...ATHE-Level-6 Diploma in Management Strategic Marketing Unit 6.5 Submitted to: London Churchill College Submitted by: Student ID: Date of Submission: Table of Contents: Introduction: 2 Task 1 3 1.1 Assessment on the role of strategic marketing in an organization: 3 1.2 Analysis on the relationship between corporate strategy and marketing strategy: 3 1.3 Analysis on how marketing strategy is developed: 5 Task 2 6 2.1 Evaluation on approaches to internal environmental analysis 6 2.2 Evaluate approaches to external environmental analysis: 7 2.3 The integration of Internal and external environment analyses: 8 Task 3 9 3.1 Analysis on decisions and choices to be made at a corporate level: 9 3.2 Assess how these decisions influence marketing at business unit and functional level: 10 3.3 Analyze approaches to competitive positioning of organization: 11 Task 4 12 4.1 Identify a range of strategies that can contribute to competitive advantage 12 4.2 Analyze marketing communications strategies 13 4.3 Analyze marketing strategies, their application and implementation for an organization 14 References: 15 Introduction: Marketing is one of the most critical and vital functional area. According P. Kotler & A. Chernes, (2012) Marketing is a managerial process for offering products and services for consumption in...
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...Analysing Self and Organisation HR837 Self Analysis Assignment John Hall Student Number: 05020550 January 2007 Word Count: 3220 Tutor: Gillian Forster Contents Introduction: p 3 Application of Honey and Mumford Theory: p 3 Analysis of Kolb’s Learning Styles: p 6 Application of Belbin analysis: p 10 Personal SWOT Analysis: p 12 Rationale behind Personal Development Objectives: p 14 Conclusion: p 15 Bibliography: p 16 Appendix: p 17 Introduction In this assignment it is my intention to analyse a range of learning style models and relate them to a personal analysis in order to determine strengths and weaknesses and demonstrate a process of critical evaluation. These strengths and weaknesses will tie in to a personal SWOT analysis which will combine to highlight the rationale behind the Personal Development Objectives outlined towards the end of the assignment. Telford states that ‘It’s hard to imagine that our self improvement efforts will be successful without considering what is this “self” we want to improve’ Telford (2005) p9. And it is this concept which is sometimes difficult for us to embrace. The notion of looking closely at oneself and carrying out a critical analysis can at times be quite uncomfortable but as demonstrated above it is necessary in order to embark upon the process of self improvement. Honey and Mumford The dictionary definition of learning is ‘to obtain knowledge or awareness of...
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...BMA351 MARKETING MANAGEMENT STUDY GUIDE – WEEK 2 STRATEGIC MARKETING PLANNING INTRODUCTION This week you will be introduced to the concepts of strategic planning and the strategic planning process. Important in this discussion is an understanding of the hierarchies that exist within firms and within the planning process. Last week’s consideration of the differences between strategic and tactical is useful too. You will also be introduced to idea of marketing control, which is an important element you will need to address in Assessment Item 2 – Strategies & Implementation. Resources Lecture slides (download or view PowerPoint file) Recorded MyMedia lecture – Week 2 Prescribed text: Chapter 2 MyLO: Readings/Strategic marketing planning Acknowledgement: Sections adapted from Ferrell, OC & Hartline, MD 2010, Marketing strategy, 5th edn. Cengage Learning, Mason, OH. © 2010 Cengage 1 LECTURE OUTLINE Strategic Planning and the Strategic Planning Process The majority of organisations operate according to a formal plan. Formal planning can yield many benefits for all types of firms. It encourages senior management to think ahead systematically and refine its objectives and policies. Sound planning helps the company to anticipate and respond quickly to environmental changes, and prepare for sudden developments more effectively. Whether at the corporate, business unit, or functional level, the planning process begins with an indepth analysis of the organisation's...
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...Overview of Grading Rubric for Marketing Plan Term Project, Part 1 Content | Points | A. Current Marketing Situation (65 points) | 1. Market description | 20 | 2. Product review | 20 | 3. Competitive review | 20 | 4. Distribution review | 5 | B. SWOT Analysis | 20 | Overall presentation/use of academic research | 15 | TOTAL | 100 | Detailed Grading Criteria for Marketing Plan Term Project, Part 1 A. Current Marketing Situation (65 points maximum) 1. Market description (Section A.1, a–e) (20 points maximum) a. Segmentation b. Marketing targeting strategy c. Value proposition d. Factors influencing consumer’s behavior e. Buyer decision process Points Awarded | Assessment Criteria | 18–20 | Student demonstrates superior understanding of the marketing concepts and can apply them to the product/service scenario. Represents A-level work. | 16–17 | Student demonstrates good understanding of the marketing concepts and can generally apply them to the product/service scenario; may have a weak analysis of one or two of the concepts. Represents B-level work. | 14–15 | Student demonstrates an average understanding of the marketing concepts, may not be able to apply them in all instances, or offers analysis that is inconsistent or too generalized. Represents C-level work. | 12–13 | Student demonstrates a poor understanding of the marketing concepts or misses some of the concepts, relies too heavily on text language...
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...and Michael K. Hussey (Eds.), Quantitative Methods in Marketing, Second Edition. London: International Thompson Business Press, 1999, pp. 92-119. Forecasting for Marketing J. Scott Armstrong The Wharton School, University of Pennsylvania Roderick J. Brodie Department of Marketing, University of Auckland Research on forecasting is extensive and includes many studies that have tested alternative methods in order to determine which ones are most effective. We review this evidence in order to provide guidelines for forecasting for marketing. The coverage includes intentions, Delphi, role playing, conjoint analysis, judgmental bootstrapping, analogies, extrapolation, rule-based forecasting, expert systems, and econometric methods. We discuss research about which methods are most appropriate to forecast market size, actions of decision makers, market share, sales, and financial outcomes. In general, there is a need for statistical methods that incorporate the manager's domain knowledge. This includes rule-based forecasting, expert systems, and econometric methods. We describe how to choose a forecasting method and provide guidelines for the effective use of forecasts including such procedures as scenarios. INTRODUCTION Forecasting has long been important to marketing practitioners. For example, Dalrymple (1987), in his survey of 134 U.S. companies, found that 99 percent prepared formal forecasts when they used formal marketing plans. In Dalrymple (1975), 93 percent of the companies sampled...
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...MARKETING PLAN ASSIGNMENT MM522Marketing Management This marketing plan assignment gives you the opportunity to practice developing an integrated business and marketing strategy for a product or service of your choice. It also helps you to develop a strong business-oriented written proposal and communications expertise. As the course progresses, you will be developing each of the elements of this marketing plan. Good marketing plans come in many different formats. We have chosen this format to follow our course of study. An important element of this plan is practicing the use of applied business research tools to gather information about your proposed product or service, its industry, competitors and possible markets. At least part of your research should be conducted on-line for this project (e.g. Keller’s “Virtual Library”, the Internet at large, other proprietary on-line databases). You also have many other sources of potential information: • Internal, non-proprietary company information • Consider calling competitors for product and company information • Conduct telephone interviews of potential customers • Use empirical observation of prospective customers • Conduct customer surveys • Conduct a literature search at the library • Review periodicals for articles and advertisements The development of this Plan is an on-going and integral part of this course. At your option, you may submit one double-spaced section...
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...All In One Marketing Audit & Plan [Date] Created by Simply Digital Marketing Last reviewed [Date] All In One Marketing Audit And Plan 1. CONTENTS 1. 2. 3. Contents .......................................................................................................................................... 2 Glossary ........................................................................................................................................... 4 Executive Summary ......................................................................................................................... 5 3.1. 3.2. 3.3. 4. Key Findings ............................................................................................................................ 5 Key Recommendations ........................................................................................................... 5 Summary ................................................................................................................................. 5 Marketing Audit .............................................................................................................................. 6 4.1. 4.2. 4.3. 4.4. 4.4.1. 4.4.2. 4.4.3. 4.5. 4.5.1. 4.5.2. 4.5.3. 4.5.4. Introduction ............................................................................................................................ 6 Assumptions ...............................................................................................
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...446 Marketing in a Global Economy By Elizabeth Fletcher Evangel University Degree Completion Program Cohort 34B May 8, 15, 22, 29 & June 5, 2008 Associate Professor Elizabeth Fletcher EMAIL: fletchere@evangel.edu Office Phone: 865-2815 ext. 8112 Business Department Chair (Suite AB107) "Marketing requires separate work, and a distinct set of activities. But, it is a central dimension of the entire business. It is the whole business seen from the point of its final result, that is, from the customer's point of view. Concern and responsibility for marketing must permeate all areas of the enterprise." Peter Drucker, Management Course Description This course provides the student an opportunity to understand the decision-oriented realm of marketing in modern profit and not-for-profit organizations. Through a broad introduction to marketing concepts, the student will gain an understanding of the roles and operations of the free enterprise, competitive market system in the American and world economies. Through exposure to the "language" common to marketing managers, the student's development of relationships with business entities, governments, and associations will be enhanced. Course Objectives The student is provided the opportunity to understand the fundamentals of marketing for applications in modern organizations. By the end of the course the student will be a more intelligent consumer and citizen. The student should develop an appreciation of marketing application...
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...Harvard Business School 9-598-061 Rev. November 1, 2000 Note on Marketing Strategy Long ago, Peter Drucker wrote that any business enterprise has only two basic functions: marketing and innovation.1 All else, he implied, was detail. The central role of marketing in the enterprise stems from the fact that marketing is the process via which a firm creates value for its chosen customers. Value is created by meeting customer needs. Thus, a firm needs to define itself not by the product it sells, but by the customer benefit provided. Having created the value for its customers, the firm is then entitled to capture a portion of it through pricing. To remain a viable concern, the firm must sustain this process of creating and capturing value over time. Within this framework, the plan by which value is created on a sustained basis is the firm’s Marketing Strategy. Marketing Strategy involves two major activities: (i) selecting a target market and determining the desired positioning of product in target customers’ minds and (ii) specifying the plan for the marketing activities to achieve the desired positioning. Figure A presents a schematic describing a general process of marketing strategy development. As shown, five major areas of analysis underlie marketing decision making. We begin with analysis of the 5 C’s— customers, company, competitors, collaborators, and context. We ask: Customer Needs Company Skills Competition Collaborators Context What needs do we seek to satisfy?...
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...A corporate plan is a set of instructions to managers of an organization describing what role each department is expected to fulfill in the achievement of organization's objectives A market plan begins with the identification (through market research) of specific customer needs and how the firm intends to fulfill them while generating an acceptable level of return. It generally includes analysis of the current market situation (opportunities and trends) and detailed action programs, budgets, sales forecasts, strategies, and projected (proforma) financial statements. See also marketing strategy. The marketing planning process A marketing plan is a comprehensive blueprint which outlines an organization's overall marketing efforts. A marketing process can be realized by the marketing mix, which is outlined in step 4. The last step in the process is the marketing controlling. The marketing plan can function from two points: strategy and tactics (P. Kotler, K.L. Keller). In most organizations, "strategic planning" is an annual process, typically covering just the year ahead. Occasionally, a few organizations may look at a practical plan which stretches three or more years ahead. Marketing planning aims and objectives Behind the corporate objectives, which in themselves offer the main context for the marketing plan, will lie the "corporate mission," which in turn provides the context for these corporate objectives. In a sales-oriented organization, the marketing planning function...
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...sylabus Course: IP_357 Global Marketing Management System Online (GMSMO) International Business Program University of Economics, Prague October 12 – 15, 2011 Instructor: Dr. Basil J. Janavaras E-Mail: basilj@janavaras.com Web Sites http://www.gmmso3.com , http://www.janavaras.com Introduction This course utilizes web based software named GMMSO (Global Marketing Management System Online, http://www.gmmso3.com ) as the basis of instruction along with targeted lectures on international business strategic planning. GMMSO software is a global marketing/management research and strategic planning tool that will enable you to: • Conduct a company situation analysis in a global context • Identify countries with high market potential for the company’s product/service • Conduct and in-depth market/competitive analysis and select the best country market • Determine the best entry mode strategy and develop the marketing plan To this end, the course requires integration of knowledge from this and other courses and bridges the gap between theory and the real world of business. This module organizes learning around projects that involve students in problem-solving, decision making, and investigative activities. It provides students with the opportunity to work relatively autonomously and in groups culminating in the production of realistic reports that integrate managerial realism into the classroom. Users are provided with helpful tools such as step-by-step...
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...Guide to Case Analysis A case presents a situation involving a managerial problem or issue that requires a decision. Typically, cases describe a variety of conditions and circumstances facing an organization at a particular time. This description often includes information regarding the organization's goals and objectives, its financial condition, the attitudes and beliefs of managers and employees, market conditions, competitors' activities, and various environmental forces that may affect the organization's present or proposed marketing strategy. Your responsibility is to carefully sift through the information provided in order to identify the opportunity, problem, or decision facing the organization; to carefully identify and evaluate alternative courses of action; and to propose a solution or decision based on your analysis. This guide provides an overview of the case method. It begins with a discussion of the role that cases play in the teaching/learning process. This is followed by a series of guidelines for case analysis. After carefully reading this material, you should be prepared to tackle your first case analysis. Even if you have had previous experience with cases, this guide will provide a useful review. Why Cases? • The case method differs substantially from other teaching/learning approaches such as lectures and discussion. Lecture- and discussion-oriented classes provide students with information about concepts, practices, and theories. In contrast...
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...Resource List PAGE 2 2 2 3 3 10 25 3 INTRODUCTION 1.1 The aim of this syllabus is to enable Centres to develop Business Studies courses that are suitable for Advanced Level candidates. The syllabus contains largely the same body of curriculum content as the Management of Business Advanced Level syllabus (9368) and AICE Business Studies syllabus (0128) which previously were examined by UCLES. Although no previous study of the subject is assumed by the syllabus, it would be recommended that students should have done 'O' Level Business Studies 1.2 1.3 2 SYLLABUS AIMS The syllabus is intended to lead to courses that will encourage students to: 2.1 2.2 Understand and appreciate the nature and scope of business and its role in society; Develop critical understanding of organisations, the markets they serve and the process of adding value. This should involve consideration of the internal workings and management of organisations and, in particular, the process of decision making in a dynamic environment; Be aware of the economic, environmental, ethical, governmental, legal, social, technological etc issues associated with business activity; Develop skills in: decision making and problem solving in the light of evaluation, the quantification and management of information, where appropriate, effective communication, entrepreneurship. The emphasis should be on the application of concepts and issues to the local context where appropriate. 2.3 2.4 2 ASSESSMENT...
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...Harvard Business School 9-598-061 Rev. November 1, 2000 Note on Marketing Strategy Long ago, Peter Drucker wrote that any business enterprise has only two basic functions: marketing and innovation.1 All else, he implied, was detail. The central role of marketing in the enterprise stems from the fact that marketing is the process via which a firm creates value for its chosen customers. Value is created by meeting customer needs. Thus, a firm needs to define itself not by the product it sells, but by the customer benefit provided. Having created the value for its customers, the firm is then entitled to capture a portion of it through pricing. To remain a viable concern, the firm must sustain this process of creating and capturing value over time. Within this framework, the plan by which value is created on a sustained basis is the firm’s Marketing Strategy. Marketing Strategy involves two major activities: (i) selecting a target market and determining the desired positioning of product in target customers’ minds and (ii) specifying the plan for the marketing activities to achieve the desired positioning. Figure A presents a schematic describing a general process of marketing strategy development. As shown, five major areas of analysis underlie marketing decision making. We begin with analysis of the 5 C’s— customers, company, competitors, collaborators, and context. We ask: Customer Needs Company Skills Competition Collaborators Context What needs do we seek to satisfy?...
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...Summary of Key Points for Chapter 2 Chapter Objectives: 1. Explain companywide strategic planning and its four steps. 2. Discuss briefly how to design business portfolios and develop growth strategies. 3. Explain marketing’s role under strategic planning and how marketing works with its partners to create and deliver customer value. 4. Describe the elements of a customer-driven marketing strategy and mix, and the forces that influence it. 5. List the marketing management functions, including the elements of a marketing plan. COMPANYWIDE STRATEGIC PLANNING: DEFINING MARKETING’S ROLE The task of selecting an overall company strategy for long-run survival and growth is called strategic planning. Companies typically prepare annual plans, long-range plans, and strategic plans. Strategic planning is the process of developing and maintaining a strategic fit between the organization’s goals and capabilities and its changing market opportunities. Refer to Figure 2.1 on pg. 63, which shows the 4 steps in strategic planning. 1. Defining a Market-Oriented Mission Many organizations develop formal mission statements. A mission statement is a statement of the organization’s purpose – what it wants to accomplish in the larger environment. A clear mission statement guides people in the organization. A market-oriented mission statement defines the business in terms of satisfying basic customer needs. See Table 2.1 (pg. 64) for market-oriented vs...
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