Basic Carpentry Business Strategies 

Basic carpentry business strategies; Companies often need to restructure their business and marketing practices in re­sponse to significant changes in the business environment such as globalization, deregulation, computer and telecommunications advances, and carpentry tools. The main responses of carpentry business is so rapidly changing environment have included these:

·    Reengineering Appointing teams to manage customer-value building processes and trying to break down department walls between functions

·    Outsourcing A greater willingness to buy more goods and services from outside vendors when they can he obtained cheaper and better this way.

·    Benchmarking. Studying "best practice companies" to improve the company's per­formance.

·    Supplier partnering: Increased partnering with fewer but target value-adding sup­pliers.

·    Customer partnering Working more closely with customers to add value to their operations.

·    Merging Or Subcontracting : Acquiring or merging with carpentry business in the same industry to gain economies of scale and scope.

·    Globalizing: Increased effort to both "think global" and net local."

·    Flattening: Reducing the number of organizational levels to get closer to the cus­tomer.

·    Focusing: Determining the most profitable businesses and customers and focusing on them.

·    Empowering: Encouraging and empowering personnel to produce more ideas and take more initiative.

All these trends will undoubtedly have an impact ors marketing organization and prac­tices.

The role of marketing in the basic carpentry organization will also have to change. Traditionally, marketers have played the role of middlemen charged with understanding customer needs and transmitting the voice of the customer to various functional areas its the organization, who tried acted upon these needs. Underlying this conception of the marketing function was the assumption that customers were hard to reads and could not interact directly with other functional areas. But In a networked enterprise, every functional area can interact with customers, especially electronically. Marketing no longer has sole ownership of customer interactions; rather, marketing needs to inte­grate all the customer-faring processes so that customers see a single face and hear a single voice when they interact with the firm.

Another way to look at these changes in marketing organization and role is through the analogy of sports: See the Marketing Insight "Sports Analogies for the Marketing Organization." Thanks for reading this page on basic carpentry business strategies.