Established companies often face the challenge of growing the existing business while concurrently pursuing new ways to develop marketing capability. The rapidly changing marketing environment is making it harder than ever for organizations to compete effectively. Many traditional approaches to organizing the marketing function result in a group that can’t respond to evolving market complexity quickly enough.
Recognizing this challenge, marketers are struggling to reinvent their organizations strategic marketing capability so decision-making can keep pace with the changing marketplace.
Marketing Capability Development is the way to enable the marketing function and the whole organization to excel at customer-centric marketing in order to rapidly identify and mobilize to capture new growth opportunities. By focusing on building marketing capabilities that link directly with the strategic and economic objectives of the business, URconnect India helps clients to create organizations that contribute directly to market growth.
Our Capability building process begins with an analysis of the company’s strategic and profit goals; these elements help define the framework and skills required to create strengths upon which the organization can mitigate market vulnerabilities. Rather than build generic capabilities, we build precision marketing capabilities designed to achieve targeted market and business goals.
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Organizations searching for Capability building knows that it is a long-term, continuing process, in which all stakeholders participate. Capability building is much more than training and includes Human resource development, Organizational development, Institutional and legal framework development.
But still the question remains why you need Capability Building. Though the issue of capability is critical and the scale of need is enormous, but appreciation of the problem is low. If you think that your organization fits in any of the following, you do need URconnect India's Capability building service.
- The link between needs and supply is weak.
- There is a lack of realistic data.
- There is need for support for change.
- Training institutions are isolated - communications are poor.
- Development of teaching materials is inefficient.
- Alternative ways of capability building are not adequately recognized.
Companies facing a discontinuity in their industry or a major strategic repositioning often need to significantly upgrade their overall marketing capability. To facilitate marketing capabilities organizations must identify current strengths and barriers along multiple dimensions, and then develop alternatives and recommendations so that organizations capability aligns with its overall growth.
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The most effective framework connects the dots between these critical imperatives, shaping behavior and culture, and ultimately driving your company’s performance.
- Strategic imagination
- Success Collabrations
- Openess to Change
- Risk Tolerance with Leadership
- Freedom to Explore new opportunities
- Incremental or Breakthrough
- Success- Long term and short term
We help companies change their organizational approach to accommodate the greater complexities of on-line and off-line channels and keep ahead of market pace. This represent three stages within the Capability building process.
- Participative Stage
- Competitive Stage
- Leadership Stage
- build capabilities with intention to merely participate in the market.
- build capabilities sufficient enough to compete in the market.
- develop capabilities, which give them a benchmark or iconic status for a specific capability or a portfolio of capabilities.
In each stage mentioned above, the organization's efforts to build capabilities either receive support or encounter resistance from within (internal dynamics) as well as external environmental factors. As the Capability process starts moving from its current stage to next stage the complexities of internal firms dynamics and external environmental factors also changes. The interactions between internal firm dynamics and environmental factors decide the pace and the extent of movement along the path of capability building.
During the complete capability process you will find the existence of barriers at the end of each stage. To prevail these barriers and to jump on to next stage, organizations require major support at these points. This support can come either from external environment or from within the organization, some of which might be dynamic capabilities built overtime or acquired externally.
URconnect India believes that capabilities are the embodiment of organizational processes and manifested in the organization’s ability to accomplish some specific desired results. These accomplishments doesn't come alone they are accompained mostly with incerased revenues, more customers with insight to new opportunities and issues. The biggest challenge organization faces is dealing with the constant range of issues bidding for more time and money from within the company and external environmental factors.
To deal with the influx of organization you have to carefully follow the capability cycle process. This will help you align your growth with capability and thus resolving the same using a common platform.
Evaluation of Capability building serves two important purposes. It is not only an assessment of whether money has been spent wisely, but is also part of the normal ongoing management to finetune strategies and improve delivery. It is important to recognise that with Capability building there may well be no defined end. It is quite likely that strategies would be adjusted in an evolutionary way - but, ideally, as the result of an evaluation.
It is also important that evaluation is programmed properly from the start. Proper consideration should be given to what to evaluate, when and how.
The figure above outlines a model for evaluating capability efforts. It covers evaluation before, during, and after an intervention and can also be used to evaluate the overall capability within the organisation. The model can be applied to formal classroom training or to less formal on-the-job training, rotations, project work, conferences etc. It consists of six elements:
- During intervention
- Capability acquired
- Performance on the job
- Post intervention