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Assessing and Planning the Future


This module will equip students with the specific industry perspectives necessary to carry out an effective strategic analysis of their own organisation. This will enable them to better understand the role and importance of corporate and marketing strategy, to identify, evaluate andr espond to the forces and influences that impact upon their ability to achieve and sustain a competitive position.

Strategy and direction emerge from analyses of the environment at large.  In the customer contact industry this is changing in ways that cannot be predicted, with a national and global focus making it imperative for organisations to have the capability to develop thei roperations around patterns of decision, interactions and forces. The ability to view the organisation and its activities strategically is a distinctive and critical role executives must learn.  Everyone needs to know the organization’s purpose and direction.

AIMS

The overall aim of the module is to provide knowledge and critical understanding of the process of strategy development and its application, relevant to the industry, but also aims to develop in students those transferable generic strategic perspectives and skills which are key to effective strategic and marketing management.

KNOWLEDGE AND UNDERSTANDING

K1

Demonstrate an understanding of the tools to analyse the customer contact environment for opportunities and threats

K2

Apply practical techniques to understand internal organisational strengths and weaknesses

K3

Construct a strategic marketing position and demonstrate its use for competitive advantage

K4

Apply practical techniques and demonstrate strategic response to environmental influences

INTELLECTUAL QUALITIES

I1

Identify, analyse and synthesize materials from primary and secondary sources that assist in the understanding of corporate and marketing strategy.

I2

Construct and defend a reasoned argument in presentation material.

I3

Be creative in considering topics in marketing and strategic management, including thinking around applied policy issues, drawing on experience and/or lessons learned from the organisation.

I4

Learn through the cross fertilization of ideas from the experience of peers working in different organisations.

PROFESSIONAL/PRACTICAL SKILLS

P1

Apply knowledge of marketing and strategic management creatively to problem solving situations.

P3

Participate in academic, ethical and value discussions that develop from topics studied.

P4

Accessing contemporary strategic management material through: web access to   University of Ulster’s databases, other leading business school material, consulting companies and private sources.

P5

Complete written assignments in a way that demonstrates systematic   Information gathering, accuracy, critical reflection on arguments presented plus detailed referencing.

TRANSFERABLE SKILLS

T1

Demonstrate proficiency in written and oral communication using a variety of media.

T2

Demonstrate an ability to deal with complex issues systematically and creatively.

T3

Demonstrate an ability to take responsibility for development of knowledge and skills.

T4

Demonstrate an ability to learn through critical reflection on existing and evolving strategic marketing practice.

        

CONTENT

Management & Planning

  • How do managers manage
  • Who makes decisions and why
  • The need for formal planning
  • Why make plans for an organisation

Introduction to Strategy

  • Formal and informal planning.
  • Introduction to the process and contemporary models.
  • Challenges of strategic management.
  • An introduction to strategy
  • The evolution of strategy
  • The prescriptive and emergent processes
  • The relationship between corporate and marketing strategy.

The Planning Process      

  • The strategic environment
  • Understanding resources
  • Gathering information for strategic planning   
  • Strategic models and their significance – e.g. Porter and the threat of substitutes
  • Creating a shared vision and mission
  • Defining customer’s and organization’s expectations
  • Organisational culture and the influence on strategy

Strategic Marketing Factors      

  • Understanding markets
  • Understanding competitors
  • Key competitor markets

Developing & Implementing Strategies          

  • Generic strategies
  • Strategy development
  • Stakeholder mapping
  • Evaluating strategies
  • Strategy implementation

Customer Contact Specifics

  • Producing high levels of value: aligning resources, strategy and culture
  • Developing a supporting culture: creating high performance
  • Customer access strategies
  • The collaborative planning process
  • Leveraging key information
  • Customer access strategies
  • Establishing and communicating the contact center’s strategic value
  • UK industry position

print
Take a look at these articles, videos and links
Advanced Planning Techniques - Forecasting & Scheduling
Customer Contact Analysis
Customer Contact Centre Finance (1)
Customer Contact Organisations
Customer Contact Technology
Customer Service Quality
Effective Customer Contact Centre Operations
Financial Controls and Reporting
Industry Investigation
Innovation and Change Project
Introduction to Planning
Leadership and Building Teams
Operations and Quality Systems
Principles of Project Management
The Customer Contact Environment
Understanding Resources
You and Your Development


 

Select the event below to see more detail

2017 Summer Graduation

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