Professional Documents
Culture Documents
GROUP - 3
RAMKISHAN KINKER RAJEEV BAHL RAKESH KUMAR RAMBHAROS MEENA VARUN KAPOOR GIRINDER MOHAN PANKAJ KUMAR YOGESH KUMAR BANSAL
Strategic Planning
Purposes Objectives and challenges
Business-Unit Strategies-core competencies Issues in creating a strategy Choosing your battles carefully
SCANNING
ANALYSIS
ACTION
Demographics
Cultural changes
Roles of women Values x E.g., fitness
more
Older citizens Unmarried singles Immigrants Ethnic diversity
Family
changes
households
Longer work hours for some; yet also more people working part time Changing cultural standards (e.g., were Beatle members haircuts that offensive?)
Consumer
Income
adjusted Impact of inflation Disposable vs. pre-tax income Discretionary income Regional influences Economic cycles
Teach a parrot to say supply and demand and you have a learned economist! Paul Samuelson.
State of Cycle Good Aspects Bad Aspects Prosperity Soft Landing Recession Depression Recovery
Affluence; high employment Dangers of inflation reduced Lower interest rates; low levels of inflation May be able to get bargains Economic growth; job growth Danger of inflation; high interest rates Layoffs Low growth (vicious cycle); job loss Vicious cycle; severe job loss Rising interest rates; inflation
Levels
Discretionary income Product competition Brand competition
Market structures
Monopoly (e.g., electric power) Oligopoly (e.g., cars, OPEC) Monopolistic competition (e.g.,
Competition
benefits the consumer is increasingly global
Lobbying
by
business groups
(e.g., honey lobby) consumer/political groups (e.g., labor unions; senior lobby) foreign interests
Examples:
Antitrust x Fair competition x Pricing Truth in Lending--have to tell
Provisions
Must compete fairly; no x collusion x predation Must not abuse market power; no x excessive market share x tying--requiring people to buy a less desired item to get a desired one; e.g.,
x must buy service to get Xerox copier x Ford only drilled a slot if you bought a radio
Plan
share) based on available resources (e.g., financial, patents, trademarks, people, brand name/image , distribution channels) subject to choices made (e.g., willingness to take risk, short run vs. long run goals)
DESIRED OUTCOMES
IMPLEMENTATION
STRATEGY
RESULTS
EVALUATION
Ultimate
organizational objective
Profit Non-profit
Level
The
Business
Values
Mission
Demand
STRENGTHS STRATEGY
WEAKNESSES
OPPORTUNITIES THREATS
Strengths
Opportunities
Hardware
x e.g., home networks
Services
Threats
Non-Windows division
Decision on
whether
to stay in
ISP business Game business
If
Dealing
Political
et.al., Marketing Management: A South Asian Perspective, 13th Edition, Pearson Education. www.google.com www.wikipedia.com www.valuebasedmanagement.net
Kotler