MARKETING PRINCIPLES AND PRACTICE (A Case Study in reference with Wm Morrison Supermarkets plc) Table of Contents Introduction: 2 1.1Marketing 2 1.2Marketing contributing to business objectives 2 1.3 Financial result of Morrisons for the year 2010 to 2011: 2 1.4. External factors influencing marketing 4 1.5Role of marketing 5 1.6 Elements of marketing 6 2.1Elements of marketing mix 6 2.2Methods of segmenting markets 7 2.3Benefits of segmenting markets 8 2.4 Analysing different methods of researching a market 8 2.5 Technology impacting marketing 9 3.1 Market segments for product 9 Figure 3: Segmentation and targeting 10 3.2 Positioning of products 10 3.3 Product distribution: 10 3.4 Analyse pricing strategies 11 3.5 Analyse the promotional strategy 11 4.1 Strategic aims of the marketing plan 12 4.2 Target market 12 4.3 Macro and micro indicators 13 4.4 Marketing mix 13 4.5 Factors relevant for implementation of the plan 14 REFERENCES: 15 Introduction: 1.1 Marketing In the opinion of Czinkota (2007), the marketing management involves any tangible product or an intangible service which is offered to the customer for individual or group consumption usually passes through a series of phases. According to Doyle and Stern (2006), product can be anything tangible for the end users who are either individual or corporate, which appeals to satisfy the need, want or desire. Service is consumed and cannot be stored for future consumption. The marketing aspect of both of these segments is now being mixed cleverly to add value to the offering to the end user.
Veterans Outreach Program Charles Eaton MM522 Marketing Management Dr. Kamal Veterans Outreach Program TABLE OF CONTENTS SECTION 1 # SECTION 1.0 EXRCUTIVE SUMMARY #3 SECTION 2 SITUATION ANALYSIS SECTION 2.0 MARKET SUMMARY #5 SECTION 2.2 SWOT ANALYSIS #6 SECTION 2.3 COMPETITION #7 SECTION 2.4 PRODUCT OFFERING #7 SECTION 2.5 KEYS TO SUCCRSS #10 SECTION 2.6 CRITICAL ISSUES #10 SECTION 3 MARKETING STRATEGY # SECTION 3.0 MISSION #10 SECTION 3.2 MARKETING OBJECTIVES #11 SECTION 3.3 FINANCIAL OBJECTIVES # SECTION 3.4 TARGET MARKET # SECTION 3.5 POSITIONING # SECTION 3.6 STRATEGIES #
Impact 4/5 ……………………………………………………….……..8 2.2.4 Technological Factor. Impact 4/5 ……………………………………………………….…….8 2. 3 Five Force Analysis…………………………………………………………………….….……..8 2.3.1: Analysis of Five Force Analysis ………………………………………………………………10 2.4: Critical Success Factors …………………………………………………………………………11 2.5 Opportunities and Threats ……………………………………………………………………….14 2.6: Summary of task A………………………………………………………………………………14 3. Task B………………………………………………………………………………………………16 3.1 Value Chain……………………………………………………………………………………….16 3.2 Value Network…………………………………………………………………………………….19 3.3: Starbucks competitive advantage: threshold/unique resource and competencies………20 3.3.1: Financial resources ………………………………………………………………………….20 3.3.2: Financial competencies………………………………………………………………………22 3.3.3 Physical (Infrastructural resources)………………………………………………………….22 3.3.4: Physical infrastructure capabilities………………………………………………………….24 3.3.5: intangible resources …………………………………………………………………………25 3.3.6: Intangible resource capabilities…………………………………………………..………...25 3.3.7: Threshold and Unique resources and competencies …………………………………..25 3.3.8: Competitive advantage
p. 5 Technology p. 5 Organizational . p. 5 Analysis of the External Environment . p. 7 Business/Competitive Environment (Porter's 5 Forces) p. 7 General Environment p. 8 Economic p. 8 Social/Cultural p. 8 Political/Legal p. 8 Technological p. 8 Integration of Major Strategic Issues p. 9 Available Alternative Strategies . p. 10 Corporate Level Strategies p. 10 Competitive Strategy . p. 11 Recommendations and Implementation p. 13 Corporate Level Strategies p. 14 Competitive Strategy .
nageContents 1.0 Introduction 2 2.0 Profile of General Motors 2 3.0 Challenges facing in general motors Management Accounting 3 3.1 Environmental 3 3.2 Matric 3 3.3 Meters 3 3.4 Different analysis 3 3.5 Estimate 3 4.0 Positioning General Motors strategically 4 5.0 Core product of and life cycle of General Motors products 4 5.1 Introduction 4 5.2 Growth Phase 5 5.3 maturing stage 5 5.5 Decline stage 5 6.0 management techniques adopted at General Motors 5 6.1 Initiation 5 6.2 Adoption 6 6.3 Adaptation 6 6.4 Acceptance 6 7.0 Challenges facing the implementation of management techniques 7 8.0 Recommendation 7 9.0 conclusion 7 10.0 References 8 1.0 Introduction Managers face every time with the need to understand and control costs, important product decisions, coordinating resources, and to guide and motivate employees. Accounting and Information Management provides a framework to organize, evaluate and report on data exclusive view of the objectives of the organization. This information is for managers and other employees in the organization. Management accounting reports can be designed to meet the information needs of internal decision makers. Management may need information summaries prepared monthly for each unit of society.
Case 2 Ryanair Case 2 Ryanair Table of contents Titlepage 2 Preface 3 Table of contents 4 Executive summary 5 Chapter 1 Identify the main problem 6 1.2 Summary of Ryanair 6 1.3 Problem statement and research questions 7 1.4 Methodology 7 1.5 Application strategic lenses 8 Chapter 2 Gathering the facts 9 2.1 Pestel Framework 9 2.2 Five forces 11 2.3 Strategic capability 13 2.4 Robustness 14 2.5 Cost efficiency 15 2.6 Strategic Clock 16 2.7 Stakeholder mapping 18 2.8 Business economics analysis 19 2.9 SWOT Analysis 27 Chapter 3 Alternative course of action 28 3.1 TOWS 28 3.2 Alternative for fuel 29 3.3 Use the recessions and bend it to something positive 29 3.4 Improving their image start with the employees 29 3.5 Ryanair needs to distinguish themselves by developing secondary airfields 30 Chapter 4 Decisions and reasoning 31 Chapter 5 Implementation 32 Conclusion 33 Bibliography 34 Table of Figures 35 Appendix 36 xecutive summary Chapter 1 Identify the main problem This first chapter will give a small overview of how Ryanair got into their current situation. Therefore a concise summary is presented and also the strategic lenses of Ryanair will be discussed. 1.2 Summary of Ryanair Ryanair is an international air carrier which is based in Dublin, Ireland. At the moment it is the largest low cost airline in Great Britain and Europe. Ryanair started flying since 1985 between Ireland and the UK.
Enterprise System Research assignment Enterprise System Research assignment Integration Integration Profits Profits CRM CRM HR HR Finance Finance Marketing & Sales Marketing & Sales Table of Content ERP System 3 Key Components of Enterprise System 3 Actual Components 3 Functional Areas 4 Benefits and costs of ERP system Implementation 5 Comparison between SAP, Oracle and Microsoft Dynamics 6 ERP Implementation cases 8 Executive Summery 9 Background 9 Hewlett-Packard 10 Motivation for Implementation 10 Launch Strategy 10 Implementation Issues 10 Results of Implementation 11 Chatzigeorgiou GP 12 Motivation for Implementation 12 Launch Strategy 12 Implementation 13 Results of Implementation 13 Comparison of the two companies 14 Conclusion 14 Resources 15 ERP system Enterprise Resource Planning (ERP) software applications act as the central company-wide information system. ERP systems integrate all of an organization’s departments, divisions, lines of business and geographical locations into a single, shared, unified and enterprise-wide information system. Key Components of Enterprise System Actual Components * Transactional database * Management portal/dashboard * Business intelligence system * Customizable reporting * Analyzing * External access via technology such as web services * Search * Document management * Workflow management Functional Areas ERP software typically has Accounting, Business Intelligence, Financial Management, Procurement, Inventory & Stores Management, Sales & Distribution Management, Manufacturing, Human Resources Management, Project Management and Customer Relation Management Modules. Functional Areas | Contents | Finance/Accounting | It is the production of information about
2002 ChevronTexaco Corporate Responsibility Report Integrity and learning in an evolving world 2002 ChevronTexaco Corporate Responsibility Report Table of Contents 2002 ChevronTexaco Corporate Responsibility Report Table of Contents 2 Economic Issues CEO Message 31 Introduction 31 Financial Performance Data 33 Overview & Strategy Supplier Diversity & Small Business Development 3 Our Values & Vision 3 Company Description 4 About This Report 5 Corporate Responsibility Strategy 35 Introduction 6 Engagement & Dialogue 37 Energy Efficiency 6 Management Systems 38 Climate Change 8 Corporate Governance Environmental Issues 41 Social Issues 9 11 Energy Technologies 43 Flaring 44 Air Emissions Introduction 45 Spills Ethics 47 Water 12 Political Activities 47 Waste 13 Revenue Transparency 48 Decommissioning & Remediation 14 Community Engagement 50 Biodiversity 18 Human Rights 53 Environmental and Social Impact Assessments 54 Product Stewardship 56 Environmental Expenditures & Fines 19 20 Security Health & Safety 23 HIV/AIDS & Other Infectious Diseases 25 Employees 26 Diversity 28 Global Workforce Development 29 Training & Development 29 Wages & Benefits 30 Employee Dispute Resolution © 2003 ChevronTexaco Corporation. All Rights Reserved. 1 2002 ChevronTexaco Corporate Responsibility Report CEO Message Overview and Strategy CEO Message As an energy company that oper- transportation and commerce to health care, education and agriculture. ates in more than 180 countries, In producing this energy, ChevronTexaco provides employment, spurs ChevronTexaco is accountable to economic growth, transfers
TABLE OF CONTENTS 1 Executive Summary 2 2 Introduction 3 3 Background 4 4 Project Manager’s Responsibilities 7 4.1 Planning 7 4.2 Organising 7 4.3 Controlling 8 5 Project Manager’s Skills 8 5.1 Leadership Ability 8 5.2 Ability to Develop People 10 5.3 Communication Skills 10 5.4 Interpersonal Skills 11 5.5 Ability to handle Stress 11 5.6 Problem Solving Skills 11 5.7 Time Management Skills 12 5.8 Resource Planning 12 6 Delegation 13 7 The Project Team 14 7.1 Project Team Development 14 8 Recommendations 16 9 Conclusion 16 10 Bibliography 17 List of Figures Figure 1.0: Degrees of Delegation 12 Figure 2.0: Stages of Team Development 13 Figure 3.0: Levels of Functioning 14 1 EXECUTIVE SUMMARY This document intends to evaluate the case study of ICS, Inc and propose solutions to the problems identified in a prioritised, systematic approach and aim to further motivate my assertions. Recommendations are made in accordance with the responsibilities explored. It is an overwhelmingly apparent that Ivana is in need of training as a Project Manager. Given the nature of the organisation’ she wears many hats and is unable to fully deliver on her key responsibilities as project manager. Project Team development is also addressed in this analysis, depicting the various stages of team development Resource Planning; is non-existent in ICS, Inc. Staff assignment to the various projects will be address in a work schedule table which will indicate availability and or commitment of human resources, plotted on a calendar timeframe.
Quantitative Business Analysis for Capacity Assessment INBA 6145 GROUP ASSIGNMENT COHORT – 55 TEAM – INNOVATION INVASION Merton Truck Company NAME | ID # | Kelly Jackson-Baynes | 814005354 | Crystal Manickchand | 814005353 | Ramona Balgobin | 814005540 | Sara Samuel | 806005295 | TABLE OF CONTENTS 1 CASE SUMMARY1 2 KEY ISSUES/CHALLENGES2 3 METHDOLOGY…..3-8 3.1 Steps Taken3-4 3.2 Case Model Calculations5 3.3 Lag Effects6 3.4 Models Done7-8 4 fINDINGS 9-11 4.1Model Choice9 4.2 Shipment projections based on model chosen10 4.3 Forecast Results11 5INTEPRETATION…..12-13 6CONCLUSION…..14 7APPENDIX…..15-26 1. CASE SUMMARY Merton’s Truck company president was dissatisfied with the company’s financial performance during a six month period January –June 1988. He suggested that something be done to improve the financial position of the company. Suggestions included changing the product mix or just stop making a Truck Model 101 altogether as it was not making a profit. Additionally, he also suggested that they outsource engines from an outside supplier to relieve the capacity problem.