Samenvatting
Summary Imagineering reader
- Vak
- Imagineering
- Instelling
- NHTV (NHTV)
Voor degene die meer over Imagineering wilt weten of International Leisure Management doet en het goed kan gebruiken.
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Voorbeeld 3 van de 10 pagina's
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Voorbeeld van de inhoud
Chapter 2: Values & VisionsGeursen G.
Future pull = an image of the future which serves as a driving force for creative change.
Decisions about change are no longer made „by the book‟, but „by the visions‟.
Vision is the capacity of bridging the enormous divide which exists in the advertising
profession between „the science of conducting trade‟ and the imagination, between order
and chaos, between control and unpredictability.
Two sorts of vision:
1. Visionary image of the earth and the cohesion between things (cohesion and
relationships)
2. Vision as a view of something a representation of something, an opinion or view
about a subject. (issue or subject)
A visionary image is generally future-oriented and for those who share that vision, it is a
perspective on their lives. A vision gives a brand or an organisation the right to exist on a
higher, more relevant level than fulfilling an instrumental or technical niche. Strong brands
always have a clear vision, whether it is about making or using the brand. Vision and an
advertising concept are each other‟s extensions.
A concept can usually be summarised in a line whereas a vision cannot.
Visionary statement = de vision in one line.
The vision may be formulated on two levels:
1. Vision about life/human beings.
2. Vision about the product category/the product.
Visions give a subject structure, cohesion and meaning. A vision leaves a greater whole
intact. It selects no through elimination, but through a specific line of approaches.
A good vision appeals to the right side of other people‟s brains. It concerns imagining, and
action out fantasies, dreams and ideas. A strong vision appeals to the imagination because it
offers recognition and meaning. You know if you have a good vision if:
- People recognise a certain truth in it
- You can agree or disagree with it
- The distant analytical is supplemented with engagement with the greater whole
- They are a driving force
- It enables people to operate more quickly because people think diagonally through all
the analytical steps
Visions are floating goals. Important because the environment in which the business is
operating is changing. Vision give guideline.
We are now starting to realise that the strongest powers behind change arise primarily in the
future. Our limitations arise from the assumption that the here and now is the result of things
in the past. We will only succeed in creating a future if we are capable of not limiting
ourselves by evaluation, condemnation, laws, rules and other experiences from the past.
,Collins and Porras
A well-conceived vision consists of two major components:
1. The core ideology what we stand for and why we exist.
2. Envisioned future what we aspire to become, to achieve, to create.
A good vision builds on the interplay between these two complementary yin and yang forces.
Core ideology
Defines the enduring character of an organization, its self-identity that remains
consistent through time and transcends product/market life cycles, technological
breakthroughs, management fads and individual leaders.
The core ideology endures as a source of guidance and inspiration.
Any effective vision must embody the core ideology of the organization, which in turn
consists of two distinct sub-components:
1. Core values
a. Are the organization‟s essential and enduring tenets a small set of timeless
guiding principles that require no external justification; they have intrinsic
value and importance to those inside the organization.
b. They define what the company stands for. You would hold them even if they
became a competitive disadvantage in certain situation
c. The key is not what core values an organization has, but that it has core
values.
2. Core purpose
a. Is the organization‟s fundamental reason for being.
b. More important than core value for guiding and inspiring an organization.
c. The purpose itself does not change, it does inspire change. The very fact that
purpose can never be fully realized means that an organisation can never
stop stimulating change and progress in order to live more fully to its purpose.
d. It should guide and inspire.
You do not “create” or “set” the core ideology you discover the core ideology. It is not
derived by looking to the external environment; you get at it by looking inside and it has to be
authentic. It should guide you and inspire you, but is not the role to differentiation your
company. It is possible that two companies have the same core values or purpose. The
effect the core ideology has on people outside the organization is less important and should
not be determining factor in identifying the core ideology. Therefore the core ideology
determines who is inside and outside the organisation. A clear and well-articulated ideology
attracts people to the company whose personal values are compatible with the company‟s
core values and, conversely, repels those whose personal values are contradictory.
When creating a core ideology, you should focus on getting the content right on capturing
the essence of the core values and purpose. Not on word-smiting the perfect statement to be
etched in stone. It is important to gain a deep understanding of your organization‟s core
values and purpose which can then be expressed in a multitude of ways.
Core competence is a strategic concept that captures your organization‟s capabilities
whereas core ideology captures what you stand for an why you exist.
The envisioned future
Consist out of two parts:
1. A ten- to thirty- year “Big Hairy Audacious Goal”.
2. A vivid description(s) of what it will be like when the organization achieves the BHAG.
, In creating a vision-level BHAG Collins and Porras think about the following four categories:
target, common enemy, role model or internal transformation. The BHAG should be set for
10 till 30 years into the future. (examples page 13 book).
The vivid description (second component of envisioned future) is a vibrant, engaging, and
specific description of what it will be like to achieve the BHAG. Think of it as translating the
vision form words into pictures, of creating an image that people can carry around in their
heads picture-painting. Passion, emotion and conviction are essential parts of the vivid
description.
Key point on the envisioned future:
Don‟t mix the core ideology and the envisioned future. Identifying core ideology is a
discovery process, setting the envisioned future is a creative process.
Can also start with the vivid description and then look for your BHAG. Example: what
would we love to see in twenty years?
There is no “right” envisioned future.
Beware the “we‟ve arrived syndrome” complacent lethargy that arise once an
organization has achieved a BHAG and fails to replace it with another.
Creating alignment, which is a key part of our on-going work to help companies transform
themselves into visionary companies, requires two key processes:
1. Developing new alignments to preserve the core and stimulate progress
a. Creative process
b. Requiring the invention of new mechanisms, processes, and strategies to
bring the core values and purpose to life and to stimulate progress toward the
envisioned future.
2. Eliminating misalignments those that drive the company away from the core
ideology and those that impede progress toward the envisioned future.
a. An analytic process
b. Requiring a disciplined analysis of the organization its processes,
structures and strategies, to uncover misalignment that promote behaviour
inconsistent with the core ideology or that impede progress.
Chapter 3, Consumer behaviour &
marketing strategy
J. Paul Peter and Jerry C. Olson
The amount of perceived risk a consumer experiences is influenced by two things:
1. The degree of unpleasantness of the negative consequences
2. The likelihood that these negative consequences will occur
If people do not know about negative consequences (medicine) perceived risk will be low.
They can also overestimate the negative physical consequences.
Values (goals/needs) are people‟s broad life goal (I want to be successful). Values often
involve the emotional affect associated with such goals and needs. There are two types/level
values:
1. Instrumental values: are preferred modes of conduct. They are ways of behaving
that have positive value for a person (having a good time)
2. Terminal values: are preferred states of being or broad psychological stats (happy)
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