participants receive immediate and personalized online feedback on their device about their most important job requests and resources, as well as their level of well-being and other results. This feedback mode is interactive and employees can use it to discuss with their supervisor possible changes in their work or to ask for help in case of decreased well-being. STRESSORS, New1001COPING STRATEGIES In psychology, the term coping "adaptation strategy" refers to the set of adaptive psychological mechanisms put in place by an individual to deal with stressors.