HUMAN RESOURCE MANAGEMENT = basics of HRM

•                     


CHAPTER 10

HUMAN RESOURCE MANAGEMENT

•          LECTURE OUTLINE

•          The HRM framework

•          Establishing the employment relationship

•          Maintaining the employment relationship

•          LECTURE OUTLINE

•          HRIS, Internet, intranets & extranets

•          The future of work

•          Terminating the employment relationship

•          Corporate responsibility

•          THE HRM FRAMEWORK

Management’s critical task:

To align formal structure with
HR systems so as to drive an organisation’s objectives.

•          THE HRM FRAMEWORK

The Harvard map

HR decisions regarding:

•          Extent of employee commitment

•          Flow of human resources

•          Reward systems

•          Work systems

Outcomes of HR decisions:

•          Degree of employee commitment

•          Competence of employees

•          Cost effectiveness

•          Congruence between employee & employer goals

•          THE HRM FRAMEWORK

Theories of HRM

•          Proactive approach, link to strategic planning & cultural change

•          View of people as capital, not cost

•          Possibility of mutually beneficial relationship between stakeholders

•          THE HRM FRAMEWORK

Those management functions concerned with attracting, maintaining and developing people in the employment relationship.

•          THE HRM FRAMEWORK

HRM functions

•          THE HRM FRAMEWORK

Regulatory framework

•          Australia & New Zealand, long history of government support for union involvement

•          Since early 1990s, major shift toward enterprise or individual agreements

•          Increasing reliance on civil law processes

•          Growth of regulation relating to human rights, discrimination, EEO, OH&S, environmental matters

•          ESTABLISHING THE EMPLOYMENT RELATIONSHIP

•          Acquiring human resources

•          Job analysis

•          Recruitment

•          Selection

•          Interviews

•          ESTABLISHING THE EMPLOYMENT RELATIONSHIP

Human resource planning

Determining future human resource needs in relation to an organisation’s business objectives or strategic plan.

•          ESTABLISHING THE EMPLOYMENT RELATIONSHIP

Job analysis

The systematic collecting and recording of information about the purpose of a job, its major duties, the conditions under which it is performed, the required contacts with others and the knowledge, skills and abilities needed to perform
it effectively.

•          ESTABLISHING THE EMPLOYMENT RELATIONSHIP

Job Analysis

–        Outcomes:

<  Job descriptions and job specifications

–        Impacts upon:

<  Recruitment & selection

<  Performance appraisal

<  Remuneration

<  Training & development

<  Job design & redesign

•          ESTABLISHING THE EMPLOYMENT RELATIONSHIP

Recruitment

The process of finding and attracting job candidates capable of effectively filling job vacancies.

•          RECRUITMENT

Ensuring

compliance

by organisation

with government

regulations

•          RECRUITMENT

INTERNAL RECRUITMENT

ADVANTAGES                   DISADVANTAGES

- Improves morale                           - ’Inbreeding’

- Better assessment                       - Nepotism

- Motivates staff                              - Infighting

- Maintains organisational            - Induction/training costs

knowledge                                         - Lowers internal morale                                                               - Cultural adjustment

•         
METHODS OF RECRUITMENT

Employment agencies

•          ESTABLISHING THE EMPLOYMENT RELATIONSHIP

Selection process:

The decision-making system used to identify which job applicants are best suited to the vacant position.

Key aspects:

–        Reliability

–        Validity

–        Selection devices

•          ESTABLISHING THE EMPLOYMENT RELATIONSHIP

Key aspects of selection:

LEADERSHIP

LEADERSHIP
LECTURE OUTLINE
How leaders influence others
Searching for leadership traits
Identifying leader behaviours
Developing situational theories
Promoting innovation: Transformational leadership
Are leaders necessary?
LEADERSHIP
    Process of influencing others to achieve organisational goals.
HOW LEADERS INFLUENCE OTHERS
Sources of leadership power:
Legitimate power
    Power stemming from a position’s placement in the managerial hierarchy
Reward power
    Power based on the capacity to provide valued rewards to others
Coercive power
    Power based on the ability to punish others
HOW LEADERS INFLUENCE OTHERS
Sources of leadership power (cont.):
Expert power
    Power based on the possession of expertise valued by others
Information power
    Power based on access and control over the distribution of information
Referent power
    Power resulting from being liked, admired or identified with

HOW LEADERS INFLUENCE OTHERS
HOW LEADERS INFLUENCE OTHERS
Empowerment supports leadership:

Increases manager’s ability to elicit support from subordinates
Increase in worker motivation & commitment
Decrease in supervisory effort
Increase in time spent on non-supervisory management activities

HOW LEADERS INFLUENCE OTHERS
Likely reaction to use of power:
                
                               =  Resistance

           
                         
                               =  Compliance


               
                               =  Commitment
                         
LEADERSHIP TRAITS
    Distinctive internal qualities or characteristics of an individual, such as physical and personality characteristics, skills, abilities and social factors
LEADERSHIP TRAITS
Early research identified no common leadership traits

Current research is inconclusive

Many believe that leadership is about what leaders do rather than about their personal traits
   
LEADERSHIP BEHAVIOUR
    Theoretical approach based on the idea that specific behaviours may make some leaders more effective than others.
LEADERSHIP BEHAVIOUR
Iowa & Michigan studies:
Iowa
    Looked at leadership styles (autocratic, democratic, laissez faire)
    Workers preferred democratic style but this was not best for performance
Michigan
    Employee-centred leaders superior to job-centred leaders

LEADERSHIP BEHAVIOUR
Ohio State studies:
    Suggested that the ideal was for leaders to combine job-centredness with an ability to build mutual trust with subordinates


LEADERSHIP BEHAVIOUR
    Ohio State studies:
    Two key behaviours identified:
Initiating structure
    Degree to which a leader defines their own role and that of subordinates in terms of achieving unit goals
Consideration
    Degree to which a leader builds mutual trust with subordinates, respects their ideas and shows concern for their feelings
LEADERSHIP GRID
LEADERSHIP BEHAVIOUR
Gender & cultural differences:
Gender
    There are few substantial differences between male and female leaders.
Culture
    Japanese: group focus, long-term, humanistic
    European: individual focus, more humanistic than USA
    USA: individual focus
DEVELOPING SITUATIONAL THEORY
Situational theory:

    Theories of leadership taking into consideration important situational factors
DEVELOPING SITUATIONAL THEORY
Fiedler’s contingency theory
    Effective groups depend on match between a leader’s style of relating with subordinates & the extent to which the situation gives control to the leader.
Leader’s style:
High member relations leader is concerned with people
Task-structure leader reduces ambiguity—‘Do I know what I am supposed to do?’
Position power—how well supported is the leader by his/her superiors?

DEVELOPING SITUATIONAL THEORY
Fiedler’s contingency theory

LPC orientation

Assessing the situation

Matching leadership style to situation



DEVELOPING SITUATIONAL THEORY
Normative leadership model
    Model that assists leaders assess critical situational factors that affect the extent to which they should involve subordinates in particular decisions.
Range of options is from:
A1: autocratic decision making
            to
G11: democratic decision making
DEVELOPING SITUATIONAL THEORY
Situational leadership model

    Theory based on the premise that leaders need to alter their behaviours depending on one major situational factor—the readiness of followers.
DEVELOPING SITUATIONAL THEORY
Situational leadership model

DEVELOPING LEADERSHIP THEORY
Path–goal theory

    Theory attempting to explain how leader behaviour can positively influence the motivation and job satisfaction of subordinates
DEVELOPING LEADERSHIP THEORY
Path–goal theory
Leader behaviours
    Directive leader behaviour
    Supportive leader behaviour
    Participative leader behaviour
    Achievement-oriented leader behaviour
Situational factors
    Subordinate characteristics
    Context characteristics
Choosing leader behaviour to fit above
DEVELOPING LEADERSHIP THEORY
Path–goal theory:

PROMOTING INNOVATION: TRANSFORMATIONAL LEADERSHIP
    Transformational leaders

    Motivate individuals to perform beyond normal expectations by inspiring subordinates to focus on broader missions transcending their own self-interests
TRANSFORMATIONAL LEADERSHIP
    Charisma

    Leadership factor comprising the leader’s ability to inspire pride, faith and respect; to recognise what is really important; and to articulate effectively a sense of mission, or vision, to inspire followers.
TRANSFORMATIONAL LEADERSHIP
ARE LEADERS NECESSARY?

MOTIVATION

•

  MOTIVATION

•LECTURE OUTLINE

•Nature of motivation

•Needs theories

•Cognitive theories

•Reinforcement theory

•Social learning theory

•NATURE OF MOTIVATION

    Motivation is the force energising, or giving direction to, behaviour.

   It is a complex interaction of   behaviours, needs, rewards, reinforcement and cognitive activities.

•NATURE OF MOTIVATION

•NEEDS THEORIES

•Hierarchy-of-needs theory (Maslow)

•Two-factor theory (Herzberg)

•ERG theory (Aldefer)

•Acquired-needs theory (McClelland)

 

•NEEDS THEORIES

Hierarchy-of-needs theory (Maslow)

Theory arguing that individual needs

form a five-level hierarchy

•HIERARCHY OF NEEDS

•NEEDS THEORIES

Two-factor theory (Herzberg)

  Herzberg’s theory that hygiene factors are necessary to keep workers from feeling dissatisfied, but only motivators can lead workers to feel satisfied and motivated.

•NEEDS THEORIES

•Hygiene factors

  Factors seeming to make individuals feel dissatisfied with their jobs

•Motivators

  Factors seeming to make individuals feel satisfied with their jobs

•NEEDS THEORIES

Two-factor theory (Herzberg)

Hygiene factors

•PAY

•WORKING CONDITIONS

•SUPERVISORS

•COMPANY POLICIES

•FRINGE BENEFITS

These factors help prevent dissatisfaction.

Company Descriptions

Computer composing and kiosks shop.

Company Descriptions

Our company is sole proprietorship based company. We are recently started our business related with the Information Technology and computerized services. Our company vision is to provide the facilities to easy access of the peoples of the area with government, non government, private industries and the institutions in the country and the outside of the country through internet.

We market our products / services to the students, youngers and also elders , who have need of preparing  C.V , money transfer,  paying utility bills, print out the photocopies of their relevant papers and easy load the balance throughout the mobile networks services all over the Pakistan, verification of CNICs, driving licence, arm licence, passports etc.

MARKETING ANALYSIS

ALNOOR COMPUTER COMPOSING & E-KIOSKS 

2.3              MARKETING ANALYSIS

2.3.1    Economics

Our company market is local area of Mirpur Mathelo city and the rural area of taluka Mirpur Mathelo (little villages and cities around the Mirpur Mathelo) after this whole District Ghotki because the Mirpur Mathelo is the District Head Quarter of District Ghotki.

We have about 1/3 share of market of Mirpur Mathelo because our business in the mid city of Mirpur Mathelo at old market & sabzi mandi. There are many public schools near our location like as by named Modern Public Higher Secondary School, Cambridge Public Higher Secondary School, Atchison Public High School, Islamia Public School, Bhitai Public School, Shah Latif Public High School and other government & private Schools. Our business location is the interface of the city Mirpur Mathelo that is linked with Ice factory bypass bus stop Mirpur Mathelo. Out sider peoples left the conveyance at bypass and enter in the city by this root.

There is a big demand of this business like our business computer composing,           e-kiosks centre, money transfer, printing machine and easy load centre.

This is a new business at this point of location but it will be grow up fastest through promotion and advertising the business products/services. The customers will move to this easy access point and enjoying it. Insha Allah this business will be developed very soon like a rising star.

There are many opportunities to grow up at this point; there is no any other company to facilitate the peoples like us near this location. There is no any direct competitor at this location, there are many indirect competitor like easy load shops only. There is no any business to money transfer, photo copier machine, computer composer at this venue.

There are some difficulties to avail the place at this point to start the business because all the shops are booked already for some other business and offices. We have finance problem also to start the business. There is low marketing cost; this point is also promoted by itself because it is the interface point of city Mirpur Mathelo. It is the need of people to start up business at this point. Peoples have to go away for these facilities from this mid city to another point of city

The customers will come easily to our new business and slowly they trust and come & go with us. There is no matter to meet trained and skilled persons to our business. We shall purchase the latest products to provide services to customers of our business.

We shall arrange the office at the main point as we have imaged. There is no high cost for production. Finance will be arranged / taken from the suppliers, friends, market on interest and the banks to start the business. We shall advertise our business through cable and other resources as we fit for our business.  We shall arrange the latest technological computers, photo copier machine, printer, scanner etc to provide the services to customer easily.

2.3.2    Products and / or Services

COMPETITIVE ANALYSIS

Factors:-

¨      Products

Our business is related with services only and our services may easily be availed by everybody which may be changed the environment.

¨      Price:

Our services charges depend upon the base of service as the customer needs it and some charges also paid by the company to our company not by the customers directly.

¨      Quality:

The purpose of starting the venture is to provide the quality services to the customers and           also facilitate the customers to meet their needs. This is our core responsibility to maintain the quality.

¨      Services:

Our company will provide the set of services to students, youngers, elders and internet users to attract the market and achieving the gap services in the area.

¨      Expertise:

The company core competency lies on the excellent services to customers whose come to our venture.

¨      Location:

Our company location is old market Mirpur Mathelo. This area is hub of the city.

¨      Appearance:

Our business office will be well furnished and hanged out the sigh board outside the office permises.

¨      Sales Method:

Our services will be sold on the demand of the customer on cash.

¨      Credit Policies:

There is no any credit on our services; all services will be provided on cash.

¨      Advertising:

We shall advertise our services through cables and the services are also promotion of our business.

¨      Importance to customers:

There are the importance of the customers is quality services and easy faciliatate them at the moment.

Competition  

There are two direct competitors before our business named 1^st is Computer World near mukhtiarkar office Mirpur Mathelo and 2^nd one is the Mehran computers at old bus stand Mirpur Mathelo. Both are away from our business point, 1^st is left side about 500 meters and 2^nd is right side about 600 meters far. Our location will be as a triangle size.

organization

A social unit of people that is structured and managed to meet a need or to pursue collective goals. All organizations have a management structure that determines relationships between the different activities and

Theories of Motivation, or cognitive theories of Motivation

Theories of Motivation

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Overview

At a simple level, it seems obvious that people do things, such as go to work, in order to get stuff they want and to avoid stuff they don't want. 

Why exactly they want what they do and don't want what they don't is still something a mystery. It's a black box and it hasn't been fully penetrated.

Overall, the basic perspective on motivation looks something like this:

In other words, you have certain needs or wants (these terms will be used interchangeably), and this causes you to do certain things (behavior), which satisfy those needs (satisfaction), and this can then change which needs/wants are primary (either intensifying certain ones, or allowing you to move on to other ones). 

A variation on this model, particularly appropriate from an experimenter's or manager's point of view, would be to add a box labeled "reward" between "behavior" and "satisfaction". So that subjects (or employees), who have certain needs do certain things (behavior), which then get them rewards set up by the experimenter or manager (such as raises or bonuses), which satisfy the needs, and so on.

Classifying Needs

People seem to have different wants. This is fortunate, because in markets this creates the very desirable situation where, because you value stuff that I have but you don't, and I value stuff that you have that I don't, we can trade in such a way that we are both happier as a result. 

But it also means we need to try to get a handle on the whole variety of needs and who has them in order to begin to understand how to design organizations that maximize productivity.

Part of what a theory of motivation tries to do is explain and predict who has which wants. This turns out to be exceedingly difficult.

Many theories posit a hierarchy of needs, in which the needs at the bottom are the most urgent and need to be satisfied before attention can be paid to the others. 

Reinforcement Theory of Motivation

      

       

inShare2

       

              

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Reinforcement theory of motivation was proposed by BF Skinner and his associates. It states that individual’s behaviour is a function of its consequences. It is based on “law of effect”, i.e, individual’s behaviour with positive consequences tends to be repeated, but individual’s behaviour with negative consequences tends not to be repeated. Reinforcement theory of motivation overlooks the internal state of individual, i.e., the inner feelings and drives of individuals are ignored by Skinner. This theory focuses totally on what happens to an individual when he takes some action. Thus, according to Skinner, the external environment of the organization must be designed effectively and positively so as to motivate the employee. This theory is a strong tool for analyzing controlling mechanism for individual’s behaviour. However, it does not focus on the causes of individual’s behaviour.

The managers use the following methods for controlling the behaviour of the employees:

Positive Reinforcement- This implies giving a positive response when an individual shows positive and required behaviour. For example - Immediately praising an employee for coming early for job. This will increase probability of outstanding behaviour occurring again. Reward is a positive reinforce, but not necessarily. If and only if the employees’ behaviour improves, reward can said to be a positive reinforcer. Positive reinforcement stimulates occurrence of a behaviour. It must be noted that more spontaneous is the giving of reward, the greater reinforcement value it has.

Motivation theories

Theories of Motivation

A Closer Look at Some Important Theories of Motivation

By Kendra Cherry

See More About

• motivation
• hierarchy of needs

Motivation is the force that initiates, guides and maintains goal-oriented behaviors. It is what causes us to take action, whether to grab a snack to reduce hunger or enroll in college to earn a degree. The forces that lie beneath motivation can be biological, social, emotional or cognitive in nature.

Researchers have developed a number of different theories to explain motivation. Each individual theory tends to be rather limited in scope. However, by looking at the key ideas behind each theory, you can gain a better understanding of motivation as a whole.

Instinct Theory of Motivation

According to instinct theories, people are motivated to behave in certain ways because they are evolutionarily programmed to do so. An example of this in the animal world is seasonal migration. These animals do not learn to do this, it is instead an inborn pattern of behavior.

William James created a list of human instincts that included such things as attachment, play, shame, anger, fear, shyness, modesty and love. The main problem with this theory is that it did not really explain behavior, it just described it. By the 1920s, instinct theories were pushed aside in favor of other motivational theories, but contemporary evolutionary psychologists still study the influence of genetics and heredity on human behavior.

Incentive Theory of Motivation

The incentive theory suggests that people are motivated to do things because of external rewards. For example, you might be motivated to go to work each day for the monetary reward of being paid. Behavioral learning concepts such as association and reinforcement play an important role in this theory of motivation.

Drive Theory of Motivation

Strategy Formulation

Strategy Formulation

Rex C. Mitchell, Ph.D.

INTRODUCTION

It is useful to consider strategy formulation as part of a strategic management process that comprises three phases:  diagnosis, formulation, and implementation.  Strategic management is an ongoing process to develop and revise future-oriented strategies that allow an organization to achieve its objectives, considering its capabilities, constraints, and the environment in which it operates.

          Diagnosis includes:  (a) performing a situation analysis (analysis of the internal environment of the organization), including identification and evaluation of current mission, strategic objectives, strategies, and results, plus major strengths and weaknesses; (b) analyzing the organization's external environment, including major opportunities and threats; and (c) identifying the major critical issues, which are a small set, typically two to five, of major problems, threats, weaknesses, and/or opportunities that require particularly high priority attention by management.

          Formulation, the second phase in the strategic management process, produces a clear set of recommendations, with supporting justification, that revise as necessary the mission and objectives of the organization, and supply the strategies for accomplishing them.  In formulation, we are trying to modify the current objectives and strategies in ways to make the organization more successful.  This includes trying to create "sustainable" competitive advantages -- although most competitive advantages are eroded steadily by the efforts of competitors.

          A good recommendation should be:  effective in solving the stated problem(s), practical (can be implemented in this situation, with the resources available), feasible within a reasonable time frame, cost-effective, not overly disruptive, and acceptable to key "stakeholders" in the organization.  It is important to consider "fits" between resources plus competencies with opportunities, and also fits between risks and expectations. 

          There are four primary steps in this phase:

          *   Reviewing the current key objectives and strategies of the organization, which usually would have been identified and evaluated as part of the diagnosis

          *   Identifying a rich range of strategic alternatives to address the three levels of strategy formulation outlined below, including but not limited to dealing with the critical issues

          *   Doing a balanced evaluation of advantages and disadvantages of the alternatives relative to their feasibility plus expected effects on the issues and contributions to the success of the organization

          *   Deciding on the alternatives that should be implemented or recommended.

          In organizations, and in the practice of strategic management, strategies must be implemented to achieve the intended results.  The most wonderful strategy in the history of the world is useless if not implemented successfully.  This third and final stage in the strategic management process involves developing an implementation plan and then doing whatever it takes to make the new strategy operational and effective in achieving the organization's objectives.

The remainder of this chapter focuses on strategy formulation, and is organized into six sections: 

Three Aspects of Strategy Formulation, Corporate-Level Strategy, Competitive Strategy, Functional Strategy, Choosing Strategies, and Troublesome Strategies.

THREE ASPECTS OF STRATEGY FORMULATION

WHAT ARE SLIDES

SLIDES
KINDS OF SLIDES
AND
ADVANTAGES & DISADVANTAGES OF SLIDES
SLIDES
Slides are prepared with Microsoft Power Point.
Slides are shown off on white colored wall or white cloth.
Slides are best for learning and teaching.
Slides are very useful for easy education to students by our teachers.
Slides are the picture of whole topic or chapter.

KINDS OF SLIDES
VOICE SLIDE AND VOICE OFF SLIDE

Content Marketing Is Not About Form, But Function

Content Marketing Is Not About Form, But Function
A recent article in the Guardian discussed the existential tension that exists between content marketing and advertising. Citing Lego Magazine and the movie The Internship as examples, the writer, Jonny Rose, asked if these qualified as legitimate forms of branded content, or were merely advertising shills?
To that end, this question is often asked: When it comes to content marketing, what types of information qualify?
I think that's the wrong question altogether. A much better one is: Does the content we create benefit the end user in some way?
Rose agrees. "The most important question for content marketers and ad execs is not an existential one--is what we are creating content marketing or advertising--but one of utility," he writes. "Is what we are creating helpful to consumers who are seeking information or entertainment to meet their own interests and needs?"
It's a matter of function more than form. Our focus in producing content should be, first and foremost, what benefits the needs and desires of our audience. When that happens, content becomes nothing more than a vehicle through which we educate, inform, inspire or entertain consumers, no matter what form it takes.
In his book Youtility, author Jay Baer says, "There are only two ways for companies to break through in an environment that is unprecedented in its competitiveness and cacophony. They can be 'amazing' or they can be useful. "
The same holds true for content marketing. We can either constantly tout the virtues of our brand, or we can turn our attention to what's best for the customer.
Baer provides the following six admonitions for any brand considering usefulness as a primary marketing philosophy:

Why a CMS is Crucial for a Social Business

 


Weighing the value of content creation and management versus social media marketing is a bit like asking whether the chicken came before the egg.

Prior to the advent of social media in the early 2000s, businesses were obsessed with SEO and SEM for driving sales. In the early days of Icreon, we quickly strove to master the new tactics for attracting new business to our website.
Fast forward twelve years and Google is still a critical sales driver for ourselves and thousands of companies worldwide. However, keyword density and backlinks are no longer as highly valued as they once were (although they are still critical). With the introduction of social media as a more personable means of assessing a brand, new web-based strategies are needed to adapt to the change.
Today's digital marketing efforts are closely linked to social media presence, engaging media, and website content; the idea is that social media notoriety will drive traffic to a website. Effective execution of a social media strategy depends on having a treasure trove of engaging media and content. Such web content works to establish market authority and thought leadership in online communities.
Although there are new tactics to implement, remember that many of the same tools that were critical to achieving success on Google are equally important for social media. Constant updates to websites, continuous publication of new content, and attention to quality are crucial to social media marketing that drives conversions, transactions, and exposure for brands. Rather than approaching social media marketing as a new beast entirely, remember the basics and adapt.

The Changing Role of Digital Media Sales People

The rise of programmatic buying has impacted not just delivery and pricing, but the sales process itself. Publishers are scrambling to adjust their sales teams and processes. A year ago, many large publishers were adamantly refusing to sell their inventory through exchanges. Now, most of them have jumped on the bandwagon, albeit kicking and screaming. The latest to fall was Turner, which this week announced it was starting its own in-house exchange. The ad sales model is being disrupted and it's impacting the role of the digital salesperson. The traditional sales force, selling premium advertising using the direct sales, relationship model, is being edged out of the picture. Media sales people, who spent their time coaxing media planners and entertaining clients, find that trying to build custom ad solutions is becoming a tough sell. Now, part of their job has been replaced by a machine--one that is more efficient, more data driven, and less complicated.
Technology has changed the way ads are traded. Programmatic is delivering eyeballs and audience with better speed, more accurate targeting and more efficiency. The automated technologies can reach many more buyers of inventory than a legacy direct sales team could. It's a numbers game.
The new profile of the ideal sales candidate has drastically changed. Now companies need someone much more data driven; more of a data wonk than a relationship person. What worked five years ago doesn't work today. Larry Herman, of EyeReturn Marketing, deals with this every day:

7Ms of Integrated Marketing

The 7Ms of Integrated Marketing

Seven cyclical elements to a successful integrated marketing program are: mindset, measure, model, map, make, modify, and monetize.

Let's take a look at each of the elements:

1. Mindset
   
   The mindset you hold while creating your campaigns drives the sense of brand that reaches your visitors. Use it to center your strategy. Most managers don't think deliberately about the mindset they bring to their work, which leaves them trying isolated tactics at random, rather than creating a strategy and then tactics to suit.
2. Measure
   
   This element starts with identifying goals and creating a baseline measurement. It continues with establishing an analytics structure that allows you to measure before, during, and after campaign development and modify results intelligently.
3. Model
   
   Modeling is about combining introspection with analytics data. You introspect to uncover who you are and what niche of clientele you really want to reach and you use the analytics data to discover whom you are really reaching. The model element uses these to predict, or forecast, how your market will respond to your campaign, offerings, and promotional efforts. At the campaign planning stage, it is the precursor to the creative brief - the actual data clarifies objectives, preferred channels, personas, etc. These, then, inform the direction of the creative.
4. Map
   
   Mapping is a systematic formulation of content, based on the model you constructed. Here the model begins to take shape on a high level through overall content strategy; more granularly through website or campaign content development, and social media communications.
5. Make
   

Marketing Mix: From 7 Ps to 7 Cs

Marketing Mix: From 7 Ps to 7 Cs (customer’s point of view)

1. Product: Customer Choice
2. Place: Convenience
3. Price: Cost (to the customer) 

light house where is this please comments

BRAIN STRUCTURE