Posted: July 1st, 2021
Examples are attached down below
Evaluating the organization’s marketing strategy over the years—and the future journey of the company, including its plans and desires for the future. The relevance of the business model compared to traditional models or business approaches. Issues related to its current problems. Issues related to the effectiveness of the proposed changes in strategy/approach. The measurement metrics (used to evaluate success). Issues related to other (less important) problems. The feasible alternatives proposed to overcome the problems faced by the organization/company. The future of the organization –the manager’s Recommendation.
Major issues—The Problems. The important and feasible alternatives proposed by the Manager. Recommended strategy to help the company/organization overcome the ‘current’ problems. Also the recommended strategy may focus on ways of providing additional value(s) to customers, while increasing ROI, overall revenue and/or cut operational costs.
How well the discussion/Content is summarized: The problems identified: The alternatives addressed: Recommendation made: Poor: 1-3 Some aspects: 3.1-4.99 intermediate: 5 v.good: 8 Excellent: 10.
I. Problem Statement/Situation Analysis: 30 points
Discussion about the initial as well as current strategies. Why the company does business this way (current practice). Relevance of the organization’s business model FB compared with or contrasted with traditional business models. You are expected to engage in Full Situation Analysis and present the SWOT MATRIX (as an appendix).
Evaluate how and why revenue growth is dependent on the company’s ability to grow its customers, increase the number of units sold to the same customers. How it is succeeding in keeping them loyal. Its ability to overcome/minimize the problems it faces. Its ability to areas of fast growth and so on.
A brief outline of the uncertainties facing the company –followed by an assessment of the economic, technological/design, political/legal, and consumer demographics, …and cultural/psychological variables…. and advertising revenue projection data –and some tentative arguments ..leading to alternatives and recommended courses of action. Problem(s) alone: 10 points
How thorough the discussion is and how relevant the issues discussed are: Poor: less than 10 ok: 13-14 good/very good: 15-17 ………………………….Excellent:18-20
The alternative ways the organization/company may grow revenues globally—and associated risk(s)! The pros and cons of current position—and proposed plans– within the segments pursued. Important metrics used in evaluating each alternative. Example: Costs associated with growing the number of consumers globally; the need to retain as many of them as possible. The need for new and exciting developments/innovations to keep the number of customers grow. Advantages of continuing the same strategy. How and why the company does business in this particular way and/or uses a specific business model.
Possible impact of current strategy. Advantages and disadvantages of each alternative or action undertaken by the company.
The alternative analysis may also evaluate concerns about the company’s business model; the influence of economic outlook (such as a recession) on the company’s performance. Forecast of revenues and operational costs.
Competition from companies within the same industry and generic competition from others (outside the industry). Some of these issues/factors may be further explored in the Recommendation and Action Plan Section(s).
The strength of the analysis: Poor: less than 18 Not there yet: 18.5-20 ok: 21.0 -23.5 good/very good: 24-27 ………………………….Excellent:28-30
III. Recommendation and Action Plan: 30 points.
How feasible the proposed strategic plan is. How strong the arguments are. The rationale for the chosen recommendation/strategy. How is the firm going to benefit from the proposed changes? What specifically should the company do to achieve the recommendation you have put forward in your proposal? The requirements for success? The time frame? The constraints? What will happen if the action (you have proposed) is not taken? Do we need to make structural changes to the organization –and if so, what do they look like? It would be appropriate to evaluate how critical these actions are in making its strategic plan effective.
The changes they need to make or initiate to bring your proposal in line with the goals/objectives the company is after. Recommendation alone: 20 points.
Competitive activity evaluation. Your overall evaluation of where the company would like to be in the immediate future (1-5 years), long-term (10-30 years from now).
Your analysis of the direction you would like the company to go. Why? By when? Type of benefits (financial as well as non-financial benefits) you expect from the actions you (have) proposed.
Action Plan—specifics: What previous experience suggests. Can the company continue to invest heavily? Costs of doing business.
What to tell Top Management about the benefits/drawback of the proposal? Could the costs associated with market effort be too high? Could the company succeed? Which objectives or tasks are easy to achieve? Which ones are difficult for the firm to achieve? What would be a reasonable time horizon for your proposal? What specific metrics would you look at? Why?
Pursue the recommended action—and what do you get? What do you think should be done? Who should do it? What is the revenue stream like? 5 years from now? 20 years from now?
Total: 100 points.
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