The Tools And Techniques Of Employee Benefit And Retirement Planning 12th Edition Stephan R Leimberg, Stephen Leimberg - Solutions

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‘ 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.
‘ 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?
‘ 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.
4 What appears to be Richer’s strategic intent? 5 What has been the role of vision in developing Richer Sounds?
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?
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?
‘ 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.
‘ Explain how marketers balance the needs of other stakeholders with the needs of customers. ‘ Show how marketing can act as a coordinating force within organisations.
Question – Can plan participants borrow from a VEBA?

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The Tools And Techniques Of Employee Benefit And Retirement Planning 12th Edition Stephan R Leimberg, Stephen Leimberg - Solutions

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