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Manchester Products: A Brand Transition Challenge

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on 6 October 2014

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Transcript of Manchester Products: A Brand Transition Challenge

MANCHESTER PRODUCTS
IMPLEMENTING CHANGE
BACKGROUND
LEWIN'S CHANGE
Management Model
GAP ANALYSIS
KOTTER'S 8-STEP
CHANGE MODEL

CONCLUSION
NEED FOR CHANGE
External Environment Pressures & Internal Organizational Pressures
hypercompetition
fashion
economic downturn
integration

reputation
Step 5
Step 4
Step 3
Step 1
7S FRAMEWORK
CHECKLIST QUESTION
7S FRAMEWORK
FORCE-FIELD

ANALYSIS
PUSH & PULL STRATEGY

Paul Logan Inc.
high-end fashionable consumer goods
a true lifestyle brand
looking to divest
Reasons for PLFD acquisition

DIAGNOSIS THE CHANGE
USE TO DIAGNOSIS
FORCES FOR CHANGE
Long-term revenue
Market demand
Customer expectations
unsustainable costs
competiton
FORCES AGAINST CHANGE
Company culture
Time constraints
viability of new manufacturing
client adoption
conversion costs
hierarchical
transparent hub
total: 20
total: 14
ultimate goal:
provide a complete household furniture products in the mid to upper price points
to accomplish this: access household distribution outlet
Where are we now?
Where do you want to get?
How will we get there?
unfreeze
change
refreeze
SHARED VALUES
"superordinate goals"
core values of the company that are evidenced in the corporate culture and the general work ethic
STRATEGY
HARD ELEMENT
the style of leadership adopted
employees and their general capabilities
STRUCTURE
SYSTEMS
STYLE
STAFF
SKILLS
Manufacturing Expertise & Great Production Capacity
Durable designs
Manchester Products
looking to acquire
premium office furniture
Manchester Products Inc.
Paul Logan Inc.
Step 2
Step 6
Step 7
Step 8
STRATEGIES
Quick name change, determination to enter the market
WINS
LOSSES
POSTPONE
Use Paul Logan’s brand name, delay changes as long as possible
WINS
LOSSES
GRADUAL
Pick one or two products and to transit PL > Manchester’s name gradually
WINS
LOSSES
IMMEDIATE
TIME FOR PLAYDOH
Basic Premise
there are seven internal aspects of an organization that need to be aligned if it is to be successful
IN THIS CASE,

• Align departments and processes during a merger or acquisition.

• Determine how best to implement a proposed strategy.
HARD ELEMENT
HARD ELEMENT
SOFT ELEMENT
SOFT ELEMENT
SOFT ELEMENT
SOFT ELEMENT
7S model is a good framework
- to help you ask the right questions
– but - it won't give you all the answers!

=>Mind Tools checklist to keep track of how the seven elements align with each other
To perform well,
- these seven elements need to be aligned and mutually reinforcing.
- the model can be used to help identify what needs to be realigned to improve performance
- or to maintain alignment (and performance) during other types of change.
• What is our strategy?
• How are changes in customer demands dealt with?
• How is the company/team divided?

• Where are the lines of communication?
• Where are the controls and how are they monitored and evaluated?
the plan devised to maintain and build competitive advantage over the competition
the way the organization is structured and who reports to whom
High Brand Equity
the daily activities and procedures that staff members engage in to get the job done
Weaknesses
Strong distribution network
Talented Design Team
Strengths
Skills in engineering, ergonomics
actual skills and competencies of the employees working for the company
Weaknesses
What is the corportate culture?
How strong are the values?
How participative is the management style?
Do employees tend to be competitive or cooperative?
Business Diversification
Do the current employees have the ability to do the job?
Are there gaps?
Do the current employees have the ability to do the job?
Are there any skills gaps?
Deficient access to household furniture distribution channel
Strengths
Where do you want to get to?
expand into household furniture in mid to upper price points
introduce more innovative stylish products to fuel growth
Where are we now?
long time leader in the premium office furniture
strong manufacturing expertise and great production capacity
decline demand due to external environment
Create urgency
Form Powerful Coalition
Create Vision for Change
Communicate the Vision
Remove Obstacles
Create Short Term Wins
Build on Change
Anchor the Changes in Corporate Culture
Build employees’ sense of belonging
Quick decisive action conveys fearlessness to competitors
Minimize internal & external confusions of brand name
Cannot leverage Paul Logan’s powerful brand name
Build uncertainty among distributors
Possibility for competitors to gain market share
Culture clash & potential loss of employees
Sufficient time to understand how to integrate both brands successfully
Appease brand-loyal customers and distributors
Capitalize on Paul Logan’s unaided brand awareness
Impending “revenue cliff” in three years
Delays impetus for internal change
High costs of managing two marketing operations and staff
NPD hindered by inability to leverage Paul Logan brand name
Mitigate employee loss from culture clash
Contingency plan to protect against brand failure
Cause confusions to consumers
Possible brand confusion weakens standing against competitors
Our Strategy
combination of the strategy 3 & create a completely new brand at the end of year 3
FIRST YEAR
a. Run MH & Paul Logan in parallel. No customer-facing change

b. Senior leadership of both companies formulate vision for new brand by 2008

c. Vision is formulated and communicated throughout the organization by the end of 2005
SECOND YEAR
a. Companies unify distribution channels and supply chain network

b. MH Engineering and Ergonomics teams collaborate with Paul Logan design team to establish new identity of functional group

c. Distribution gains are realize, cross-pollination of design and engineering breeds new line of products.
THIRD YEAR
a. New brand name rollout; press releases, large corporate party, share vision with the world

b. Recognize individuals who developed specific lines of product through bonus and press releases

melt the ice to make it amenable to change
mold the iced water into the shape you want
solidify the new shape
internal vs external
Realign personal compact
HOW
Communicate a vision
Remove obstacles
Provide resources
Empowerment
Reward
THANK YOU!
Full transcript