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business
marketing strategy planning
Marketing Planning: Strategy, Environment And Context 1st Edition Blythe, Jim;Megicks, Phil - Solutions
6 Is the system cleaned regularly to ensure that data is still current?
5 Check that the CIS can sort information in a variety of ways: by customer purchase frequency, by order size, by geographical location, and so forth.
4 Is the system simple, both in terms of collecting information and in terms of providing it?
3 Involve the major users. They are closest to the system and can identify its strengths and weaknesses better than anyone.
2 What business needs should the CIS serve? What types of analysis should it be able to handle? Determine the objectives of the system and put these in writing.
1 Has the system been designed to be state of the art? Beware of setting a technical horizon based on the user’s technical knowledge. Often managers will design the system based on their knowledge of what is possible rather than on what a technician would regard as possible.
4 What are the key factors in developing a marketing information system? 5 How might the political orientation of the country affect planning?
3 How should a company monitor changes in the law relevant to its own operations?
2 How might a company counteract a shadow website?
1 Why does choosing the right model affect analysis of the external environment?
‘ Marketing information systems provide a continuous flow of information on which to base decisions, provided they are designed correctly.
‘ Analysis of competitors and other marketing channel members is a key dimension of the marketing audit and marketing planning.
‘ Environmentalism is widespread and is not confined to pressure groups: customers, legislators, employees, the media and ethical investors all have some input.
‘ Consumerism has become a major force – consumers wield a great deal of power, and are educated enough to know how to use it.
‘ The political orientation of the country affects planning, even if legislation does not.
‘ Analysing the environment requires managers to apply the appropriate model. However, all models are flawed since they are abstracts of the real world.
‘ Show the importance of marketing information systems and explain how they are developed.
‘ Illustrate some of the main ways in which external factors affect marketing planning in practice.
‘ Explain how competition influences an organisation’s marketing plan development.
‘ Distinguish between the micro (task) and macro levels of the external environment.
‘ Identify the range of external influences that affects marketing planning.
‘ Discuss the appropriateness of models used to analyse the external environment.
5 What ecological factors might be of most interest to Thomson?
4 What social changes should Thomson be monitoring?
3 How might Thomson define its competition?
2 What might be the problems facing Thomson if it were to conduct an internal audit?
1 What external environment changes have occurred to affect Thomson?
5 What are the main benefits derived from carrying out a marketing audit?
4 Who should be responsible for carrying out the audit?
3 How might a company decide how often to conduct an audit?
2 What is the main problem with carrying out a salesforce audit?
1 Why is technology considered as part of the external environment?
l Aim to finish the above within three weeks.
l Evaluate the overall business environment.
l Identify competitors.
l Find secondary sources of information.
l Look at the company’s advertising and compare with company records to see whether there are any identifiable outcomes.
l Interview Hugh about his approach to selling the products.
l Trawl through the customer records to find out who buys what, when and in what quantities.
‘ The audit has a number of drawbacks, many of which can be overcome if staff and managers ‘buy into’ the process.
‘ The nature of the audit process adopted revolves around a number of organisational and market factors.
‘ The audit’s strongest benefit lies in focusing the thinking of managers, so managers should be involved fully in carrying out an audit.
‘ The audit is by no means straightforward: it requires effort, resources and a large degree of objectivity.
‘ The audit should be carried out as frequently as time and resources allow: this may be relatively infrequently, of course.
‘ The audit is a key starting point for all forward planning because it tells us where we are now.
‘ The marketing audit has a number of basic elements which, if followed correctly, cover all aspects of the organisation’s marketing activities.
‘ Describe some of the drawbacks of the audit.
‘ Show how the audit helps in focusing the thinking of managers.
‘ Explain some of the problems in carrying out the audit.
‘ Assess the frequency with which the audit should be conducted.
‘ Explain how the audit helps in forward planning of marketing.
‘ Describe the basic elements of the marketing audit.
4 There would be a need to revisit the audit in between full audits, because the company itself was going through a period of rapid change.
3 He would have to take entire responsibility for the audit the first time round, but might expect some help from John Peters once he had had the chance to get out and interact with customers. That would make the following year’s audit easier, anyway.
2 The audit itself would probably be fairly straightforward as the company carried out relatively few marketing activities – very limited advertising, no PR, and so forth.
1 The audit would need to be carried out about once a year, since the company did not have sufficient resources to carry it out more frequently, and in particular he would not have time to do it on a regular basis since he would have to do all the work himself as well as carry out the rest of his
5 What are Toyota’s key capabilities?
4 What are Toyota’s key competencies?
3 What are the drivers behind the creation of the hybrid car?
2 Why are environmental values so important to the company?
1 To what extent is Toyota market-driven?
4 Building up human resources and organisational strength as the foundations of manufacturing.
3 Expanding research into a variety of areas.
2 Starting new cycles of industry.
1 Opening the door to unexplored areas.
5 Why do resource constraints militate against the marketing concept?
4 How does the market-driving philosophy relate to the resource-based view of the organisation?
3 Why does management of core competencies often lead to strategic alliances?
2 How might a company set objectives relating to resources?
1 What is the difference between a competency and a capability?
‘ Organisations are often market-driving rather than market-driven, due to resource constraints and availability.
‘ Management of core competencies is likely to lead to strategic alliances, to divestment of non-core activities and to overarching strategic architecture.
‘ Competencies might lie with individuals, with groups, or at the corporate level.
‘ Capabilities can be strategic, functional or operational.
‘ Capabilities arise from competencies plus knowledge.
‘ Resources create competencies, which in turn create capabilities.
‘ A high-performance strategy relies on developing resources effectively.
‘ Key drivers of change exist in the wider environment that have shaped marketing strategies and plans.
‘ Objectives cannot be set in isolation: external and internal factors will constrain decision making.
3 Organisational changes away from strategic business units and towards a more overarching strategic architecture. This would mean that the organisation would tend to use the core competencies to drive everything within the organisation, rather than letting it sit in a subdivision or department.
2 Divestment of non-core businesses and brands, accompanied by their sale to companies whose core competencies relate better to those businesses and brands.
1 Greater emphasis on alliances with other companies, with each company bringing a core competence to the alliance. An example would be the construction of the Eurotunnel, which involved companies with core competencies in mining, in largescale concrete structures and in railway construction.
3 A core competency should make significant contribution to the benefits the customer derives from using the product or service. The competency is worthwhile only if it contributes to customer welfare – a criterion which is very much in line with the marketing concept itself.
2 A core competency provides potential access to a wide variety of markets. A core competency in, say, fibre-optic cable would enable a company to access telecommunications markets, aerospace markets, railway signalling markets, defence markets, and so forth.
1 A core competency should be difficult for competitors to copy. If competitors can easily copy it, it isn’t core to the organisation – it is common to all organisations.
‘ Explain why organisations sometimes become market-driving rather than market-driven.
‘ Describe the likely outcomes of management of core competencies.
‘ Explain how individuals, groups and corporations hold competencies.
‘ Describe different categories of capability.
‘ Explain the role of knowledge in creating capabilities.
‘ Describe the process of creating business capabilities from resources.
‘ Explain the role of developing resources in creating a high-performance strategy.
‘ Identify some of the key drivers of external environmental change.
‘ Explain how internal and external environmental factors may affect marketing planning.
5 What has been the role of vision in developing Richer Sounds?
4 What appears to be Richer’s strategic intent?
3 What are the marketing implications of Richer’s slow-growth policy?
2 What appears to be the relationship between corporate objectives and marketing objectives at Richer Sounds?
1 Which type of corporate objective does Richer appear to be aiming for?
10 Review the values you deliver. Are you happy with the value for money of your service or product? Could the quality be improved or the price lowered?
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