“THE ONE” STRATEGIC MARKETING REPORT SABIR AHMED SALEEM HEAD OF MARKTING Content Executive Summary Page 3 Role of Strategic Marketing Page 4 Strategic Marketing Process Page 5 - 6 Strategic Marketing link to Corporate Strategy Page 7 Strategic Marketing Models Page 8 - 10 Marketing Strategy Options Page 11 - 14 Relationship Marketing Page 15 – 16 Why Relationship Marketing? What Merit from Relationship Marketing? Impact of changes
stockholder expectations” Johnson et al (2008). Without a clear strategy an existing business or organisation can drift from its customers and become uncompetitive within its environment and eventually stops making profit, this is known as Strategic Drift (Handy C. 1989). This shows how having a thought out strategy is a vital way to remain competitive or a way of forcing strategic change when an organisation has strayed away from its environment and is on the path to failure. Strategy has a military history
According to Aramario & Lambin, 1991, “although marketing has basically an strategic conception of the selling activity, we use to distinguish between strategic marketing and operational marketing, depending on long term or short term objectives. Strategic marketing starts in thoughts about current situation of the company and situational analysis and possible evolution of the markets and the environment, with the goal of detecting opportunities which can establish objectives” According to Jain
During the research and analysis several problems were identified. These problems were categorised in behavioural, structural and operational strategies. The key problems identified will be analysed further in this document. Behavioural Strategy • Poor leadership • Lack of team motivation and morale • Inadequate and ineffective communication Structural Strategy • Poor business strategy • No proper structure was defined • Lack of programme and project management office Operational Strategy • Poor
products have to compete fiercely to win the acceptance of purchase and use of the customer. Through market research, the business will probably form the idea of new product development and strategic selection of correct positioning for that product in each specific market. The more understanding of the market and potential customers, the more business have a chance of success. The understanding of target customer groups in a local and their buying habits will help the business find appropriate measures
SECTION 2: SEGMENTATION, TARGETING & POSITIONING From the research on section 1, we can proceed with our Segmentation, Targeting and Positioning for a specific target consumer market. Segmentation i. Geographic Segmentation We require a strategic location where customer to come over for meals (Dibb and Simkin, 1996). We shall focus more on urban area with Residential and Office area. We shall start our own delivery services and improve our drive through system. ii. Demographic Segmentation Our demographic
SWOT analysis is vital in strategic planning. The purpose of SWOT is to review organizations strength, weakness, oppoutiunitites and threats, as well as, address major issues within a strategic plan. Vehicle dealerships utilize SWOT to determine vital information in the local vehicle market. Vital information such as, obtaining vehicle loans, establish business objectives, and develop marketing strategies. “Note that the SWOT analysis evaluates the organization’s financial resources, people, and
company are firmly in the maintaining the relationships between the company clients, customers, employees and suppliers. So, to develop strategic relationships with the customers is very important (Accenture, 2011). It is believed that more than 52% of the companies recognize their key account plan needs improvement. Strategic plan is a process that brings life to mission and vision of the enterprise. An excellent strategic plan, which is worth of value, is pushed from the top down, which considers the
inventory control, planning and forecasting customer demand. In the same view of the last line, the effect of strategic supply chain management practices on performance of hotel industry in Rwanda is analysed, where a qualitative and quantitative approach is used for the primary data collection within the questionnaires at Serena Hotel Company limited. To establish relationship between research variables frequency, mean and standard deviation were employed
mix, plus performance analysis and strategic constraints. External environmental factors include customer analysis, competitor analysis, target market analysis, as well as evaluation of any elements of the technological, economic, cultural or political/legal environment likely to impact success. A key component of marketing strategy is often to keep marketing in line with a company's overarching mission statement. Once a thorough environmental scan is complete, a strategic plan can be constructed