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business
marketing strategy planning
Marketing Planning: Strategy, Environment And Context 1st Edition Blythe, Jim;Megicks, Phil - Solutions
9 Review your recruitment. What happens on the first day in the job? Do motivation and communication start from day one?
8 Launch a suggestion scheme. Get the backing of the top person in the organisation and allow ideas from everyone.
7 Ask your customers what they think. Find ways of inviting their comments at each point of contact.
6 Set up a strategic customer service group. Examine your customer service and how it can be improved.
5 Revise the rule book. Get rid of outdated regulations and meaningless traditions.
4 Think about fun. How can you liven up the workplace and create a happy atmosphere? Look at reward structures.
3 Organise an attitude survey. Find out what employees really think, to set a baseline.
2 Examine your mission statement. If you do not have one, form a working party to draw one up.
1 Talk to your staff and managers. Change is always greeted with suspicion, even cynicism. Tell everyone you are seeking improvement and why, so everyone is infected with enthusiasm.
5 Why might a company reduce its product range?
4 How might a hairdressing chain define what business it is in?
3 Why might a company seek to help its competitors by increasing the overall market for the product category?
2 Under what circumstances would corporate strategy and marketing strategy be identical?
1 Why might customer satisfaction be a more appropriate objective than profitability?
‘ Complex problems can be solved only at the cost of creating new problems.
‘ An aim is a general direction; an objective has measurable outcomes.
‘ Visions are associated with specific goals, whereas missions are associated with behavioural norms.
‘ Corporate strategy derives from mission, vision and strategic intent.
‘ Some organisations aim to achieve a broader set of objectives that encompasses more than just financial outcomes.‘ Marketing objectives will be subsidiary to corporate objectives unless the firm as a whole embraces the marketing concept.
‘ There are four basic corporate objectives: profitability, growth, shareholder value and customer satisfaction. Only the last one is directly related to the marketing concept.
‘ Describe how complexity affects objective setting.
‘ Explain the difference between aims and objectives.
‘ Explain the difference between vision, mission and strategic intent.
‘ Explain where corporate strategy is derived.
‘ Describe circumstances in which corporate and marketing objectives might be in conflict.
‘ Describe the four main categories of corporate objective, and explain their relationship to marketing objectives.
5 What type of planning would be most appropriate for JJB?
4 How might JJB assess the true competitive threats the company faces?
3 What barriers to planning might the company encounter?
2 What objectives might be appropriate for JJB over the next five years?
1 What needs might JJB’s stakeholders have?
5 What is the relationship between the corporate plan and the marketing plan?
4 How does marketing work as a coordinating force in companies?
3 What is the importance of segmentation?
2 Why is the marketing concept sometimes difficult to implement in firms?
1 How might a small firm carry out its planning functions?
3 The value created by their products lay not in the physical products but in the outcomes from using them. People buying the Slick Mower were buying tidy lawns, people buying the special tools were buying a rewarding hobby, and so forth. This thinking led them to reconsider the new product –
2 The idea of having marketing as the driving philosophy of the business was certainly appealing, but they would need to hire a qualified marketer to achieve this since their knowledge of how it would work in practice was limited.
1 Their previous belief that the company was customer-oriented was sadly mistaken. They had been product-driven and had not fully understood what their customers actually needed. More by luck than judgement, they had hit on a range of products that was successful, but had been saved by Stephanie
‘ Explain the role of marketing in managing exchange.
‘ Show how a comprehensive plan provides a ‘blueprint’ for staff to work to.
‘ Explain the role of planning in focusing managers’ thinking.
‘ Explain the problems which arise when marketing is seen as a function of the business rather than as its guiding philosophy.
‘ Show how marketing can act as a coordinating force within organisations.
‘ Explain how marketers balance the needs of other stakeholders with the needs of customers.
4 Critically evaluate the outline plan in terms of its core strategy and tactics.
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?
‘ 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?
5 How might administrative controls be helpful in an organismic organisation?
4 What are the problems associated with giving feedback in circumstances of rapid environmental change?
3 Socio-cultural controls exist in the minds of staff. How might this affect an induction programme?
2 If control is reactive, how might you ensure that managers are able to vary the responses to match actual circumstances?
1 A common method of obtaining feedback in service industries is the use of customer response forms. How might you ensure that every customer completes one of these forms?
‘ 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.
‘ Explain the rationale behind repositioning.
‘ Understand the role of direct experience as opposed to promotion in developing a position.
‘ Describe the basic positioning strategies.
‘ Explain the eight generic factors that determine position.
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