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Bibeault Model Concept
Bibeault Model is a model developed by
Donald Bibeault and that seeks to help the managers identify the needed
changes in the marketing strategies, at the same time that strengthens
the determination in making marketing to contribute for the turnaround
efforts.
The main model applications are the
following:
. Adjustment of the marketing strategies
to the company’s needs with financial problems;
. Selection of a marketing strategy
adapted to the organizations’ turnaround;
. Evaluation of the marketing tactics
during the organizations’ turnaround;
. Elimination of the company business
areas that are unprofitable.
The model should, so, be used to direct
the marketing actions for the priority questions in companies that cross
problems and to identify unnecessary or even counterproductive marketing
expenses. In a company with difficulties and that crossing a turnaround
process, marketing strategy is much different than the one applied on a
normal situation, from there the great utility of the model developed by
Bibeault.
The model should be implemented in two
steps, namely:
1. Identification of the turnaround phase
in which the organization is found and that, according to Bibeault five
step model can be one of the following:
- Management change step, in which the
organization becomes aware of the problems and proceeds to the choice of
a new leadership to solve them;
- Evaluation step, in which the new
leadership identifies problems and designs a turnaround plan;
- Recovery step in which are taken
measures seeking to solve the treasury and cash-flow problems,
performing cuts on expenses if necessary;
- Stabilization step, in which the
administration concentrates on the profits and repositions for growth;
- Growth step, in which is initiated the
internal and external development as a way to allow the business growth
and the organizations’ consolidation.
2. Development of a marketing plan based
on a consistency strategy with the turnaround phase in which the
organization finds itself. On a situation of difficulty, the traditional
approaches referent to price, communication or even the one referent to
the product lines usually are not the most adequate. In the recovery
phase, for example, the most relevant question is to know what to do
with the business traditional areas that aren’t profitable.
Translated from Portuguese
by Susana Saraiva, Portuguese-English and English-Portuguese translation
specialist. Contact: spams@sapo.pt.
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