International Marketing Management - Product & Pricing DecisionsSOMASUNDARAM T
This document provides an overview of Unit 3 - Product and Pricing Decisions. It discusses key topics such as product development, analyzing product components for adaptation, product standardization, and the relationship between products and culture. The document is divided into sections on products for consumers in global markets, product development process, innovative products and adaptation, analyzing product components, and product standardization. It provides definitions and explanations of these important product-related concepts.
International distribution channel functions SIDDANNA M BALAPGOLSiddanna Balapgol
International distribution channel functions perform many important roles:
1. They provide information to manufacturers about market developments like changes in customer demographics or new competitors.
2. They help maintain price stability in the market by absorbing price increases or keeping their own overheads low.
3. Middlemen promote products in their territory through sales programs to build customer traffic.
4. Additional functions include financing manufacturers' operations, taking title to goods to diffuse risk, helping with production, matching supply and demand, standardizing transactions, and matching buyers and sellers. Effective management of relationships between channel members benefits all parties.
The document defines marketing margin as the difference between the price a company pays to purchase a product and the price it charges customers to resell the product. Marketing margin accounts for the costs of equipment, transport, labor, capital, risk, and management involved in marketing the product. It is similar to, but distinct from, profit margin. The document provides an example calculation of marketing margin using the prices of milk (raw material) and cheese (finished product). Companies use marketing margin to assess profitability and ability to respond to competition. However, it has limitations and does not account for business growth or fluctuating margins over time.
International pricing directly impact the success of product in international market.Right pricing strategies and methods of pricing helps in making the brand hit in global market.
This document discusses vertical and horizontal marketing systems. It defines vertical marketing systems as consisting of producers, wholesalers, and retailers acting as a unified system to maximize profits for the entire channel. There are several types of vertical marketing systems, including corporate VMS, contractual VMS, and administered VMS. Horizontal marketing systems involve companies at the same level joining together to pursue new opportunities, combining their resources. Both vertical and horizontal systems provide advantages like increased efficiency and satisfaction, but vertical systems also allow for close monitoring and control across levels.
There are two main categories of intermediaries in indirect channels: domestic agents and domestic merchants. Domestic agents do not take title of goods, may or may not have possession, represent the manufacturer, and work for a commission or fee. Domestic merchants always take title of goods, may or may not have possession, do not represent the manufacturer, have decision-making power, work for a profit, and undertake risk. Common types of intermediaries include export brokers, manufacturer's export agents, export management companies, cooperative exporters, and purchasing/buying agents.
International Marketing Management - Product & Pricing DecisionsSOMASUNDARAM T
This document provides an overview of Unit 3 - Product and Pricing Decisions. It discusses key topics such as product development, analyzing product components for adaptation, product standardization, and the relationship between products and culture. The document is divided into sections on products for consumers in global markets, product development process, innovative products and adaptation, analyzing product components, and product standardization. It provides definitions and explanations of these important product-related concepts.
International distribution channel functions SIDDANNA M BALAPGOLSiddanna Balapgol
International distribution channel functions perform many important roles:
1. They provide information to manufacturers about market developments like changes in customer demographics or new competitors.
2. They help maintain price stability in the market by absorbing price increases or keeping their own overheads low.
3. Middlemen promote products in their territory through sales programs to build customer traffic.
4. Additional functions include financing manufacturers' operations, taking title to goods to diffuse risk, helping with production, matching supply and demand, standardizing transactions, and matching buyers and sellers. Effective management of relationships between channel members benefits all parties.
The document defines marketing margin as the difference between the price a company pays to purchase a product and the price it charges customers to resell the product. Marketing margin accounts for the costs of equipment, transport, labor, capital, risk, and management involved in marketing the product. It is similar to, but distinct from, profit margin. The document provides an example calculation of marketing margin using the prices of milk (raw material) and cheese (finished product). Companies use marketing margin to assess profitability and ability to respond to competition. However, it has limitations and does not account for business growth or fluctuating margins over time.
International pricing directly impact the success of product in international market.Right pricing strategies and methods of pricing helps in making the brand hit in global market.
This document discusses vertical and horizontal marketing systems. It defines vertical marketing systems as consisting of producers, wholesalers, and retailers acting as a unified system to maximize profits for the entire channel. There are several types of vertical marketing systems, including corporate VMS, contractual VMS, and administered VMS. Horizontal marketing systems involve companies at the same level joining together to pursue new opportunities, combining their resources. Both vertical and horizontal systems provide advantages like increased efficiency and satisfaction, but vertical systems also allow for close monitoring and control across levels.
There are two main categories of intermediaries in indirect channels: domestic agents and domestic merchants. Domestic agents do not take title of goods, may or may not have possession, represent the manufacturer, and work for a commission or fee. Domestic merchants always take title of goods, may or may not have possession, do not represent the manufacturer, have decision-making power, work for a profit, and undertake risk. Common types of intermediaries include export brokers, manufacturer's export agents, export management companies, cooperative exporters, and purchasing/buying agents.
The document discusses various pricing strategies and concepts. It compares strategies like skimming pricing, penetration pricing, and competitive pricing. It also describes how prices are quoted, such as list prices and discounts. Finally, it discusses pricing policies, relationships between price and quality, global pricing strategies, and characteristics of online pricing like cannibalization and bundle pricing.
International distribution system: International distribution channels, types...viveksangwan007
The international distribution system consists of domestic and foreign subsystems. There are two main ways of exporting - direct and indirect. Indirect exporting is more popular for new exporters and involves using international marketing middlemen or cooperative organizations. Direct exporting involves manufacturers selling directly in foreign markets. The international distribution channel is influenced by factors like product/market characteristics, middlemen, company objectives, and environmental considerations.
This document discusses key concepts in international distribution and supply chain management. It defines distribution as physically moving products and establishing business relationships to support movement. Distribution channels are the systems of intermediaries that guide product movement. The document outlines different types of distribution channels and strategies for structuring channels. It also discusses challenges of global business like political and economic risks and how licensing agreements and supply chain management can help companies operate internationally.
The document discusses several key aspects of international marketing, including international pricing techniques, factors that affect international pricing decisions, the main elements of an international price structure, and types of international retailing. It provides details on pricing strategies, logistics, benefits and drawbacks of international retailing, and concludes that both US and European retailers are expanding internationally and direct selling firms are most active in emerging growth markets.
This document discusses factors that affect international pricing and pricing strategies. It identifies 14 factors that influence international price determination, including cost of production, competition, and exchange rates. It then lists and defines 8 common international pricing strategies: penetration pricing, economy pricing, price skimming, premium pricing, and others. It provides the definition of "dumping" in international trade and discusses terms of sale in international trade transactions.
This document discusses various pricing concepts and strategies that global managers must consider when setting prices internationally. It covers determining pricing objectives, estimating demand and costs, analyzing competitors, and selecting a final price. Key points include selecting objectives like market penetration or market skimming, using strategies like penetration pricing or target costing, accounting for factors like price elasticity, currency fluctuations, and government regulations. Pricing methods discussed are mark-up, target return, and value-based pricing. The document also covers international pricing policies, issues like dumping and gray markets, and terms of international sales.
This document discusses distribution channels and sales promotion techniques. It defines distribution channels as the interconnected organizations involved in making a product available to consumers. The objectives of distribution include consumer satisfaction and profitability. It also discusses channel design decisions, functions like order processing and inventory management, and channel management considerations like identifying consumer needs and selecting the optimal channel structure.
This document discusses market integration in agriculture. It defines market integration as the expansion of firms through consolidating additional marketing functions under single management. There are three main types of market integration: horizontal, vertical, and conglomeration. Horizontal integration occurs when firms in the same market level combine, like independent oil refineries. Vertical integration links functions along the supply chain. Conglomeration combines unrelated activities under one firm. Market integration can be measured by assessing integration among firms and spatially separated markets using methods like price correlation and spatial price differentials.
This document defines and compares horizontal and vertical integration in business. Horizontal integration involves expanding into similar business activities at the same level of the value chain, such as a radio station acquiring a newspaper. Its advantages include economies of scale and scope, while disadvantages include increased costs and responsibilities. Vertical integration means a company owns suppliers and distributors, such as a car manufacturer owning steel mills. The three types are backward, forward, and balanced integration. Vertical integration can reduce costs but also raises challenges around capacity balancing and decreased flexibility.
About 50% of total product costs are marketing costs. There are eight universal marketing functions: 1) buying products in sufficient quantities, 2) selling using advertising, personal selling and sales promotion, 3) transporting products from production to customer locations, 4) warehousing products until needed for sale, 5) standardizing and grading to ensure quality and quantity controls, 6) providing financing for channel members and consumers, 7) taking risks associated with uncertain future customer purchases, and 8) securing information about consumers, competitors and channel members to inform marketing decisions.
A product line refers to a group of related products manufactured by a single company. The width of a product line depends on the number of similar products, while the depth depends on product variants. Managing a large product line width and depth poses risks, such as difficulty overseeing performance and competitors filling gaps. Firms must assess risks and correct issues. When sales of products in late maturity decline, firms can either revitalize through modification or new markets, or eliminate the product. Revitalization requires investment while elimination requires thorough analysis.
A horizontal marketing system is when two or more companies at the same level in the supply chain join together for marketing purposes to take advantage of new opportunities. It combines the financial, production, and marketing resources of the partner companies with the goal of increasing customer base without increasing marketing budgets. Some benefits include reduced costs through bulk purchasing negotiations, utilizing each other's knowledge and solutions, and reducing waste. However, disadvantages can include reduced flexibility and failing to create value if synergies do not materialize despite implementation costs. Examples given are banks placing ATMs at supermarkets and manufacturers combining operations to meet large retailer demands.
This document discusses product mix and product lines. It defines a product mix as the set of all products offered for sale and explains how analyzing product mix dimensions can help businesses expand. It also discusses how product line analysis can help companies develop platforms to meet customer needs while lowering production costs. Key aspects of product line analysis are product length lines, which are influenced by company objectives, and product mix pricing, which involves finding a price mix that maximizes total profits.
The document discusses various pricing strategies that companies can employ when bringing new products to market or adjusting prices of existing products. It addresses strategies like market skimming pricing, market penetration pricing, optional product pricing, captive product pricing, price bundling, discounts, and geographical pricing. It also discusses factors that influence pricing decisions and issues around promotional pricing, deceptive pricing, and pricing regulations.
This document discusses international marketing channels and distribution patterns. It covers the channel structures used in Japan and trends in new markets, margins, delivery and technology. It also summarizes different types of distribution patterns for retailers and middlemen. Key factors for selecting intermediaries and managing distribution channels are outlined. The challenges and opportunities of using the internet for international distribution are also addressed.
The document discusses marketing channels and their functions. It defines marketing channels as the interconnected organizations and individuals that facilitate the movement of goods from producers to consumers. The key functions of marketing channels include circulating decisions, financing the distribution process, communicating between producers and consumers, assisting with promotions, and minimizing transactions. The document also examines types of marketing channels, factors that influence channel selection, and distribution strategies.
The document discusses various strategies for global marketing and internationalization. It covers topics such as arbitrage, adapting products to local markets, achieving economies of scale, and balancing global integration with local responsiveness. Indian firms seeking to expand globally may face issues related to social and cultural differences, regulations, and developing effective international marketing strategies. Asian Paints is used as an example of an Indian company that has successfully expanded overseas through acquisitions, geographic expansion, and supply chain optimization.
The chapter discusses the process and factors involved in selecting international markets. The market selection process involves determining objectives, parameters, preliminary screening of markets, shortlisting markets, and evaluating and selecting markets. Market selection is based on evaluating both firm-related factors like business strategy and market-related factors like economic, political, cultural, and industry characteristics. An evaluation matrix is used to rank markets based on weighted scores. Selected markets then require an in-depth market profile outlining trends, competition, customer segments, distribution channels, and regulatory environment.
Marketing control involves monitoring marketing plans, assessing results, and making adjustments to achieve goals. It includes establishing performance standards, measuring results, comparing to standards, and taking corrective actions. Marketing control helps ensure plans are on track, problems are identified and addressed, and marketing efforts are effective. It is a critical process for organizations to evaluate performance and make strategic decisions.
This document discusses various metrics and strategies for measuring marketing performance and profitability. It outlines internal metrics like unit costs and overhead expenses, as well as external metrics like market share, customer satisfaction, and sales growth. It also discusses calculating return on marketing investments, analyzing variances from marketing plans, and using scorecards to measure customer retention and satisfaction. The overall aim is to help organizations quantify, compare, and improve their marketing performance and profitability over time.
The document discusses various pricing strategies and concepts. It compares strategies like skimming pricing, penetration pricing, and competitive pricing. It also describes how prices are quoted, such as list prices and discounts. Finally, it discusses pricing policies, relationships between price and quality, global pricing strategies, and characteristics of online pricing like cannibalization and bundle pricing.
International distribution system: International distribution channels, types...viveksangwan007
The international distribution system consists of domestic and foreign subsystems. There are two main ways of exporting - direct and indirect. Indirect exporting is more popular for new exporters and involves using international marketing middlemen or cooperative organizations. Direct exporting involves manufacturers selling directly in foreign markets. The international distribution channel is influenced by factors like product/market characteristics, middlemen, company objectives, and environmental considerations.
This document discusses key concepts in international distribution and supply chain management. It defines distribution as physically moving products and establishing business relationships to support movement. Distribution channels are the systems of intermediaries that guide product movement. The document outlines different types of distribution channels and strategies for structuring channels. It also discusses challenges of global business like political and economic risks and how licensing agreements and supply chain management can help companies operate internationally.
The document discusses several key aspects of international marketing, including international pricing techniques, factors that affect international pricing decisions, the main elements of an international price structure, and types of international retailing. It provides details on pricing strategies, logistics, benefits and drawbacks of international retailing, and concludes that both US and European retailers are expanding internationally and direct selling firms are most active in emerging growth markets.
This document discusses factors that affect international pricing and pricing strategies. It identifies 14 factors that influence international price determination, including cost of production, competition, and exchange rates. It then lists and defines 8 common international pricing strategies: penetration pricing, economy pricing, price skimming, premium pricing, and others. It provides the definition of "dumping" in international trade and discusses terms of sale in international trade transactions.
This document discusses various pricing concepts and strategies that global managers must consider when setting prices internationally. It covers determining pricing objectives, estimating demand and costs, analyzing competitors, and selecting a final price. Key points include selecting objectives like market penetration or market skimming, using strategies like penetration pricing or target costing, accounting for factors like price elasticity, currency fluctuations, and government regulations. Pricing methods discussed are mark-up, target return, and value-based pricing. The document also covers international pricing policies, issues like dumping and gray markets, and terms of international sales.
This document discusses distribution channels and sales promotion techniques. It defines distribution channels as the interconnected organizations involved in making a product available to consumers. The objectives of distribution include consumer satisfaction and profitability. It also discusses channel design decisions, functions like order processing and inventory management, and channel management considerations like identifying consumer needs and selecting the optimal channel structure.
This document discusses market integration in agriculture. It defines market integration as the expansion of firms through consolidating additional marketing functions under single management. There are three main types of market integration: horizontal, vertical, and conglomeration. Horizontal integration occurs when firms in the same market level combine, like independent oil refineries. Vertical integration links functions along the supply chain. Conglomeration combines unrelated activities under one firm. Market integration can be measured by assessing integration among firms and spatially separated markets using methods like price correlation and spatial price differentials.
This document defines and compares horizontal and vertical integration in business. Horizontal integration involves expanding into similar business activities at the same level of the value chain, such as a radio station acquiring a newspaper. Its advantages include economies of scale and scope, while disadvantages include increased costs and responsibilities. Vertical integration means a company owns suppliers and distributors, such as a car manufacturer owning steel mills. The three types are backward, forward, and balanced integration. Vertical integration can reduce costs but also raises challenges around capacity balancing and decreased flexibility.
About 50% of total product costs are marketing costs. There are eight universal marketing functions: 1) buying products in sufficient quantities, 2) selling using advertising, personal selling and sales promotion, 3) transporting products from production to customer locations, 4) warehousing products until needed for sale, 5) standardizing and grading to ensure quality and quantity controls, 6) providing financing for channel members and consumers, 7) taking risks associated with uncertain future customer purchases, and 8) securing information about consumers, competitors and channel members to inform marketing decisions.
A product line refers to a group of related products manufactured by a single company. The width of a product line depends on the number of similar products, while the depth depends on product variants. Managing a large product line width and depth poses risks, such as difficulty overseeing performance and competitors filling gaps. Firms must assess risks and correct issues. When sales of products in late maturity decline, firms can either revitalize through modification or new markets, or eliminate the product. Revitalization requires investment while elimination requires thorough analysis.
A horizontal marketing system is when two or more companies at the same level in the supply chain join together for marketing purposes to take advantage of new opportunities. It combines the financial, production, and marketing resources of the partner companies with the goal of increasing customer base without increasing marketing budgets. Some benefits include reduced costs through bulk purchasing negotiations, utilizing each other's knowledge and solutions, and reducing waste. However, disadvantages can include reduced flexibility and failing to create value if synergies do not materialize despite implementation costs. Examples given are banks placing ATMs at supermarkets and manufacturers combining operations to meet large retailer demands.
This document discusses product mix and product lines. It defines a product mix as the set of all products offered for sale and explains how analyzing product mix dimensions can help businesses expand. It also discusses how product line analysis can help companies develop platforms to meet customer needs while lowering production costs. Key aspects of product line analysis are product length lines, which are influenced by company objectives, and product mix pricing, which involves finding a price mix that maximizes total profits.
The document discusses various pricing strategies that companies can employ when bringing new products to market or adjusting prices of existing products. It addresses strategies like market skimming pricing, market penetration pricing, optional product pricing, captive product pricing, price bundling, discounts, and geographical pricing. It also discusses factors that influence pricing decisions and issues around promotional pricing, deceptive pricing, and pricing regulations.
This document discusses international marketing channels and distribution patterns. It covers the channel structures used in Japan and trends in new markets, margins, delivery and technology. It also summarizes different types of distribution patterns for retailers and middlemen. Key factors for selecting intermediaries and managing distribution channels are outlined. The challenges and opportunities of using the internet for international distribution are also addressed.
The document discusses marketing channels and their functions. It defines marketing channels as the interconnected organizations and individuals that facilitate the movement of goods from producers to consumers. The key functions of marketing channels include circulating decisions, financing the distribution process, communicating between producers and consumers, assisting with promotions, and minimizing transactions. The document also examines types of marketing channels, factors that influence channel selection, and distribution strategies.
The document discusses various strategies for global marketing and internationalization. It covers topics such as arbitrage, adapting products to local markets, achieving economies of scale, and balancing global integration with local responsiveness. Indian firms seeking to expand globally may face issues related to social and cultural differences, regulations, and developing effective international marketing strategies. Asian Paints is used as an example of an Indian company that has successfully expanded overseas through acquisitions, geographic expansion, and supply chain optimization.
The chapter discusses the process and factors involved in selecting international markets. The market selection process involves determining objectives, parameters, preliminary screening of markets, shortlisting markets, and evaluating and selecting markets. Market selection is based on evaluating both firm-related factors like business strategy and market-related factors like economic, political, cultural, and industry characteristics. An evaluation matrix is used to rank markets based on weighted scores. Selected markets then require an in-depth market profile outlining trends, competition, customer segments, distribution channels, and regulatory environment.
Marketing control involves monitoring marketing plans, assessing results, and making adjustments to achieve goals. It includes establishing performance standards, measuring results, comparing to standards, and taking corrective actions. Marketing control helps ensure plans are on track, problems are identified and addressed, and marketing efforts are effective. It is a critical process for organizations to evaluate performance and make strategic decisions.
This document discusses various metrics and strategies for measuring marketing performance and profitability. It outlines internal metrics like unit costs and overhead expenses, as well as external metrics like market share, customer satisfaction, and sales growth. It also discusses calculating return on marketing investments, analyzing variances from marketing plans, and using scorecards to measure customer retention and satisfaction. The overall aim is to help organizations quantify, compare, and improve their marketing performance and profitability over time.
Ch4 management of sales territories and quotaspinkeshparvani
The document summarizes methods for designing sales territories and setting sales quotas. It discusses procedures for designing territories using build-up and breakdown methods to equalize workload or sales potential across territories. Quotas can be set using total market estimates, territory potential, past sales experience, executive judgement, salespeople's estimates, or to fit compensation plans. Combination quotas are also used to control multiple performance metrics.
The document summarizes methods for designing sales territories and setting sales quotas. It discusses procedures for designing territories using build-up and breakdown methods to equalize workload or sales potential across territories. Quotas can be set using total market estimates, territory potential, past sales experience, executive judgement, salespeople's estimates, or to fit compensation plans. Combination quotas are also used to control multiple performance metrics.
Ch4: Management of Sales Territories and Quotasitsvineeth209
The document discusses managing sales territories, quotas, and performance. It covers designing sales territories, assigning salespeople, and managing territorial coverage through routing, scheduling, and time management tools. It also discusses the different types of sales quotas used, including sales volume, financial, and activity quotas. Finally, it outlines several methods for setting sales quotas, including using total market estimates, territory potential, past sales experience, and executive judgement. Companies should select a few realistic quotas and administer them flexibly.
The document discusses various aspects of controlling the salesforce, including salesforce expense plans, salesforce audits, evaluating sales organization effectiveness, and controlling salesperson performance. It covers criteria for effective expense plans, types of plans, purposes of audits and the evaluation process. It also explains analyzing sales, costs, profits and productivity to evaluate effectiveness, and setting standards, reviewing performance, and taking actions to control salesperson performance. Finally, it discusses ethical, social and legal responsibilities of sales managers.
Modern Marketing Practices-Marketing Control Types & strategies-Green MarketingVenkat. P
Marketing Department – Marketing Control & Types of Control. Modern Marketing Practices – Green Marketing, Cause – related Marketing, Mobile Marketing and Online Marketing.
Entrepreneurship Summit IIT Kgp How To Write A Business Plan 03 11 2007Prof Parameshwar P Iyer
The document provides an overview of the key components of a business plan, including an executive summary, industry and company analysis, market research, economics of the business, marketing plan, management team, financial plan, and appendices. It emphasizes that the business plan should demonstrate an understanding of customers' needs and have integrated financial projections with clear assumptions linking different statements like the income statement, balance sheet, and cash flow statement.
Entrepreneurship Summit Iit Kgp How To Write A Business Plan 03 11 2007Prof Parameshwar P Iyer
This presentation makes a strong case for engineers to turn their technical ideas into creative businesses. It explains the benefits of risk taking, taking ownership, and creatively innovating for new businesses. It also gives the do's and don'ts of writing an effective business plan.
This document discusses controlling and evaluating salesforce performance. It covers several topics in 3 paragraphs or less:
1. It discusses criteria for effective salesforce expense plans and four types of plans: salespeople pay all, company pays all, company partially pays, and combination plans.
2. It describes the purpose and process of salesforce audits to assess performance and recommend improvements. Key aspects include analyzing what happened, why, and what to do about issues.
3. It outlines methods to evaluate salesforce effectiveness through sales, cost, profitability and productivity analysis. This includes techniques like hierarchical sales analysis and contribution approach to profitability analysis.
The document discusses a cost plus model for remunerating business partners or distributors. It proposes a 5 step process: 1) identify required services, 2) identify structure to deliver services, 3) determine costs of structure and services, 4) ensure distributor basic profit relates to costs incurred, 5) determine sales levels to calculate commissions. Additional profit is tied to achieving key performance indicators to incentivize cost reduction and growth while ensuring equitable remuneration.
This document discusses various techniques for measuring business performance, including financial and non-financial metrics. It describes key performance indicators that can measure critical success factors like competitiveness, quality, innovation, and customer satisfaction. Financial measures discussed include return on capital employed, return on sales, gross margin, and liquidity ratios like the current ratio and acid test ratio. Non-financial factors that can affect performance are also summarized, such as economic conditions, government regulations, and differences between private and public sector organizations.
The document outlines the key components of an effective marketing plan, including:
1. Analyzing the current market situation and competitive landscape.
2. Setting objectives and strategies to target specific customer segments.
3. Developing tactics for the marketing mix of product, price, place, and promotion.
4. Creating financial forecasts and budgets to demonstrate how the plan will be profitable and sustainable.
5. Establishing controls to monitor performance and make adjustments if needed.
The planning process described provides a framework to develop a comprehensive marketing strategy tailored to the business and customer needs.
This document provides an overview of sales management. It discusses that sales management involves effective planning, controlling, budgeting and leadership to achieve sales goals. The key aspects of sales management include sales planning, sales reporting, and sales processes. Sales planning involves identifying target markets and devising strategies. Sales reporting checks the effectiveness of strategies and evaluates performance. The sales process outlines the steps sales representatives should follow from initial contact to after-sales service. Emerging trends impacting sales management are the increasing global perspective, technological revolution, and focus on customer relationship management.
The document provides an overview of marketing planning, including defining marketing plans and outlining the typical planning process. It discusses performing situation analyses, setting objectives and strategies, and scheduling implementation. The summary also mentions SWOT analyses, assumptions, budgets, and using plans to identify competitive advantages and ensure organizational alignment.
The document provides an overview of marketing planning including objectives, processes, elements, and challenges. It discusses strategic and tactical marketing plans, SWOT analysis, assumptions, objectives, strategies, budgets, and the importance of mission statements. Key steps in the marketing planning process include situation analysis, objective setting, strategy development, implementation scheduling, and performance evaluation.
The document provides an overview of marketing planning, including defining marketing plans and outlining the typical planning process. It discusses performing a situation analysis, setting objectives, deciding on strategies, and scheduling implementation. Key elements include a SWOT analysis, assumptions, objectives, strategies, budgets, and ensuring plans align with the overall corporate mission.
Chapter 2 developing marketing strategies and plansAamir Khan
The document discusses key concepts in marketing strategy and planning. It covers customer perceived value, the value delivery process in three stages, value chain analysis, core competencies, corporate and division strategic planning, and Ansoff's product/market matrix. The value delivery process focuses on choosing value for customers, providing that value through the marketing mix, and communicating the value. The document also discusses intensive and integrative growth strategies including market penetration, development, product development, and diversification.
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Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
How Does CRISIL Evaluate Lenders in India for Credit RatingsShaheen Kumar
CRISIL evaluates lenders in India by analyzing financial performance, loan portfolio quality, risk management practices, capital adequacy, market position, and adherence to regulatory requirements. This comprehensive assessment ensures a thorough evaluation of creditworthiness and financial strength. Each criterion is meticulously examined to provide credible and reliable ratings.
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[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
2. Price of an product is its market value expressed in term of
money.
Objectives of Pricing
Price Stabilization
Targeted Return on Investment / Sale
Prevent Competition
Market Share
Maximize Sales / Profits
Promotion
3. Currency Fluctuations
Exchange Rate Clauses
Pricing in an Inflationary Environment
LIFO or FIFO
Government Controls & Subsidies
Competitive Behavior
Price & Quality Relationship
4. Cost – Plus Pricing
Break Even Analysis & Targeted Return Method
Penetration v/s Skimming
Competition Based Pricing
Discounted
At Par
Premium
5. Gray Marketing
Dumping
Transfer Pricing
Cost – Based
Market – Based
Negotiated
6. Ethnocentric (Home Country Standardization)
Polycentric (Host Country Adoption)
Regiocentric (Home + Host Country Approach)
Geocentric (Global Approach)
7. Advance Payment
Consignment
Open Account
Bill of Exchange
Letter of Credit
8. Open account is a typical payment procedures for established
customers. In this exporter delivered the goods for whole
month and the customer is billed on an end-of-the month basis.
Customer deposited the bill amount on monthly basis in the
account of exporter.
9. A Bill of Exchange is an instrument in writing containing an
unconditional order, signed by the maker, directing a certain
person to pay a certain sum of money, to a specified person.
Can be used for loan purpose from bank
10. Letter of credit is a document issued by the buyer’s bank in
favor of seller to reduce the credit risk
12. It involves gathering information on marketing performance
and comparing the achieved performance against the planned
or budgeted performance, using the pre-determined
standards and yardsticks.
13. 1) To examine whether the planned results are
being achieved.
2) To examine where the company is making
and losing money.
3) To evaluate and improve the spending
efficiency and impact of marketing
expenditures.
4) To examine whether the company is pursuing
its best opportunities with respect to markets,
products and channels.
14. 1) It provides feedback, it regulates and it
exercises a restraining or redirecting influence.
2) It ensures that the marketing activity does not
derail or go off the track
3) It also provides the required clues for timely
correction.
4) It paves the way for maximization of
profitability and productivity of all marketing
activities.
15. 1. Establishment of control standards
a) Growth and profits
b) Marketing Operations
c) Efficiency Measures
d) Comparative Analysis
2. Measurement of performance
a) Customer satisfaction
b) Customer’s perception of the firm and its competitor brands
c) Market Share
d) Sales
e) Profits
f) Marketing effectiveness
g) Preparedness of marketing organization to respond to external
environment challenges.
3. Comparison between performance and standard
4. Correction of deviations from standards
16. 1) Annual Plan Control: - It aims to ensure that the company achieves
the sales, profits, and other goals established in its annual plan.
a) Sales Analysis
b) Market-share analysis
c) Marketing Expense to sales analysis
d) Financial Analysis
2) Profitability Control
a) Marketing Profitability Analysis
b) Determining Corrective Action
3) Efficiency Control
a) Sales force efficiency
b) Advertising Efficiency
c) Sales Promotion Efficiency
d) Distribution Efficiency
4) Strategic Control
a) The Marketing Effectiveness Review
b) The Marketing Audit
17. a) Inadequate Control Procedures
b) No regular Review Procedures
c) Failure to Compare the Prices with the Competitors
d) Inaccurate Control Reports
e) Distance and Communication Gaps
f) Inappropriate Budgetary System
g) Lack of Motivation to licensee
h) Lack of Coordinating International Sales
i) Unethical Business Practices