...Term Paper Title : Strategic Planning and the Marketing Process (Chapter: 2) Prepared For : Syed Abul Kalam Azad Professor Department of Marketing Faculty of Business Studies University of Dhaka Members Profile : (i) Md. Ershadul Islam Id no: 41323024 E-mail: ershad1811@yahoo.com Phone: 01717-461080 Position: Manager (ii) Md. Masum Sarder Id no: 41323033 E-mail: masum.sarder@gmail.com Phone: 01913-135057 Position: Executive (iii) Abu Nasar Zahid-Al-Mahmud Id no: 41323008 E-mail: saadi013@yahoo.com Phone: 01912-027058 ...
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...Strategic Business Plan ukessays.com /essays/business/developing-a-strategic-business-plan.php Developing a Strategic Business Plan Either in the start up process or when re-inventing one's business development, the design of a strategic business plan is an indispensable step towards a successful and viable business. Strategic planning involves setting up a sound and multifaceted plan or strategy to follow over a defined time period.It can involve all aspects of the business, or just a small part of it i.e. a selected department such as the marketing department.However, this does not mean that strategic business planning is only for large scale businesses since it can also benefit the small business, especially at start up, when the business sets its first goals and establishes itself in the business landscape. Writing up a business plan is an important step of a starting business, since most lending bodies will not authorize loans in absense of a detailed business plan.Why is it important? Imagine sailing off for a voyage in the sea and not planning for resources or supplies that you might need. Developing a business plan is the only way to determine the allocation needs, personnel, utilities, marketing goals, outreach and all valuable aspects that make your business useful and unique in the sea of business. However, strategic planning is a process employed in any time period in a formal business administration, since it usually comprises of a long range planning process of...
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...SUMMARY by Chapter 2 • • • How does marketing affect customer value? How is strategic planning carried out at different levels of the organization? What does a marketing plan include? Developing Marketing Strategies And Plans In this chapter, mainly the following points have been discussed Developing the right marketing strategy over time, through discipline and a creative Supply Chain Many companies today outsource less critical resources if they can obtain better quality or lower cost. Also, many companies partner with specific suppliers and distributors to create a superior value delivery network, also known as Supply Chain. thought process can go a long way in the marketing management process. Firms must constantly strive to improve every aspect of their strategy and the plans to guide the marketing process. The Value Delivery Process In the new view of business processes, marketing is viewed at the beginning of the planning stage. A smart competitor must design and deliver products for well-defined micro-markets and cater to their specific wants, perceptions and preferences. The Value Creation and Delivery Sequence can be divided into two segments of marketing: Strategic Marketing and Tactical Marketing. Core Competencies Core Competency refers to areas of special technical and production expertise, whereas distinctive capability describes excellence in broader business processes. Market-driven organizations generally excel in three distinctive capabilities:...
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...ahmed.abdelalim@hotmail.com / abdelalim.ahmed@yahoo.com STRATEGIC MARKETING MANAGER / STRATEGY & BUSINESS PLANNING MANAGER Strong credentials in providing information and directions to promote organizational growth OBJECTIVE: Proactive decision maker, seeking to be a Senior Management Professional with a well established and globally reputed organization by utilizing the following strengths... ⇨ Possessing 12 years of expertise in marketing, strategic planning, business planning, commercial planning, project management, business process, performance management and team management. ⇨ Demonstrated exposure in Customer Relationship Management (CRM), Customer Service, Business Architecture, Governance Models, and eTOM & ITIL implementations. ⇨ Proficient in developing business cases, marketing plans, business proposals, governance models & frameworks, business plans and exploring new business management techniques and methodologies. ⇨ An efficient Team Leader, combining sound communication, interpersonal, mentoring, negotiating and problem solving skills with analytical & leadership capabilities to ensure operational excellence and strategic execution. Academics • Studying Strategic Marketing Management ‘‘Chartered Marketer’’ as part of the Continued Professional Development program (CPD) – United Kingdom, Chartered Institute of Marketing (in progress) • Master of Business Administration (Marketing), Arab Academy for Science, Technology...
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...Introduction: As a marketing consultant, I have been asked by the Marketing Director of Unilever Company to advice on how and why they should strategically plan their future marketing plans. Unilever is world’s top Fast Moving Consumer Goods Company with a heritage of over 122 years.Unilever Limited is a leading consumer goods manufacturer it s product used in 190 countries. The company is committed to provide a range of diversity in the products as its consumer base. It targeting the emerging market with a low price LUX bath soap at the same time it target the high class customers with the Pears soap, which have comparative high price. Unilever deals in more than 400 brands, and 12 of which are responsible for approx £1 billion sales figure each product. According to a company survey and analyzing the turnover it estimated that more than 1 billion people use the Unilever product on daily basis to provide natural solution healthy and holistic lifestyle (www.unilever.com accessed on 12 august 2012). Most of the products are herbal based and very friendly to the health without any adverse effects. The company is manufacturing a variety of products and marketing in order to keep the loyalty of customers worldwide. Through research and development facilities the products are developed as per the emerging demands of the customers. In current, Unilever spend £1 billion on regular year program spend in research and development of the products. Innovation is the main key...
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...DEVELOPING OF MARKETING STRATEGIES AND PLANS C H A P T E R 2 ___________________________________________________________________________ INTRODUCTION How do companies compete in a global marketplace? One part of the answer is a commitment to creating and retaining satisfied customers. We can now add a second part: Successful companies know how to adapt to a continuously changing marketplace through strategic planning and careful management of the marketing process. In most large companies, corporate headquarters is responsible for designing a corporate strategic plan to guide the whole enterprise and deciding about resource allocations as well as starting and eliminating particular businesses. Guided by the corporate strategic plan, each division establishes a division plan for each business unit within the division; in turn, each business unit develops a business unit strategic plan. Finally, the managers of each product line and brand within a business unit develop a marketing plan for achieving their objectives. However, the development of a marketing plan is not the end of the marketing process. High-performance firms must hone their expertise in organizing, implementing, and controlling marketing activities as they follow marketing results closely, diagnose problems, and take corrective action when necessary. In today’s fast-paced business world, the ability to effectively manage the marketing process—beginning to end—has become an extremely...
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...Strategy and Planning There are several keys to success for companies and organizations when it comes to developing a strategy and a plan to execute that strategy. First the organization must determine “Who are we?”, “What business are we in?”, and “Who do we want to be and what business do we want to be in?” The top management, or upper management, of the company must be very honest when answering these questions. This is the very first step in strategic planning. Once these questions are answered, a mission or vision statement can be developed to provide long-term direction to the organization. Once the mission or vision is formulated the organization can begin to develop goals and then develop the strategic action plan. Once there are clear goals and a plan, management then can begin implementation of the plan followed by the execution. Developing the strategy and plan is a process, there are many things that go into the process and many things to consider. Strategic management involves each level of management and must involve each level in the development of the goals and plans for the organization. Brian Brandt, a business and management consultant and founder of Alibrium LLC, states that “Strategic planning is work that must be led and owned by the leadership team to be successful”. (Brandt, 2013) This applies to each level of management, but starts from the top down. Upper management must be able to not only formulate the future strategy of the organization, but they...
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...to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HR Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. In essence, an HR strategy should aim to capture "the people element" of what an organisation is hoping to achieve in the medium to long term, ensuring that:- • • • • it has the right people in place it has the right mix of skills employees display the right attitudes and behaviours, and employees are developed in the right way. If, as is sometimes the case, organisation strategies and plans have been developed without any human resource input, the justification for the HR strategy may be more about teasing out the implicit people factors which are inherent in the plans, rather than simply summarising their explicit "people" content. An HR strategy will add value to the organisation if it: • • articulates more clearly some of the common themes which lie behind the achievement of other plans and strategies, which have not been fully identified before; and identifies fundamental underlying issues which must be addressed by any organisation or business if its...
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...in the UK and beyond Business Development Plan 2009–2012 EDINA is a JISC National Datacentre Table of Contents 1. INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 2. MISSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 3. VALUES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 4. CONTEXT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 5. BUSINESS PLAN FOR 2009–2012 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Strategic goal 1: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 To provide added value, high quality services, leveraged by research, enhancement activity and engagement with others Strategic theme 1a: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7 Providing a managed portfolio of added value, high quality services Strategic theme 1b: . . . . . ....
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...businesses must address the central strategic question A. | Where are we now? | B. | Where do we want to go from here? | C. | How are we going to get there? | D. | When will we know we are there? | E. | All of these | | 2. | A company's strategy consists of A. | actions to develop a more appealing business model than rivals. | B. | plans involving alignment of organizational activities and strategic objectives. | C. | offensive and defensive moves to generate revenues and increase profit margins. | D. | competitive moves and approaches that managers have developed to grow the business, attract and please customers, conduct operations, and achieve targeted objectives. | E. | its strategic vision, its strategic objectives, and its strategic intent. | | 3. | The competitive moves and business approaches a company's management is using to grow the business, compete successfully, attract and please customers, conduct operations, respond to changing economic and market conditions, and achieve organizational objectives is referred to as its A. | strategy. | B. | mission statement. | C. | strategic intent. | D. | business model. | E. | strategic vision. | | 4. | A company's strategy is most accurately defined as A. | management's approaches to building revenues, controlling costs, and generating an attractive profit. | B. | management's game plan for growing the business, attracting and pleasing customers...
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...International Business for thesis work and potential thesis topics when choosing and informing us the field of your thesis + the thesis topic in the form Indication of Interest Area for Thesis 2013-2014. Part 1. Thesis topics for companies and other organizations We have first listed the thesis projects that are available to do for companies and organizations. If you are interested in these projects, please mark the topic to the Indication of Interest Area form the same way than any other topic. It should be noted that the students selected to do the thesis from these topics must be motivated and committed for the work. Please do not contact these organizations yourself before the selection process has been completed for all students. More information on topics can be asked from Mari Syväoja or Tomi Heimonen. Organization: Thesis Biofenno projects for (www.biofenno.fi) companies and organizations Selected Thesis Topics for companies and organizations Internationalization plan Plan how to take and promote product Tuovi Tuotevirtakirjanpito to EU markets. Tuovi Tuotevirtakirjanpito is a stock and feed recording program for organic farmers. It produces necessary stock and feed reports for annual inspection. Also stock balance reporting benefits farm managements. Because Tuovi Tuotevirtakirjanpito complies with all the regulations EU has set for organic farmers, it has possible markets in EU. Aalto School of Competitive environment of Small Business Center Business, The Aalto...
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...STRATEGIC MANAGEMENT AND OPERATIONAL GUIDELINES A User Guide for Public Sector Auditors in the Pacific Developed by PASAI in 2012 Pacific Association of Supreme Audit Institutions (PASAI): Strategic Management and Operational Guidelines Pacific Association of Supreme Audit Institutions (PASAI) 2 Pacific Association of Supreme Audit Institutions (PASAI): Strategic Management and Operational Guidelines Foreword The purpose of these guidelines is to provide assistance for Pacific Association of Supreme Audit Institutions (PASAI) members, especially heads of SAIs and managers to carry out their functions strategically, tactically and operationally. They do this by introducing the basics of planning, examining the types of objectives and differentiating the types of plans consisting of the corporate plan, strategic plan, business plan and operational plan for the management of their offices. PASAI recognises the importance of having these strategic management plans as it is top level management’s responsibility to define the SAI’s positions, formulate strategies and guide long term organisational activities. This is one of PASAI’s initiatives aimed at developing SAIs within the region. The guidelines have been produced to assist PASAI members in the effective, efficient and economic planning and management of their resources annually and in the long term. It provides guidance to SAIs in establishing and enhancing their strategic management functions. The guidelines...
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...Problem The Role of Ethics and Social Responsibility when developing a strategic plan - consider stakeholder needs Ethics paper: write 700 - 900 word paper in which you do the following: explain the role of ethics and social responsibility in developing a strategic plan while considering stakeholder needs and agendas. *include at least one example of a company overstepping ethical boundaries for stakeholder agendas, and what types of preventative measures could be taken to avoid this type of situation. Solution Loss of employment and retirement funds, double bonuses, tax evasion, and the dark side of office politics are some of the challenges affecting organizations like a virus causing professionalism and efficiency to be questioned. Walker and Lanis (2009) found that an organization influences and is influenced by the society within which it operates (Cengage, 2009); therefore, an organization needs to take into consideration issues such as product safety, regulations, legal, ethical and economic responsibilities to the society within which it functions. One of the methods which could be used to do so is to integrate ethical and socially responsible techniques in an organization’s strategic plan whilst taking into consideration the needs and agendas of stakeholders. This concept is supported by Drozdenko, and Jin (2010) who suggested core values and beliefs exhibited at the strategic level influences decision making and outcomes throughout an organization. The...
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... |STRATEGIC MANAGEMENT-DEFINITION……………….… |2 | | |MINTZBERG’S DEFINITION OF STRATEGY……………….. |3 | | |KEY ISSUES OF STRATEGIC MANAGEMENT……………… |6 | | |PORTER’S THINKING…………………………………………. |7 | | |PORTER’S FIVE FORCES………………………………………. |9 | | |THE NEW STRATEGIC WAVE…………………………..…..… |12 | | |HENRY MINTZBERG' S 5 Ps FOR STRATEGY………..…… |17 | | |IMPORTANCE OF STRATEGY IN ORGANISATION………… |19 | | |THE STRATEGIC PLANNING PROCESS.................................... |20 | | |STRATEGIC MANAGEMENT: Failure, Barriers and Limitations |22 | | |IMPORTANCE OF STRATEGIC MANAGEMENT...
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...following categories: strategic, tactical, operational, and contingency, with each step including more specific information than the last. (Contemporary Business page chapter 7 page 225, paragraph one) The far-reaching level of planning is strategic planning- the process of determining the primary objectives of an organization and then acting and allocating resources to achieve those objectives. (Contemporary Business chapter 7 page 225, paragraph two.) Also strategic planning is a disciplined effort that produces fundamental decisions and actions that shape and guide what an organization is, who it serves, what it does, and why it does it, with a focus on the future. Tactical planning involves implementing the activities specified by strategic plans. Tactical plans guide the current and near-term activities required to implement overall strategies (Contemporary Business chapter 7 page 225, paragraph 3.) For example, if you decide one of the best ways to reach your target consumer is TV advertising, then the tactical plan needs to carefully spell out the specifics of the TV campaign. Steps in developing this plan include, but are not restricted to, deciding on an appropriate message; arranging for the production of the commercial; deciding what channels to air the commercial on and when; and following up with potential customers who respond to the campaign. Operational Planning creates the detailed standards that guide implementation of tactical plans. Also operational...
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