Porsche, Automobile, Changements, political environment, technological environment, social environment, competition environment, strategic repositioning, corporate culture, organisational structure, strategy marketing
Nowadays, it becomes more and more difficult to compete in this global business environment. Companies have to be radically innovative and to realise changes in the organisation in order to survive. Change is often considered as a necessity for companies to survive in a turbulent environment (Hamel, G. & Prahalad, C.K. 1994). Intense international competition and rapid technological change are often mentioned as primary motives for companies to adapt their corporate strategy ([Christensen, 1998], [Eisenhardt and Tabrizi, 1995] and [Sadowski et al., 2003]).
According to Reuter (2000), "management is an art that we have to think constantly to face the constant economic and social evolution". Lots of management models have been created as "best practices", corporate governance and re-engineering for example in order to be more and more competitive.
Because evolution is always most important due to the world economy, the crisis, the global competition, the revolution of technology and communication, companies have to manage change.
According to Kerr,S. "the future is coming so fast, we can't possibly predict it; we can only learn to respond quickly."
That is why leaders have to react quickly and to re-evaluate their positioning, their management style as well as their strategy execution.
[...] Leading Your Organization Through Change: A Management Plan: 5 Rules for Success [online] Available from: http://www.tagonline.org/articles.php?id=266 Peters, T Re-imagine!. London: DorlingKindersey. Reuter, D “Management and change management. Professional Journal Reports” [online]. Available from: http://www.journaldesprofessionnels.fr Ryan, P. & Moroney, M. & Geoghegan, W. & Cunningham, J Framework for a Strategic Repositioning Strategy: A Case Study of Bulmers Original Cider Irish Journal of Management Simms,C. & Trott,P. An analysis of the repositioning of the Mini” brand, Journal of Product & Brand Management. Vol 16. [...]
[...] This new sport and premium compact car will compete with Audi A3 S model and Golf GTI for example concerning the price however, it will compete with Mercedes class C or BMW serie 3 according to the price. This new car will permit to extend the company's product mix as Porsche has not small model. This repositioning to a cheaper car will permit them to increase their sales and to have a type of customers as ladies and people over 30 years old. [...]
[...] The culture of excellence and exclusivity has to be kept and reinforce. Communication and respect between employees and top management have to been promote, indeed, according to the ten principles of management (2004), in order to be successful, managers have to understand the human side of change management, that is to say the alignment of the company's values, culture and people and behaviours to encourage the desired results. The new leaders have to develop a culture of achievement, discipline and ownership in order to success during the implementation of the new strategy. [...]
[...] How and why create change: example of Porsche Table of contents Introduction 3 Why Porsche needs changes? 3 The political environment 4 The technological environment 4 The social environment 4 The competition environment 4 Porsche's strategic repositioning 5 Porsche's change management plan 6 New leaders: 7 Reformulation of the corporate culture: 7 New organisational structure: 7 New learning and training programs: 8 New strategy marketing: strong communication Resistance and fear: 8 4°Implementation of the change and execution strategy Porsche's execution strategy: 9 To establish a sense of urgency 9 Clearly explain the vision 10 To communicate the strategic plan 10 To generate short terms wins 10 To identify and destruct change resistances 10 To imply the human resources management department 10 To show the personal commitment of the manager and the top management 10 To rely on leaders in the company 11 To associate teams in the solving question process 11 10) To involve the middle management to motivate others 11 11) To promote a constant improvement dynamism 11 Conclusion: 12 REFERENCES 12 Introduction Nowadays, it becomes more and more difficult to compete in this global business environment. [...]
[...] He will have the ability to encourage people who innovate and retreat those who do not play the game. we continue to ask executives to work with future methods in applying old recompense and management systems, where only docile employees are promoted, we will stay yesterday!” (Serieyx 2006: 145-150). We understand that the compensation system will also to be fair in order to manage changes and to involve employees in the new strategy. Recognition is important to motivate employees and encourage them to continue their efforts. [...]
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