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IMPLEMENTING STRATEGIES: MANAGEMENT, MARKETING, FINANCE/ACCOUNTING, R&D, AND MIS ISSUES
[object Object],[object Object],Implementing Strategies
Matching Structure with Strategy ,[object Object],[object Object]
Basic Forms of Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Creating a Strategy-Supportive Culture ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],Marketing Issues
[object Object],[object Object],Market Segmentation
[object Object],[object Object],[object Object],[object Object],Bases for Segmenting Markets
MARKET  SEGMENTATION Socio-Economic Segmentation Approach
Market Segmentation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Market Segmentation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Market Segmentation ,[object Object],[object Object],[object Object],[object Object],[object Object]
Consumer Segmentation ,[object Object],[object Object],[object Object],[object Object]
Consumer Segmentation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Consumer Segmentation ,[object Object],[object Object],[object Object]
Brand Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Conclusion ,[object Object]
Market Segmentation   – Maggi ‘A ,[object Object]
Market Segmentation ,[object Object],[object Object],[object Object],[object Object]
Product Development ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],Product Positioning
STRATEGIC POSITIONING STRONG HIGH WEAK LOW Fun Image Strength of Global Brands (Customer Awareness) Royal Caribbean Carnival Star 27% Royal Caribbean 12% Star Cruises 34% Carnival Market Share Company
Pro Forma Financial Statements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
1 ACTION PLANS
Departmental Program - Marketing Jan 2004   ,[object Object],VP Marketing PERSON RESPON-SIBLE Mar 2004 ,[object Object],Mar 2004 ,[object Object],[object Object],[object Object],[object Object],Mar 2004   ,[object Object],EXPECTED OUTPUT TIME TABLE ACTIVITIES
Departmental Program - Operations Jan 2004   ,[object Object],VP Operation PERSON RESPON-SIBLE Jan 2004 ,[object Object],Mar 2004   ,[object Object],[object Object],[object Object],Jan 2004   ,[object Object],EXPECTED OUTPUT TIME TABLE ACTIVITIES
Departmental Program - HR   VP Human Resources PERSON RESPON-SIBLE Apr 2004 ,[object Object],Jan 2004   ,[object Object],[object Object],[object Object],Mar 2004   ,[object Object],EXPECTED OUTPUT TIME TABLE ACTIVITIES
Departmental Program - Finance   VP Finance PERSON RESPON-SIBLE Apr 2004 ,[object Object],Jan 2004 ,[object Object],[object Object],[object Object],Mar 2004   ,[object Object],EXPECTED OUTPUT TIME TABLE ACTIVITIES
Departmental Program - IT   VP IT Systems PERSON RESPON-SIBLE Apr 2004 ,[object Object],May 2004 ,[object Object],[object Object],[object Object],Feb 2004   ,[object Object],EXPECTED OUTPUT TIME TABLE ACTIVITIES

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