Strategic thinking & strategic decision making代写

  • 100%原创包过,高质代写&免费提供Turnitin报告--24小时客服QQ&微信：120591129

    • Strategic thinking & strategic decision making代写
    •Strategic thinking & strategic decision making
    •Strategic thinking . . . is about synthesis.
    •It involves intuition and creativity.
    •Henry Mintzberg, HBR 1994
    •Characteristics of Strategy
    •Direction – vision, goals   (where we going)
    •How to reach goals         (the route are we taking to get there)
    •By what means                (the vehicle we are travelling in)
    •Time frame                (how long it will take to get there)
    •Characteristics of Strategy
    •   WE Seek “Sustainable Competitive Advantage” (SCA)
    •Sustainable Competitive Advantage
    In seeking Sustainable Competitive Advantage (SCA)…
    •Marketers are the eyes and ears of the business
                         & are responsible for bringing external insights to strategy development.
    •Marketing-oriented businesses will focus the execution of strategy upon meeting consumer needs, increasing the strategic importance of marketing in the firm.
    **The Strategic Marketing Plan (SMP) typically includes a situation assessment, target markets, corporate objectives, product and market positioning, forecasts with budgets, and means to measure progress.   Example TOBY’s
    •Strategy planning
    Corporate level:
    Objective setting for the Organisation
    WARNING: basing objectives solely on shareholder financial objectives can lead to narrow-sightedness, discouraging future growth & loss of S.C.A.
    – A number of non-financial objectives should also be considered for long-term survival:
    • Innovation
    • Efficiency
    • Quality (product, service, people)
    • Customer satisfaction
    • CSR (Corporate Social Responsibility)
    • Customer & employee wellbeing

    Determine a VISION 
    •Strategic Marketing  & Marketing Management
    Differentiating strategic marketing management & marketing management, in terms of the role marketing plays in the firm and the organisational level, corporate, business and product/market and time perspective.
    •Marketing Strategy is about ‘the big picture’ – ‘the view from 30,000 feet’.
    •Marketing strategy guides:
    –Moving in the right direction
    –Setting appropriate objectives
    – Competing for the right consumers
    –Developing the right resources and capabilities
    •In essence, strategic decisions, including marketing strategies, deal with the present and the future.     
    •Strategic decisions are made in the present but have their consequences in the future. 
    •NB: Attributes of excellent companies
    •
    •Marketing Strategy
    Consists of establishing
    a match between the firm and its environment.
    •
    It seeks solutions to:
    •what business the firm is in & what type of business it might enter in the future (avoid myopia)
    •how the chosen field(s) of endeavour may be successfully run in a competitive environment by pursuing product, price, promotion and distribution strategies to serve target markets
    “...focus on ways in which the firm can differentiate itself effectively from its competitors capitalising on its distinctive strengths to deliver better value to its customers” (Jain 1993, p. 23).

    **To do this, we need to know what those strengths are.
    •Key Roles of strategic marketing management…
    1.to foster a marketing-oriented culture throughout the organisation emphasising the organisation’s value proposition
    2.to provide in-depth input into key marketing strategy considerations including the identification, evaluation and targeting of market segments, and the development of brand positioning and marketing mix strategies
    3.to identify market growth opportunities
    4.to provide input into the strategic visioning process – the determination of what business we are in
    5.to provide in-depth input into the process of resource allocation
    6.to ensure that key marketing metrics are incorporated into the organisation’s monitoring, evaluation and control processes
    •
    •The strategic MARKETING management process
    •Tute chat…
    Last week, we began consideration of Theodore Levitt’s 1960 article ‘Marketing Myopia’.  Hopefully, you’ve scan read it since for the understanding that we can take from it as absolutely relevant today; to include that:
    -Short-sighted managers fail to realise that there is no such thing as a growth industry but rather, industries have a life-cycle too.  Examples?
    -
    -Over all industries there is a ‘shadow of obsolescence’.  What is meant by this?  Technology-based industry, sure …but grocery stores?
    -
    -The population myth that rapidly expanding populations ensure the expansion of our markets.  Explain.
    -
    -That uncertain futures are ‘a given’.  What should we do about that?
    -
    -To build relevant strategy, it is critical that we know what business we are in then design that strategy accordingly.  Examples?

    Next week, we will discuss the Apple iPad case posted to Moodle.  Please read this prior to our meeting.  Thanks & see you then.
    Strategic thinking & strategic decision making代写