Research Proposal on "Thought Leadership Marketing"

Research Proposal 14 pages (3696 words) Sources: 6 Style: APA

[EXCERPT] . . . .

Interrelationships of Information Technology and Management

Assessing the Interrelationship of Information Technology and Management: Implications for Organizational Competitiveness

Process Integration and Improvement Is The New Competitive Advantage

Using Business Process Management for Linking IT to Business Strategies

Measuring Interprocess Integration and Management Linkages in Supply Chains

Measures of Supply Chain Performance

The Impact of Interprocess Integration on Financial Performance

Financial Performance Outcomes of Interprocess Performance

Related Sources

The transformation of enterprises from competing on price, production efficiency or the traditional means of gaining and sustaining competitive advantage is changing. The new competitive advantage is knowledge, process integration, interprocess coordination and the synchronization of entire organizational structures to pursue a strategic goal. Information technologies (IT) once seen as ancillary and even as a maintenance function within organizations are now considered a critical link in strategic growth and plan attainment. The use of information technologies to make processes more efficient, integrated, transparent and accountability to customers and suppliers is revolutionizing nearly every process within organizations today.

The challenge for organizations is to get beyond seeing IT as the enabler of computing "dial tones" and instead see it as the basis for enabling greater interprocess communication, integration, accountabili

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ty and speed of response by organizations to market factors. Ultimately the ability of organizations to combine IT, their unique processes, and perpetuate product differentiation is critical. Combining these three factors at a strategic level has the potential to transform process expertise into knowledge as the strongest competitive advantage (Dyer, Nobeoka, 2000). Only through interprocess integration (Chaturvedi, 2005) and the creation of linkages throughout an organization defined at the process level first can these strategically critical objectives be attained. This paper analyzes how organizations can make the journey from being myopically focused on just their IT infrastructures (Bhatt, 2000) to becoming more competitive and responsive to market dynamics.

Introduction

The greatest differentiating factor in global competition today is not the concentrating on a single attribute of a given company getting exceptional results. It is rather on the extent to which organizations can synchronize their many processes, product strategies and systems to achieve a common strategic goal. In aligning systems, processes and products towards a common strategic goal, the role of Information Technology (IT) linkages and interprocess integration becomes critical (Chaturvedi, 2005).

It is the intention of this paper to evaluate the approaches companies are taking to transform processes and the knowledge they generate (Dyer, Nobeoka, 2000) into a competitive advantage over time. The interrelationship of IT and Business Process Management (BPM) (Attaran, 2004) and Business Process Re-engineering (BPR) (Broadbent, Weill, St. Clair, 1999) is evaluated from the supply chain linkage concepts as suggested by Chaturvedi (2005).

When the factors mentioned in this paper are taken into account, it is clear that the greater the level of interprocess integration in an organization they greater the potential to transform process efficiencies into financially measurable results. Detrimental to these efforts however is resistance to change on the part of those being most impacted by interprocess integration. For lasting process-centric change to occur from process integration (Chaturvedi, 2005) change management strategies must be put into place (Broadbent, Weill, St. Clair, 1999) that give those employees affected by the change an opportunity to "own" it. Through the use of analytics including the key performance indicator of The Perfect Order (Columbus, 2008) organizations are increasingly looking to quantify the payback of interprocess integration and efficiency.

The financial implications of having more efficient interprocess integration can also be measured using The Perfect Order as a metric of how effective IT is supporting management strategies. The key performance indicators that comprise The Perfect Order are directly correlated to the financial performance of organizations (Columbus, 2008). This provides a means of tracking financial performance over time based on the extent to which organizations can attain a high degree of process synchronization and interprocess accuracy.

Process Integration and Improvement Is the New Competitive Advantage

The reliance on a one-dimensional competitive strategy is actually a competitive weakness today. Competitors in every industry are finding that by concentrating on process integration first and then automating key process areas, strategies are more effective over time. The popularity of BPM and BPR techniques for re-orienting entire customer-facing strategies is a case in point (Eardley, Shah, Radman, 2008). Taking a process-centric view for example of supply chains on the part of Toyota Motor Corporation led to the development of the Toyota Production System (TPS) (Towill, 2007). This is a fascinating approach that this auto manufacturer has taken to transforming their supply-side and Supplier Relationship Management (SRM) processes into a global competitive advantage.

The concentration on transforming accumulated interprocess integration knowledge into a competitive advantage (Dyer, Nobeoka, 2000) shows in concrete terms how a process-centric view to transforming organizations can turn knowledge into a potent competitive advantage. This supports the findings of other researchers who have noted that competitive strength is dependent on supply chain performance (Chaturvedi, 2005). What is unique about the process-centric integration Toyota accomplishes with its suppliers is that it also seeks to indoctrinate them about their values as well. This interprocess integration with suppliers outside the four walls of their organization carries with it a high degree of accountability and trust as well (Liker, 2003). The conclusion drawn from this observation is that for interprocess integration to achieve close to its potential in organizations there must also be accountability, transparency and trust. All of these factors taken together from a process-centric viewpoint lead to a competitive advantage that is globally recognized as one of the best in any industry.

Toyota's reliance on the TPS as the foundation for transforming Supplier Relationship Management (SRM) strategies into knowledge-based competitive strength over and above just price is considered the most and difficult to replicate competitive advantage of Toyota (Hoon, 2007). Their use of the TPS as a means to move into new markets has been proven in the U.S. And Europe, where expansion has been successful against entrenched competitors.

The essence of Toyota's ability to transform interprocess integration to knowledge is in the judicious use of technology coupled with BPM and BPR strategies that concentrate on continuous improvement (Liker, 2003). What also differentiates Toyota from other companies who have attempted this level of interprocess integration only to see lesser results is their use of collaboratively-based IT technologies as well (Liao, 2008). What is also so powerful about this example is that it shows the long-term, quantifiable impact of successfully combining processes, systems and gaining buy-in from the people whose roles changed significantly. The TPS example further underscores the key premises and concepts of Chaturvedi (2005) specifically focusing on the dispersion of knowledge throughout a supply chain.

Toyota's expertise in optimizing their supply chains' performance to align with production requirements is considered the foundation of their Toyota Production System (TPS), specifically the development of interprocess integration between suppliers as well (Liao, 2008). This concentration on inter-supplier coordination and knowledge sharing is 180 degrees different than in many American car manufacturers for example, where price discounting and availability of production lines for customized components dominate negotiations for parts. Toyota takes a more partner-based approach to the development of supplier relationships, often taken a year or more to bring a supplier onboard (Liker, 2003). This is to ensure the supplier gains insights into the culture of Toyota and understands the expectations and requirements, both from a process and system standpoint, they are required to maintain.

The system integration with suppliers is often accomplished using Electronic Data Integration (EDI) services (Towill, 2007) and have also begun relying on Intranet portals that are protected via security logins and passwords (Liker, 2003). The use of secured Internet applications for further coordinating production plans with suppliers and synchronizing them from a global basis happens on a 24/7 basis as Toyota seeks to create unified manufacturing strategy globally. The concentration on having a variety of factories at various stages of maturity as defined by the models of Dr. Kasra Fedrows (2006) in his research of foreign factory strategies also illustrates that there is no "outlier" effect of manufacturing strategies within Toyota.

Instead all factories are part of a concerted manufacturing strategy that seeks to optimize the global supply chain of the company. Driven by strategic objectives of attaining higher levels of lean manufacturing performance that thereby cutting production time and costs while increasing quality on the one hand, and focusing on how to create a sustainable, stable set of suppliers on the other, Toyota continually works to balance these two objectives. In conclusion, the TPS also exemplifies the core concepts o how layered architectures, when combined with interprocess process improvement and integration (Chaturvedi, 2005) can yield financially significant results over time.

Using Business Process Management for Linking IT to Business Strategies

Of all the catalysts that enable greater interprocess communication, integration and synchronization across departments, Business Process Management (BPM) and Business Process Re-engineering (BPR) have emerged as the two most dominant. To merely seek higher levels of performance of processes over time purely on efficiency misses the point of… READ MORE

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Quoted Instructions for "Thought Leadership Marketing" Assignment:

“

Instructions are below:

Research Paper Outline

1. Cover page

2. Table of Contents

A. The Age of Thought Leadership

B. Thought Leadership in a Virtual World

C. Elements of a Thought Leadership Program

D. Media Strategies

E. The Internet

F. Speaking

G. Publish Valuable Content

H. Thought Leadership Starts at the Top

3. Problem statement-research issue: (?) Thought Leadership Marketing is increasingly necessary for success in any field, but cultivating it in the marketing world represents a special challenge. Thought Leadership Marketing meets that challenge with tools and techniques for breaking through the cacophony of marketing noise.

4. Introduction to the paper

5. Body of the paper

A. It is expected that the body of the paper will make use of HEADERS and consistently use paragraphs that are readable. The body/content of the paper must be at least 10 pages in length. Headers alert the reader to the subject of the following paragraphs. Headers roughly correspond to the outline provided in the Table of Contents. All citations must be in the APA style format. (Particular attention should be paid to providing citations where you paraphrase the ideas of the source authors.)

B. Paragraphs generally contain only one idea *****“ most often in the first sentence in the paragraph. The sentences that follow should support/explain the topic sentence

C. A sentence should not exceed three typed lines.

D. A paragraph should contain from three to six sentences.

6. There should be a Summary or Conclusions that provides closure to the paper.

7. There must be a *****BIBLIOGRAPHY*****. These are the sources that were cited in writing the paper. (APA FORMAT REQUIRED)

8. There must be a *****Related Resources*****. This is a list of sources the student consulted in used in doing the research but did not quote/cite in the term paper. (APA FORMAT REQUIRED)

9. Mechanical issues.

A. The paper CONTENT/BODY must be a minimum of ten pages of CONTENT. (Expected range of the completed document is 15 pages if you count the Cover Page/Table of Contents, Problem/Research statement/Body/ Summary/Bibliography/References)

B. The paper must contain the proper citations throughout the paper (as a rule of thumb 3 cites per page)

C. The paper must be word processed, grammar/spell checked and PROOF READ.

D. The margins should be a minimum of 1 inch.

E. The font must be 10 or 12 pica and must be a standard font such as NEW TIMES ROMAN (the font being used here).

6. Conclusion

Below is an article that I based my term paper on, I need help in doing my term paper on this topic.

Thought Leadership Marketing

BY: Steven Van Yoder, POSTED: September 28, 2007

When ***** Silverstein launched Breakthrough Management Group (BMG) in 2001, he sought ways to establish BMG as business performance improvement specialists in the financial services, healthcare, and manufacturing industries. Knowing that advertising was not a viable strategy, he embraced thought leadership marketing to establish BMG in key target markets.

Silverstein spoke at industry conferences and commented on industry trends in his Leadership and Business blog. He coauthored INsourcing Innovation, a book that articulates BMG*****s approach to developing core business competencies that drive innovation. He offered his expertise to the media, helping BMG garner coverage in over 100 publications, including the Wall Street Journal, Business Finance magazine, and Investor*****s Business Daily. He also appeared on CNN's Squeeze Play.

In roughly five years, thought leadership took BMG from an unknown startup to a global organization with eleven offices on five continents. *****Our reputation as a thought leader helped us expand into core markets, including Asia and Latin America, where credibility and name recognition go a long way,***** says Silverstein. *****Our reputation now helps our sales team get their foot in the door in key markets.*****

The Age of Thought Leadership

Marketing used to be about *****getting in front of***** prospects, delivering your pitch and making the sale. Today, the Internet has permanently changed the way people and companies find and evaluate products and services. Consumers now find companies through their own efforts, often through a search engine.

Moreover, buyers increasingly distrust marketing *****claims***** and expect businesses to show, not tell, when demonstrating their products and services. They shun self-serving salespeople and seek businesses that focus on making a difference, not getting a sale.

Thought leadership centers on earning trust and credibility. Thought leaders get noticed by offering something different*****”information, insights, and ideas, for instance. Thought leadership positions you and your company as an industry authority and resource and trusted advisor by establishing your reputation as a generous contributor to your industry.

Thought Leadership in a Virtual World

The Internet has permanently transformed marketing. Regardless of your company*****s size or industry, people expect to find basic information about your company at the click of a mouse. The Internet empowers prospects that now expect easy access to information about your products and services.

Prospects often form a Virtual First Impression â„¢ of your company in an Internet browser. They expect your company to be *****findable***** on the Web, and demonstrate a credible record of results. If you appear lackluster compared to your competitors, you lose potential clients or customers and risk becoming obsolete.

To make the Internet an effective part of your thought leadership strategy, you must focus on showing your value, demonstrating your worth, and making a difference. Your website should provide fresh, educational content that helps prospects see your business as a solution.

Elements of a Thought Leadership Program

Thought leadership centers on sharing your knowledge and giving your expertise generously and frequently in a variety of formats.

Thought leaders position themselves as centers of influence who are always "present" within their target markets. Seek opportunities to be seen, read, and heard on a regular basis by the people who matter most to your company.

Media Strategies

The public values the media, and so should you. In one way or another, the media reach and influence everyone with a direct impact on your business. As a thought leader, your should establish relationships with editors and publications in the trade, and in local, national, and international media to enhance your credibility, build your brand, and reach far more prospects than you could in person.

The Internet

Share your knowledge by creating and distributing content online contributes incrementally to growing your business brand. As the Internet evolves to an interactive online community, new technologies collectively labeled *****Web 2.0***** enable people to collaborate, co-create, and share information online rather than simply peruse information.

Syndicate articles on web sites that reach your marketplace. Embrace blogs, podcasts, social networking websites, social bookmarking websites, and online communities as virtual platforms to demonstrate your expertise and engage in two-way dialogue with your prospects.

Speaking

Speaking can be the fastest, easiest, and cheapest way to establish yourself as a thought leader, and it gives you tremendous credibility that increases over time.

Identify trade shows, associations and conferences that customers and industry influencers are attending, and get on their panels or lead workshops. You don*****t have to be personally present to give a talk that reaches your target market. Online chats and teleconferences, using your own or others***** Websites or telephone lines, can help you reach a lot of people eager to hear your message.

Publish Valuable Content

Thought leaders create and distribute information, such as white papers, books and reports, that educate their target market about issues related to their business.

White papers can be easily created in Adobe pdf format and offered from your own or others***** web sites. When done correctly, a white paper is a powerful vehicle for a thought leadership marketing strategy that attracts prospects via search engines and other online channels.

Thought Leadership Starts at the Top

Regardless of a company*****s size or industry, thought leadership always starts at the top. When you are deemed a thought leader, it is a broad acknowledgment that your company, in a real, authentic sense, leads the thinking in your industry. Thought leadership is most effective when led by a company*****s top management, who develop and express new ideas that keep a company at the forefront of change.

How to Reference "Thought Leadership Marketing" Research Proposal in a Bibliography

“Thought Leadership Marketing.” A1-TermPaper.com, 2009, https://www.a1-termpaper.com/topics/essay/interrelationships-information-technology/384099. Accessed 4 Oct 2024.

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A1-TermPaper.com. (2009). Thought Leadership Marketing. [online] Available at: https://www.a1-termpaper.com/topics/essay/interrelationships-information-technology/384099 [Accessed 4 Oct, 2024].

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1. Thought Leadership Marketing [Internet]. A1-TermPaper.com. 2009 [cited 4 October 2024]. Available from: https://www.a1-termpaper.com/topics/essay/interrelationships-information-technology/384099

1. Thought Leadership Marketing. A1-TermPaper.com. https://www.a1-termpaper.com/topics/essay/interrelationships-information-technology/384099. Published 2009. Accessed October 4, 2024.

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