MKT 421 Complete Class Materials https://hwguiders.com/downloads/mkt-421-complete-class-materials MKT 421 Complete Class Materials MKT 421 Marketing Week 1 DQ 1 What is the definition of marketing? What are the benefits and drawbacks of incorporating marketing into the sales function of an organization? Do you think that marketing should be included as part of the sales organization within a company? Explain why or why not. MKT 421 Marketing Week 1 DQ 2 Select an organization with which you are familiar.
Explain key concepts such as segmentation, target marketing and product positioning. 2. Explain the four elements of the marketing mix: product strategies, pricing strategies, promotion strategies and distribution strategies. 3. Classify factors in the external marketing environment as either opportunities or threats as well as interpret internal company factors to create a SWOT analysis.
• Identify quantifiable elements that can be used to evaluate, monitor, and control marketing effectiveness. Week Two: Marketing Research • Justify the importance of marketing research in the development of marketing strategy and tactics. • Analyze the importance of competitive intelligence and analysis in marketing. • Identify various segmentation criteria that impact target market selection. • Describe the various types of organizational buyers and consumers and the factors that influence their purchasing decisions.
The manufacturer realizes that the channels will differ in terms of length and channel membership. Task: A. Discuss the importance of choosing appropriate channel members. An important aspect of choosing appropriate channel members is that the distribution channel is efficient. A distribution channel (or marketing channel) is the process of getting goods and/or services from the manufacturer to the consumer.
This paper will describe how a company conducts a SWOTT analysis. The internal and external analysis of Scents & Things in relation to the organizations forces and trends such as; Economic, Technological, Strategy, Legal/Regulatory, Innovation, Structure, Resources, and Culture. This paper will also classify one primary strength, weakness, opportunity, threat and trend if possible for each of the factors. Following the end of this paper, a SWOTT Analysis Table will sum up the findings of the forces and factors relative to Scents & Things. SWOTT Analysis For Scents & Things to perform a SWOTT Analysis, the company has to answer the following questions about the company’s strengths; the advantages, resources, strengths in the market, and what does the organization do better than the competition.
Why consider an organization’s approach to IM/IT resources and services as an exercise in portfolio management? •forces you to relate specific IT investments with the associated business need(s) and value propositions •provides a framework and standardized lens for the assessment of all IM/IT investments as well as measures for valuing those investments •focuses on a methodology for the valuation of IM/IT projects that connects well with the understandings of enterprise business leaders and IT governance •allows for year to year measurement of changes in IM/IT investments versus the impact (attributed results generated) by those investments •allows for qualitative if not quantitative comparisons between various IM/IT investments pursued by business units within the same enterprise and conceivable between competing businesses within the same industry How does an IM/IT portfolio management methodology help to serve the needs of the greater organization and facilitate a better appreciation by the business of its IM/IT products and services? •the organization has the following information resource management needs: • o to transact o to manage, control, make tactical decisions o to innovate, transform, increase its strategic competitiveness o control costs and improve overall performance •the portfolio model tracks and measures IM/IT project and service value and performance in the very manner that the business thinks of and measures value in these and any other corporate investments; aligning the description of and thinking about IM and IT investments in this manner allows for a common basis for understanding •IT transactional value is all about cutting operational costs and/or improving the efficiency of existing operations. •IT informational value is all about enabling management, control, and decision making. •IT strategic value is all
Study the demand elasticity for its products and discuss the availability of close substitutes for its products. How does that affect pricing decisions? Analyze the company’s profitability. Identify the economy or industry influences on its costs, operations, and profitability. Describe the competitive environment in which the firm operates, the distribution of market power, and the strategic behavior of the firm and its competitors.
Two different characteristics of a job analyses exists; the job-oriented and the person-oriented (Spector, 2008). Methods of developing a job analysis come from different sources and ways a person collects information. This paper will discuss further the job analysis of
TLIP4001A ASSESSMENT ACTIVITY 1: How can examining future opportunities and directions help towards the contribution of a shared vision and values for the workplace, and the shaping of business goals and objectives? A customer service delivery plan is a strategic and tactical plan for achieving marketing objectives. It is a detailed document that determines how new business will be acquired and how the existing customer base will be maintained and strengthened. Customer service delivery plans are not just about targets and how to achieve/exceed these targets. ASSESSMENT ACTIVITY 2: Why is it necessary, as part of the planning process for customer service teams, to review previous performance and successful approaches and to identify factors affecting performance?
The resource-based view and the structure-conduct-performance paradigm of firm behavior are used to investigate whether firms with a competitive industry position through cost leadership or differentiation strategy have different export behaviors” (p.