Revision ORM, Dec 2012

Component 1 (50%) 15 min Presentation

Considering a new product launch perform a marketing plan, using appropriate models and techniques, emphasising the importance of marketing within business plans and strategies; the processes of market development in a dynamic business environment; the role of new technologies and information systems used in marketing strategy and planning. The presentation content will constitute 75% of the grade with the presentation skills/style constituting the remaining 25%

Component 1 breakdown
Considering a new product launch - Whats the new product? perform a marketing plan, using appropriate models and techniques (Session 2, part 2) emphasising: - the importance of marketing within business plans and strategies (session 4, part 2) - the processes of market development in a dynamic business environment (session 5) - the role of new technologies and information systems used in marketing strategy and planning (session 6).

The presentation content will constitute 75% of the grade with the presentation skills/style constituting the remaining 25%

Presentations

THINK
BREATH

SPEAK
And absolutely, positively, always remember to:

REHURSE

Component 2 (50%): 3,000 word formal report

With an organisation of your choice, and using HR planning and/or development models, critically evaluate the recruitment, retention, training and learning & development strategies within the organisation; the strategies implemented for positive employee relations, performance management and reward; the H.R performance monitoring techniques used with recommendations for the organisation to enhance the efficiency and effectiveness of these operations. The report will constitute 100% of the grade for this component; the marks are allocated as follows: - Presentation and structure 10% - Content 50% - Use of theory 20% - Recommendations 12% - References (Number and variety) 8%

Component 2 (50%) breakdown

With an organisation of your choice, - Whats the organisation? and using HR planning (session 1) and/or development models, critically evaluate: - the recruitment session 2 - retention session 2 - training and session 2 - learning & development session 2 strategies within the organisation the strategies implemented for: - positive employee relations session 3 - performance management and reward session 3 - the H.R. performance monitoring techniques used session 3 with recommendations for the organisation to enhance the efficiency and effectiveness of these operations.

Useful Models & Diagrams

Marketing / Corporate Strategy Interaction

Corporate Strategy Allocation of resources across the organisation Portfolio of activities for the organisation Specifying the organisations mission Defining organisational objectives

Guides Directs Controls Coordinates

Informs Achieves Operationalises

Marketing Strategy Competing in a product market Selecting markets and segments Determining the marketing mix

Brassington and Pettitt, 2006

Influences on Marketing Strategy

Organisational objectives and resources

Attitude to risk and change

Marketing Strategy

Competitor strategies

Market structure and opportunities

Brassington and Pettitt, 2006

The Four Ps Satisfying Customer Needs

PRICE Costs Profitability Value for money Competitiveness Incentives

PRODUCT New product development Product management Product features / benefits Branding Packaging After-sales service

PLACE Access to target market Channel structure Channel management Retailer image Logistics

PROMOTION Developing communications mixes Advertising management Sales promotion management Sales management Public relations management Direct marketing

Brassington & Pettitt (2006)

Control

Marketing plans

Actions

Outcomes

Goals

Compare Outcomes with Goals

Analyse deviations

Solve problems
Brassington & Pettitt (2006) ref above

Exploit success

Learn and revise

PESTEL analysis of the external environment (usually macro environment)

Variable
Political Economic Social Technological Environmental Legal
(write the factors affecting in the boxes, then write up a brief summary)

Construct
(write as many points in this column as are appropriate)

Effect (+/-)

Porters Five Forces analysis of the competitive environment (usually micro environment)

Threat of Substitutes
(How easy is it for customers to substitute the company?)

Existing Rivalry
(Competition direct, indirect, differentiation)

Customer Bargaining Power

(How much bargaining power do the customers have?)

Threat of New Entrants

(How easy is it for new companies to enter the market?)

Supplier Bargaining Power

(How much bargaining power do suppliers have?)

(write the factors affecting in the boxes, then write up a brief summary)

Porters Generic Strategies for a strategic review

As an organisation, adopt one of these strategies to provide the direction for subsequent operational decisions, including marketing (Porter, M)

Cost Leadership

Differentiation

Segmentation (aka: Focus)

The expectation is that the vigorous pursuit of the chosen strategy will create a sustainable competitive advantage (Brassington & Pettitt)

Competitive Strategy: Techniques for Analysing Industries and Competitors Porter, M, 1980. Principles of Marketing Brassington & Pettitt, 2008

Choosing a generic strategy

The choice of generic strategy depends on: The fit between the demands of the strategy and the organisations capabilities and resources. The main competitors abilities on similar criteria. The key criteria for success in the market and their match with the organisations capabilities. Assuming the organisation has a free choice of strategies, it should consider its sources of advantage: Skills of key staff (eg: R&D, selling, quality assurance, &etc). Resources in terms of level and deployment (eg: promotional spend, R&D investment, financial reserves, production facilities, brand strength &etc). Relationships with suppliers and customers in terms of quality and longterm sustainability. Whichever strategy an organisation chooses, there must be ruthless commitment to it Principles of Marketing Brassington & Pettitt, 2008

Marketing Mix
Element Product Price Promotion Place and, when marketing services: People Process Physical Evidence Because they are vital in services The way in which the service obtained Where the service is being delivered NB: elasticity and perceived customer value MarComms mix: ads, PR, DM, personal selling, sales promotion Distribution strategy Possible Considerations

Product Life Cycle (PLC)

Growth Introductory stage stage

Maturity stage

Decline stage

Industry sales

Industry profits
Revenue

Time

Managing product profitability using the PLC

PLC Stage
Development

Description
Research, no income or sales.

Price
High cost- Product testing and development. - Lower prices- More competition and economies of scale. -More cost cutting.

Promotion
Only test marketing. No real advertising yet.

Distribution
Source distribution channels.

Growth

-Sales increase -Some profit.

Aggressive attacks from comp.-High advertising budget. -Intense promotional activities lengthen life. -Advertising to keep market share.

Intensive push and pull activities. Seek as many channels as possible. -Keep existing channels and try and obtain competition channels.

Maturity /Saturation

-Sales slow down. -Competition. -Modify product and reposition to send product. Back to growth stage. -Sales decline. -Less profit. -Obsolesce or repositioning. -Phase it out, run it out or drop it.

- Decline. Try and sell last stock.

-No advertising, but big promotions.

Decline

-Push strategies and promotions to sell last stock. -Focus on only a few distributors.

In general: Retain and maintain existing products so that they continue to meet their objectives. Modify and adapt existing products to take advantage of: new technology, merging opportunities or changing market conditions. Delete old products close to the end of working lives. Introduce a new flow of products to maintain/improve sales and profit levels.

BCGs Growth Share Matrix

High
20 18 16 14 STARS
Modest + or cash flow

QUESTION MARKS (problem children)

Large negative cashflow

12
Market growth

10 8 6 4 2 Low 10x High

CASH COWS
Large positive cashflow

DOGS
Modest + or cash flow

1x
Relative market share

0.1x Low

SWOT analysis

internal factors

Strengths

Weakness

external factors

Opportunities

Threats

McKinsey 7S Model

Shared Values (inside the organisation)

Staff (What sort of staff does the organisation employ?)

Structure What is it (flat? hierarchal?) and what would be best?

Style (What is the leadership style?)

Skills (What sort of staff skills are required?)

Strategy (What is the organisations strategy?)

Systems (Which systems are in place to measure effectiveness?)

For organisational success, the seven elements above need to be aligned and mutually reinforcing. The model is used to identify which of the elements needs to be brought into line.
The model can be used to help analyse a current, or possible future, situation. It can also be used to analyse both current and future situations, with a gap analysis to see what needs to be improved.

Aspects of a brand

Brand Value

What aims and values do you want associated with the brand?

Brand Vision

What is your vision for the work that the brand should do?

Brand positioning

How is brand positioned (against competitors)?

Brand purpose

What does the brand actually do? Is there one core aspect of the brand which can be used to increase brand equity? What is the personality of the brand?

Brand Equity Brand Personality

Writing Style

Why & Does Writing Style Matter?

Writing is about the communication of ideas If your writing is difficult to understand: - Your ideas will be unclear - Your ideas will not be understood - Your audience (the people who grade your papers) may penalise you Understand your target audience! - Whats the average time spent grading a paper? - How exciting is it to grade a paper? - So: Make it easy for the assessor to give you marks

Structure
Headings and Subheadings - Break up the text - Aid reader understanding - One subheading per topic Paragraphs - Treat like mini subheadings - Keep them short (2 4 sentences) Sentences - Keep them short (know what you want to say, and say it!) Avoid comma clauses if you can Stay within the set word-counts (+/- 10%) Reference quotes accurately using the Harvard style Use the spell check! Get someone else to read your assignment for sense Dont be afraid of white space on the page!

Pace & Movement

Written communications should flow - Beginning, middle, end Written communications should have pace - Where appropriate, use active verbs which show that their subject is doing the action This usually saves words, which is useful when writing to a hard word-count