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marketing strategy planning
Marketing Planning: Strategy, Environment And Context 1st Edition Blythe, Jim;Megicks, Phil - Solutions
l A few volunteers reported that volunteering was consistent with their Christian or other religious beliefs.
l Social benefits from interacting with the students and with each other.
l Older retired people, especially teachers and librarians, derived a sense of feeling useful and needed.
l Personal satisfaction from making a difference to someone’s life.
l Stress the importance of horticulture and agriculture industries to the economy and promote Eden Garden Tools as a supporter of their success through its innovative business solutions.
l Actively promote through its brand position the sustainability and health advantages of gardening to the wider community and emphasise the inclusive nature of gardening as a pastime for anyone.
l Over five years achieve 90 per cent brand awareness of Eden Garden Tools in its consumer household segments in the UK and Europe, and 60 per cent in its business-to-business and professional markets.
l Generate 10 per cent of sales from non-UK and European markets by end 2012 and increase this to 20 per cent in five years.
l Increase total sales turnover by 40 per cent in two years. l Achieve a break-even position on UK and European business by mid-2011 and a 20 per cent profit margin on sales in these markets by end 2012.
l Reduce its debt/equity ratio by 5 per cent per annum over the next five years.
4 Critically evaluate the outline plan in terms of its core strategy and tactics. 5 What changes would you make to this if you were responsible for setting out the future direction of the business?
3 What additional sources of information would you need to acquire to develop the plan?
2 How would you go about revising the plan to ensure that these limitations are overcome?
1 What limitations do you think the plan has?
5 How does Maslow’s Hierarchy of Needs relate to the Real Seed Catalogue?
4 Who are the main stakeholders for the firm?
3 To what extent would you expect the Real Seed Catalogue to engage in formal planning?
2 Which of the four generic strategic approaches does the Real Seed Catalogue most closely resemble?
1 To what extent do Kate and Ben fit the model of the opportunistic entrepreneur?
5 What problems might affect a small service business such as a hairdressing business?
4 Why is it difficult for small businesses to plan effectively?
3 How might a charity balance the needs of its stakeholders?
2 What specific issues arise when planning for global markets?
1 What are the differences in planning for business-to-business markets as opposed to consumer markets?
‘ Small businesses usually operate in an evolutionary environment and therefore strategy emerges from circumstances rather than from formal planning.
‘ The perishability of services means that loading is a key factor in planning.
‘ Charities have a large number of stakeholders, most of which are not under the control of the organisation.
‘ Global firms can aim for niche markets or for mass markets, but the customer needs must be universal if the market is to cross borders.
‘ Business-to-business markets have fewer customers, bigger order values, professional buyers, and are not end users for most of what they buy. This has profound effects on planning.
4 Perishability. Services cannot be stockpiled for later use. An airline seat is available only for a specific flight on a specific day – once the aircraft takes off, the seat cannot be sold.
3 Variability. Because services are produced on an individual basis, they are often variable in nature. In some respects this is a benefit for the customer – being able to ask the chef to cook one’s steak rare rather than medium is useful, but the chef might be having a bad day and may overcook
2 Inseparability of production and consumption. In most cases, the production of a service and its consumption happen at the same time. A concert happens as it is being heard and although the effects may last for some time afterwards in the memories of the audience, the main benefits are consumed
1 Intangibility. The product cannot be touched, which means that it is difficult to evaluate in advance of purchase. It also has no second-hand value, so in a sense cannot be owned. For example, a haircut cannot be tried out before purchase, nor can it be sold to a friend, unlike a guitar or a car.
4 Businesses may not consume the products themselves – they might simply sell them on.
3 Business buyers are buying on behalf of an organisation, not for their own use.
2 Order values are much bigger.
1 There are relatively fewer customers.
‘ Explain the different strategic paradigms as they affect small-to-medium businesses.
‘ Identify the differences between services marketing and physical product marketing in terms of planning and strategy.
‘ Explain the specific problems faced by charities in terms of planning.
‘ Describe some of the key elements in planning for global markets.
‘ Explain how planning might be different for firms in business-to-business markets as compared with business-to-consumer markets.
5 How might Honda respond to a technological breakthrough, for example a new type of motive power for cars?
4 What would be the problems for Honda in setting up a decision-support system?
3 What type of organisation structure does Honda appear to tend towards?
2 How might Honda’s senior management reconcile the problem of creating career paths for the staff?
1 What problems might arise for Honda in carrying out an internal audit, given the fluidity of its structures?
‘ Administrative controls work best in stable environments; socio-cultural controls work best in conditions of change; self-controls work best in professional organisations.
‘ Human beings are not machines. Feedback systems based on engineering theory will need to include the possibility of being overridden by human managers.
‘ Control is reactive: it responds to divergences identified by the feedback system.
‘ Feedback is about identifying divergence from pre-set targets.
‘ Marketing measures are usually based either on sales or on costs.
‘ Creativity can be encouraged, but cannot necessarily be ordered.
4 Growth and improvement. This would include the number of new products on offer, the extent of employee involvement and empowerment, employee attitudes to the firm, and so forth.
3 Internal processes. These might be enquiry response time, or conversion rate from enquiry to order.
2 Customers. These measures would include perceived value for money (not necessarily cheapness), competitive benefits package, and so forth.
1 Financial measures. These would include return on capital employed, cash flow, growth in share value, and so forth.
5 Performance measures should be established, along with suitable monitoring and control mechanisms.
4 Progress measurement points should be established, so that the strategy implementation can be mapped against expectations.
3 Necessary actions to implement strategy should be identified, and responsibilities allocated.
2 The number of changes being implemented at any one time should be limited. The ability of staff to cope with change is often a key determinant of strategy.
1 Clear responsibility should be allocated for the outcomes of strategic change.
4 Other management systems such as staff development schemes, pay structures and communications systems have been developed to meet the previous strategic structure of the company. Constant modification is difficult or impossible, so these historical schemes may stand in the way of implementing the
3 Any strategic change involves risk and uncertainty. This creates problems for staff, who may therefore agree to changes when in meetings but will not implement the changes later.
2 Communications and feedback systems may not be adapted to the new regime, so that the managers have difficulty in assessing whether the strategy is running into trouble or is proceeding smoothly.
1 Strategy and structure need to be matched so that they support each other, but at the same time each product in the organisation’s portfolio needs to match closely with its target market. This inevitably creates conflicts.
4 The fostering of innovation. Creativity and innovation cannot be ordered. In Edison’s words, creativity is 2 per cent inspiration and 98 per cent perspiration, and there is really no way that managers can demand that people be inventive. It is, of course, possible to reward creativity and
3 Manifested values and the organisational culture. The organisational culture is the product of the people who work within it. Again, this cannot be directly changed by management, even though changes can be fostered. If staff are not prepared to accede to management plans to change the culture,
2 Managing and developing quality and excellence. Much of the quality and excellence in the organisation’s work comes from the attitude of staff and their willingness to pay attention to detail. This cannot be dictated by management, although it can be fostered by appropriate policies.
1 Communication systems. Formal information flows are effected directly by management, but a large part of the communication system within any organisation is carried out informally. Any changes to this system are indirect (for example, if staff are moved to a different location), and it is not
5 Will staff members be affected by the strategy in such a way that they might try to sabotage its implementation?
4 Do organisational policies support the strategies?
3 Are managers suitably empowered to implement changes?
2 Are resources deployed effectively, and if not, can the necessary changes be made?
1 Is the structure of the organisation capable of implementing the strategy?
‘ Describe the basic control methods used in organisations.
‘ Recognise the problems of applying feedback systems which have been designed for machines rather than for people.
‘ Explain the role of control systems and describe the main systems in use.
‘ Explain the role of feedback.
‘ Describe the bases for marketing measures.
‘ Explain how creativity can be managed.
5 What positions currently appear to be available in the cider market?
4 How might Bulmer’s in the UK counteract the threat from Magner’s?
3 What are the key factors in Magner’s success in the UK, in terms of its positioning?
2 What were the key features in repositioning Bulmer’s in Ireland?
1 How might Babycham be repositioned?
5 What are the potential dangers of depositioning a competitor?
4 How might a firm provide experience of a product?
3 What is the strategic importance of positioning?
2 How might a company reinforce the position of its brands?
1 What are the dangers of repositioning a product?
‘ There are four reasons to reposition: responding to competitors, a change in consumer preference, the discovery of new consumer preferences, and a mistake in the original positioning.
‘ Promotion is important in positioning, but cannot substitute for experience of the product.
‘ There are three generic positioning strategies: reinforce the existing position, reposition, or deposition competitors.
‘ There are eight generic factors which determine a brand’s position: top of the range, services, value for money, reliability, attractiveness, country of origin, brand name and selectivity.
‘ Position has many dimensions.
‘ Perception is both analytic and synthetic.
3 Repositioning for new uses. Often, consumers discover new uses for products. Astute manufacturers will discover these new uses and use them in their promotions. For example, some women use powdered gelatine to strengthen their fingernails, so gelatine manufacturers could promote this as a new use
2 Repositioning for new customers. Repositioning for new users means trying to establish a new image among people who do not currently buy the product. They may not buy it because they have an unfavourable opinion of it, which of course makes it difficult to persuade them, or it may simply be that
1 Repositioning for existing customers. One of the safer ways of repositioning a product for existing customers is to suggest alternative uses for it. This can be useful in moving the product from being a standard, regularly purchased commodity to being a product which is keeping up with new ideas.
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