Topic: Managing Network Relationship
All networking is awkward.
► Networking is like vegetables. You know they are good for you but you still
don’t eat them.
What is Networking?
Networking:
► The word “networking” has been used in business so frequently that it is now described as a “socioeconomic
activity” involving the meeting of entrepreneurs, professionals and businesspeople in order to form and
maintain business relationships. Through these relationships, they are able to recognize or create business
opportunities, and act on them.
► The most successful businesses are those who have a good standing in the industry, and this denotes a good
relationship with those that they do business with.
► Networking is not merely the act of two people exchanging business cards, shaking hands and making a toast
while drinking together. It is a far more complex activity, which is why many approach it with caution and a
lot of care.
Importance of Networking :
► Networking provides great opportunities to establish business contacts and referral networks.
► Networking allows you to learn the dynamics within the industry, particularly of the industry that you or
your business belongs to.
► Networking opens doors to a lot of business opportunities.
► Networking is a means to help in the development and flourishing of knowledge resources.
► Networking aids in finding new career opportunities and opportunities for professional development.
Managing Network Relationship
Relationship Management and Networking
5 Tips of Managing Network Relationship
► Encourage and facilitate relationship development.
► Invest in knowledge and skills
► Provide a CRM solution.
► Optimise the mix of meetings.
► Review the use of sponsorship and partnership.
The Rise of the Network
organisations
The Rise of Network organisations
• network organization is a collection of autonomous firms or units that
behave as a single larger entity, using social mechanisms for coordination
and control. The entities that make up a network organization are usually
legally independent entities (separate firms) but not always.
Networked based organizations may effectively combine teams which c
onsist of empoweredemployees, consultants, suppliers, and even custo
mers to solve one-time problems or take advantage
of fleeting market opportunities. These advanced business entities poss
ess three primary attributes: (1) structure is more important than strateg
y; (2) performance and knowledgetrump credentials; and, (3) human res
ources are an organization’s only sustainable advantage(Picot, 1999). T
his paper examines the emergence of network organizations, their pred
ominantcharacteristics, their transformational effects, and their informati
on manager’s role withi. .This dynamic organizational structure
Topic: The rise of network organisations
THE RISE OF RELATIONSHIP MARKETING
WITH SOCIAL MEDIA
• Effectively and efficiently using the internet as a
strategic channel requires a combined domain of
various marketing practices. First, given the interactive
nature of the channel, the internet allows the
establishment of interactive relationship with different
audiences, large scale, synchronous or diachronic
individualized and personalized (interactive marketing).
Organization committed to taking with and listening to
the public can enjoy the constant enrichment of their
database. It is based on the collected information.
ORGANISATION & RELATIONSHIPMARKETING
• Management experts and organizations have
come a long way in terms of their outlook to
the internal and external environment. Today,
Organizations have begun to understand and
recognize the relationship that exist between
the stakeholders, the employees and the
customers who provide the reason as well as
the resources for the organization to exist and
grow. The number of relationship that the
organization is required to manage and
spread over several years.
TOPIC: DEVELOPING THE RIGHT INTERFACE STRUCTURE & PARADOX'S
OF ORGANISATIONS
DEVELOPING THE RIGHT INTERFACE STRUCTURE
• Relationship mmarketing and network organisations are rather directions &
intentions emphasizing properties in marketing & organisations which have
been neglected but now give much prominence. Developing the right structure
would be quirky.
PARADOXES OF ORGANISATIONS
• Paradoxs are absurd or contradictory when people don’t understand it. There
are some pardoxs of organisations which are given below :
i. The larger the global corporations, the more important the small local firms.
ii. Organisations want to become bigger without growing.
iii. Network organisations have small body with big brain ( the idea of
glocalization)
Topic: Partnerships, Creating Value Through Collaboration
Partnerships:
What is the Created Value of a Partnership?
The created value building
block of the Partnership
Canvas constitutes the
output of the collaboration.
By combining value inputs
from both partners in a
collaboration activity, value
is transferred between them.
This collaboration enables
the creation of a new form
of value for each partner,
which they can apply to their business model.
An example of creating value in a partnership:
The created value from the IBM-Apple partnership design
This example concerns the partnership between IBM, and Apple, announced in 2014. For IBM, the strategic
intent was to improve their users’ experience, by offering their enterprise-grade secured software on a
more user-friendly, and better designed device. For Apple, the intent of the partnership was to get a
stronger positioning in the enterprise market for their devices. Essentially Apple is designed to serve a
consumer market, which puts the company in a juxtaposition to serving an enterprise market.
Creating Value Through Collaboration:
Corporations, non-governmental organizations and other major institutions increasingly conclude that they will be more
successful in attaining their individual objectives by collaborating with other partners with aligned interests. This realization
has accelerated because of the emergence of a growing number of global-scale problems — water resource scarcities,
challenges to producers in providing sufficient quantities of food products, limits for key raw materials in manufacturing
operations — as well as a heightened understanding that no single institution has the capacity to provide solutions to these
and other challenges.
As the dialogue on global collaboration needs and opportunities is transacted across business, government, multi-lateral, NGO
and academic institutions, several themes are emerging. They include:
❑ Successful collaboration ultimately can change the core strategy and social purpose of the business enterprise.
❑ Transformational collaboration requires a commitment to build and sustain relationships over the longer term.
❑ Executives must possess a system-level understanding of societal and environmental changes that are transforming the
global economy and civil society.
❑ Voluntary collaboration initiatives are important but not sufficient to develop solutions to global scale problems.
TOPIC- PORTFOLIO RELATIONSHIPS
Portfolio
Portfolios provide a
mechanism for
conceptualizing and
managing the customer,
supplier and indirect sets
of relationships which
surround a firm.
Portfolio
Relationships.
Portfolio of Relationship is
measured by applyIng a mix of objective
, Judgemental or subjective factors. They
are,
1. Length of Relationship
2. Importance of the customer
relationship.
3. Friendship.
4. Co-operation in product
development.
5. Social distance.