PEERMONT HOTELS GROUP
•Download as PPTX, PDF•
0 likes•290 views
This document discusses strategic and non-strategic decisions for Peermont Hotels, a hotel company with 14 properties in South Africa and Botswana. It outlines Peermont's marketing strategy of using brochures, internet, and advertising to target first rated cities, holiday destinations, and areas near airports and motorways. It also discusses positioning strategies, acquisition strategies, customer management, staff training, rewards, and risks facing the company like absenteeism. The document provides references from literature on strategic management, marketing, operations management, and risk management.
Report
Share
Report
Share
Recommended
Olli Ruohomäki, Team Finland Presentation
The Team Finland network promotes Finnish trade, exports, investment, and culture abroad through over 73 local teams across the world. The network brings together key Finnish government agencies and organizations to provide coordinated services to companies. In Afghanistan, the Embassy of Finland leads Team Finland and works closely with the Afghan-Finnish Business Council to promote networking between Finnish and Afghan companies and foreign investment in Finland. Team Finland in Afghanistan organizes events and missions to increase bilateral trade and facilitates contacts between businesses and authorities.
PEERMONT METCOURT INN HOTEL
This document discusses e-marketing strategies for a hotel organization. It begins with a SWOT analysis that identifies the organization's strengths as good advertising, branding, and customer relations, but weaknesses as a lack of language options on the website and no named contacts. It then covers topics like website design, search engine optimization, technology acceptance, mobile platforms, and social media. Recommendations are provided around each topic to improve the organization's online presence and marketing.
[Report] The Collaborative Economy, by Jeremiah Owyang
The document provides an overview of the collaborative economy, which is driven by societal, economic, and technological factors and is disrupting existing business models and institutions. Key points include:
- The collaborative economy enables sharing of goods/services between individuals rather than businesses and customers.
- It is fueled by increased population density, sustainability concerns, a desire for community, and generational attitudes.
- Technologies like social networks, mobile devices, and payment systems facilitate peer-to-peer sharing.
- Areas like transportation, products/apparel, hospitality, and office rental have seen disruption as customers transact directly.
Secondary Sources & Bibliography for Dissertation
This document is a dissertation bibliography listing over 50 secondary references related to how sophisticated uses of digital media can influence a consumer's brand experience. The references include academic papers, industry reports, brand campaigns, and conferences on topics like experiential marketing, sensory marketing, digital brand strategy, and the relationship between brands and social media.
British Airways - Brand strategy
The presentation attempts to analyse UK airline industry and the situation in which British Airways, the flagship national carrier, is in, and suggest strategic direction for the brand.
Several strategic models are employed including PEST, SWOT, Ansoff, Keller's CBBE model.
Phase Iii Gp (Part Ii)
This document outlines the key elements of conducting a market analysis, including determining the market size and growth rate through various data sources, assessing market profitability using Porter's Five Forces model, examining the industry cost structure such as transaction costs and sunk costs, analyzing distribution channels and market trends, and identifying critical success factors like accessing unique resources and customer feedback. It provides references for further information on these topics.
HSM 338 - Chapter 8: Marketing Strategies
The document discusses marketing strategies and branding. It defines marketing strategy as the initiatives, marketing mix, and expenditures an organization uses to target markets. Developing a strategy provides focus and direction to unify actions. A strategy should target a specific market or product line. Branding enables customers to distinguish a product from competitors and is important for health care organizations.
Recommended
Olli Ruohomäki, Team Finland Presentation
The Team Finland network promotes Finnish trade, exports, investment, and culture abroad through over 73 local teams across the world. The network brings together key Finnish government agencies and organizations to provide coordinated services to companies. In Afghanistan, the Embassy of Finland leads Team Finland and works closely with the Afghan-Finnish Business Council to promote networking between Finnish and Afghan companies and foreign investment in Finland. Team Finland in Afghanistan organizes events and missions to increase bilateral trade and facilitates contacts between businesses and authorities.
PEERMONT METCOURT INN HOTEL
This document discusses e-marketing strategies for a hotel organization. It begins with a SWOT analysis that identifies the organization's strengths as good advertising, branding, and customer relations, but weaknesses as a lack of language options on the website and no named contacts. It then covers topics like website design, search engine optimization, technology acceptance, mobile platforms, and social media. Recommendations are provided around each topic to improve the organization's online presence and marketing.
[Report] The Collaborative Economy, by Jeremiah Owyang
The document provides an overview of the collaborative economy, which is driven by societal, economic, and technological factors and is disrupting existing business models and institutions. Key points include:
- The collaborative economy enables sharing of goods/services between individuals rather than businesses and customers.
- It is fueled by increased population density, sustainability concerns, a desire for community, and generational attitudes.
- Technologies like social networks, mobile devices, and payment systems facilitate peer-to-peer sharing.
- Areas like transportation, products/apparel, hospitality, and office rental have seen disruption as customers transact directly.
Secondary Sources & Bibliography for Dissertation
This document is a dissertation bibliography listing over 50 secondary references related to how sophisticated uses of digital media can influence a consumer's brand experience. The references include academic papers, industry reports, brand campaigns, and conferences on topics like experiential marketing, sensory marketing, digital brand strategy, and the relationship between brands and social media.
British Airways - Brand strategy
The presentation attempts to analyse UK airline industry and the situation in which British Airways, the flagship national carrier, is in, and suggest strategic direction for the brand.
Several strategic models are employed including PEST, SWOT, Ansoff, Keller's CBBE model.
Phase Iii Gp (Part Ii)
This document outlines the key elements of conducting a market analysis, including determining the market size and growth rate through various data sources, assessing market profitability using Porter's Five Forces model, examining the industry cost structure such as transaction costs and sunk costs, analyzing distribution channels and market trends, and identifying critical success factors like accessing unique resources and customer feedback. It provides references for further information on these topics.
HSM 338 - Chapter 8: Marketing Strategies
The document discusses marketing strategies and branding. It defines marketing strategy as the initiatives, marketing mix, and expenditures an organization uses to target markets. Developing a strategy provides focus and direction to unify actions. A strategy should target a specific market or product line. Branding enables customers to distinguish a product from competitors and is important for health care organizations.
Report Blue Hive
The document discusses digital media planning and execution for the pre-launch campaign of the Ford Figo Aspire automobile. It provides background on the client Ford and agency Blue Hive, an overview of key concepts in media planning and digital marketing, and outlines the objectives, methodology, data analysis, and conclusions of the project studying Ford's media strategy for the Figo Aspire launch.
Digital strategy design & proptech resources
"Down the rabbit hole of Proptech" was presented at the event ProptechRiga. It provides real estate companies with the necessary resources and framing to design their digital strategy. The second part of the presentation focuses various references of content to train employees about Proptech.
Toyota motor corporation
1. The group presented on the strategic management of Toyota Motor Corporation. They analyzed Toyota's strategic purpose, external factors, Porter's 5 forces, threshold and distinctive capabilities, and value chain.
2. The presentation identified Toyota's vision, mission, goals, and objectives as its strategic purpose. An analysis of PESTLE factors and Porter's 5 forces model examined the external environment and industry competition.
3. Toyota's threshold capabilities include talent management and an efficient distribution system. Its distinctive capabilities are its trusted brand, relationship with suppliers, and ability to produce affordable automobiles with different features.
4. The value chain analysis showed how Toyota's primary and support activities work together to create value for customers throughout inbound logistics
Running head PART 2 SUMMARY AND OUTLINEPart 2 Summary and Out.docx
Running head: PART 2: SUMMARY AND OUTLINE
Part 2: Summary and Outline
Orange Team
Christopher Ellerbe, Mark Sickinger, Hailey Childers, Jenny Morgan, Luis RodriguezPart 2: Summary and OutlineGrand Canyon UniversityCourse: MGT 660-0500 Strategic ManagementWednesday, March 27, 2019Instructor: Dr. Joseph Kennedy
CLC: Strategic Management Case Analysis Part 2: Summary and Outline
Summary and Outline of Findings
Based on the 12 steps to creating an Executive Summary, Ford has many strengths, weaknesses, opportunities, and threats both internally and externally as well as several objectives and strategies in the works. Below is a summary of each step:
· Step 1: Ford does not have a vision statement. The mission statement is to be One Ford, One team, One plan, and One goal. The objective is to become the world’s most trusted mobility company through sales, safety, research and innovation, and sustainability. The strategies in place involve reducing costs of products and new innovations such as higher engine outputs and increased safety features (Ford, 2018).
· Step 2: The new vision statement is Advancing the automotive industry through innovation and efficiency. The new mission statement is Ford Motor Company: Driving a greener future.
· Step 3: External opportunities include creating fuel efficient vehicles, expanding globally, consumer spending increase, increased demand of utility vehicles, and growth of the automotive industry. External threats include higher priced materials, changing gas prices, increased competition, and alternative modes of transportation (Rezwana, 2015).
· Step 4: Based on the Competitive Profile Matrix, Ford scores lowest, with GM second, and Toyota rating highest.
· Step 5: Based on the External Factor Evaluation, the total score is 2.22 which is an average score meaning the strategies of Ford are neither effective nor ineffective at defending threats and seizing opportunities.
· Step 6: Internal strengths include being known worldwide, loyal customers, constant innovation, employing a skilled workforce, and automating processes. Internal weaknesses include fighting the union, vehicle recalls, high attrition costs, lack of global marketing, and falling behind in the latest technology (Meyer, 2017; McKenzie, 2015).
· Step 7: Based on the Internal Factor Evaluation, the total score is 2.75 which is an average score meaning Ford is neither affective nor ineffective at defending internal threats and capitalizing on its strengths.
· Step 8: The SWOT analysis reveals that electric vehicles are the future of Ford. The Space analysis shows that Ford is competitive, Toyota is aggressive, and GM is defensive. The Boston Consulting Group analysis shows that the Fully Electric Mustang is a cash cow, the Fusion Hybrid and Focus Electric are dogs, and the F150 Ecoboost and Fusion Energi are question marks. The Internal-External analysis shows that both the F150 Ecoboost and the Fully Electric Mustang are at t.
Running head PART 2 SUMMARY AND OUTLINEPart 2 Summary and Out.docx
Running head: PART 2: SUMMARY AND OUTLINE
Part 2: Summary and Outline
Orange Team
Christopher Ellerbe, Mark Sickinger, Hailey Childers, Jenny Morgan, Luis RodriguezPart 2: Summary and OutlineGrand Canyon UniversityCourse: MGT 660-0500 Strategic ManagementWednesday, March 27, 2019Instructor: Dr. Joseph Kennedy
CLC: Strategic Management Case Analysis Part 2: Summary and Outline
Summary and Outline of Findings
Based on the 12 steps to creating an Executive Summary, Ford has many strengths, weaknesses, opportunities, and threats both internally and externally as well as several objectives and strategies in the works. Below is a summary of each step:
· Step 1: Ford does not have a vision statement. The mission statement is to be One Ford, One team, One plan, and One goal. The objective is to become the world’s most trusted mobility company through sales, safety, research and innovation, and sustainability. The strategies in place involve reducing costs of products and new innovations such as higher engine outputs and increased safety features (Ford, 2018).
· Step 2: The new vision statement is Advancing the automotive industry through innovation and efficiency. The new mission statement is Ford Motor Company: Driving a greener future.
· Step 3: External opportunities include creating fuel efficient vehicles, expanding globally, consumer spending increase, increased demand of utility vehicles, and growth of the automotive industry. External threats include higher priced materials, changing gas prices, increased competition, and alternative modes of transportation (Rezwana, 2015).
· Step 4: Based on the Competitive Profile Matrix, Ford scores lowest, with GM second, and Toyota rating highest.
· Step 5: Based on the External Factor Evaluation, the total score is 2.22 which is an average score meaning the strategies of Ford are neither effective nor ineffective at defending threats and seizing opportunities.
· Step 6: Internal strengths include being known worldwide, loyal customers, constant innovation, employing a skilled workforce, and automating processes. Internal weaknesses include fighting the union, vehicle recalls, high attrition costs, lack of global marketing, and falling behind in the latest technology (Meyer, 2017; McKenzie, 2015).
· Step 7: Based on the Internal Factor Evaluation, the total score is 2.75 which is an average score meaning Ford is neither affective nor ineffective at defending internal threats and capitalizing on its strengths.
· Step 8: The SWOT analysis reveals that electric vehicles are the future of Ford. The Space analysis shows that Ford is competitive, Toyota is aggressive, and GM is defensive. The Boston Consulting Group analysis shows that the Fully Electric Mustang is a cash cow, the Fusion Hybrid and Focus Electric are dogs, and the F150 Ecoboost and Fusion Energi are question marks. The Internal-External analysis shows that both the F150 Ecoboost and the Fully Electric Mustang are at t.
Gsb 611 Return Driven Strategy Presentation On Omnicom Group
The document is a case analysis of Omnicom Group (OMC) conducted by MBA students for a class on Return Driven Strategy. It provides an overview of OMC as the largest advertising and marketing holding company generating $12.6 billion in annual revenue from over 5,000 clients in 100 countries. The analysis examines OMC's business model, growth strategies, and risks including loss of key clients or personnel and increased competition in a consolidating industry.
Social Media Advertising
This document summarizes a class about social media marketing. It discusses different social media platforms for advertising like Facebook, LinkedIn, Twitter, YouTube and Google AdWords. It provides information on setting goals and budgets for social media campaigns. Example budgets and targets are given for a hypothetical Twitter campaign. Emerging trends in social media advertising like content overload and new platforms are also mentioned. Recommended reading and upcoming guest speakers on related topics are listed at the end.
Global megatrends 20jun14
Please view in slide show mode. Presentation given at an annual strategy conference for AMD's senior mgt. I was responsible for creating all of the graphics and animation but do not own the content. It demonstrates the proper use of PowerPoint in that, without the speaker, it won't make a lot of sense. PPT should be used as speaker support, not a stand alone document. You will notice the use of many design elements including: rule of 3, color coding, compare/contrast, adherence to brand guidelines, etc.
Block18
Group Members: Lists 6 group members and their student IDs.
Ford Motor Company: Outlines Ford's mission to meet customer needs and provide returns for shareholders. The vision is to become the world's leading automotive company. The "One Ford" strategy aims to expand market share globally through restructuring, new products, financial policies, and teamwork. Ford produces cars, trucks, SUVs, and Lincoln luxury vehicles. It faces competition from Toyota, GM, Chrysler, Honda, and Nissan in the US and Volkswagen, PSA, Renault, GM, and Fiat in Europe.
Strategic management
The document provides information on Ford Motor Company's mission, vision, strategies, products, competition, and recommendations. It analyzes Ford using several matrices:
1) SWOT analysis shows Ford has strengths and opportunities but also weaknesses and threats. Recommendations focus on markets, innovation, and risk management.
2) EFE matrix gives Ford an average score of 2.39 on opportunities and threats. Opportunities include new models and fuel efficiency. Threats include high emissions and competition.
3) IFE matrix gives Ford a score of 2.75, indicating some weaknesses internally in design and innovation. Strengths include large scale production and brand recognition.
4) CPM shows Ford has
Target Corporation
Pricing Alignment in Canada - Case Study
The four case studies presented relate to the questions on the next slide regarding Professor Pankaj Ghemawat's Harvard Business Review (2001) article on "Distance Still Matters."
INTERNATIONAL BUSINESS PLAN FOR COMPANIES
The INTERNATIONAL BUSINESS PLAN practical guide includes a workbook and example for exporting products to international markets.
Prathima_Media & Advertisement updated
This document provides a summary of Prathima Pindi's career experience and qualifications. She has over 10 years of experience in brand management, marketing, advertising, and filmmaking. Her experience includes developing marketing strategies, managing projects, directing short films, and promoting major clients and events in India. She is currently the Assistant General Manager of Market Engagement & Communications at Ramoji Film City, where she leads marketing and promotional activities.
Prathima_Media & Advertisement updated
This document provides a summary of Prathima Pindi's career experience and qualifications. She has over 10 years of experience in marketing, advertising, event planning and communications. She is currently the Assistant General Manager of Market Engagement & Communications at Ramoji Film City in India. Previously she has held roles such as Manager of Advertising, Senior Manager of Brand Communications, and Manager of Project Coordination. She has expertise in areas such as creative marketing, strategic planning, market research, advertising, and film production.
The marketing of airports areas vincent gollain 2013
1) Airport areas are key economic drivers and locations for business due to their accessibility and ability to facilitate efficiency and productivity in an increasingly mobile global economy.
2) Competition for attracting businesses to airport areas is high, so effective territorial marketing strategies are needed, including forming alliances between airports and local partners and creating distinct brands.
3) Case studies show that successful marketing of airport areas involves developing a clear methodology, using techniques like branded materials and trade shows, and providing dedicated business support services for investors.
What's Next in Destination Marketing
This document outlines a strategic roadmap for the future of global destination marketing. It identifies three major opportunities for destination marketing organizations: 1) greater engagement with customers through social media and mobile platforms, personalized experiences, and data-driven insights; 2) strengthened brand building by advocating for the destination, connecting visitors with residents, and promoting sustainable development; 3) evolution of the business model toward more public-private partnerships, performance metrics, economic impact analysis, and collaborative technology strategies. The roadmap draws on surveys of DMO leaders and industry experts to chart priorities and trends that can help DMOs adapt to changes in technology and customer expectations.
M&Co Individual Presentation
M&Co is a mid-market Scottish retailer with over 250 UK stores and an online store delivering to 90 countries. The document discusses expanding M&Co internationally through dedicated websites in high potential markets like Brazil and France. It recommends trialing websites in these countries and using blogger engagement and mobile apps to advertise the brand if the websites gain traction. Setting up overseas distribution warehouses could further support an international online expansion.
Generic Strategies Critical Evaluation
This presentation aims to critically evaluate the Generic Strategies. Not all the time these strategies are sucessful, Even the big guns in the industry have falied in may occasions.
M&A: acquisition plan Pirelli-Goodyear
This document outlines an acquisition plan for Goodyear to acquire Pirelli. It begins with an introduction of Goodyear and Pirelli, followed by a Porter's Five Forces analysis of the tire industry. The objectives of the acquisition are to increase market share, achieve geographical diversification, drive sales growth through a premium product mix, and reduce costs through synergies. Pirelli is identified as the most suitable target due to its focus on the premium segment in Europe. The combined market share of Goodyear and Pirelli post-acquisition would be 19.4%, making them the largest tire company globally.
richard adam - Implementation of Mobile Marketing for SMEs - 02/2014
Lecture: Implementation of Mobile Marketing for SMEs
Kempten University of Applied Sciences, Feb. 2014
More Related Content
Similar to PEERMONT HOTELS GROUP
Report Blue Hive
The document discusses digital media planning and execution for the pre-launch campaign of the Ford Figo Aspire automobile. It provides background on the client Ford and agency Blue Hive, an overview of key concepts in media planning and digital marketing, and outlines the objectives, methodology, data analysis, and conclusions of the project studying Ford's media strategy for the Figo Aspire launch.
Digital strategy design & proptech resources
"Down the rabbit hole of Proptech" was presented at the event ProptechRiga. It provides real estate companies with the necessary resources and framing to design their digital strategy. The second part of the presentation focuses various references of content to train employees about Proptech.
Toyota motor corporation
1. The group presented on the strategic management of Toyota Motor Corporation. They analyzed Toyota's strategic purpose, external factors, Porter's 5 forces, threshold and distinctive capabilities, and value chain.
2. The presentation identified Toyota's vision, mission, goals, and objectives as its strategic purpose. An analysis of PESTLE factors and Porter's 5 forces model examined the external environment and industry competition.
3. Toyota's threshold capabilities include talent management and an efficient distribution system. Its distinctive capabilities are its trusted brand, relationship with suppliers, and ability to produce affordable automobiles with different features.
4. The value chain analysis showed how Toyota's primary and support activities work together to create value for customers throughout inbound logistics
Running head PART 2 SUMMARY AND OUTLINEPart 2 Summary and Out.docx
Running head: PART 2: SUMMARY AND OUTLINE
Part 2: Summary and Outline
Orange Team
Christopher Ellerbe, Mark Sickinger, Hailey Childers, Jenny Morgan, Luis RodriguezPart 2: Summary and OutlineGrand Canyon UniversityCourse: MGT 660-0500 Strategic ManagementWednesday, March 27, 2019Instructor: Dr. Joseph Kennedy
CLC: Strategic Management Case Analysis Part 2: Summary and Outline
Summary and Outline of Findings
Based on the 12 steps to creating an Executive Summary, Ford has many strengths, weaknesses, opportunities, and threats both internally and externally as well as several objectives and strategies in the works. Below is a summary of each step:
· Step 1: Ford does not have a vision statement. The mission statement is to be One Ford, One team, One plan, and One goal. The objective is to become the world’s most trusted mobility company through sales, safety, research and innovation, and sustainability. The strategies in place involve reducing costs of products and new innovations such as higher engine outputs and increased safety features (Ford, 2018).
· Step 2: The new vision statement is Advancing the automotive industry through innovation and efficiency. The new mission statement is Ford Motor Company: Driving a greener future.
· Step 3: External opportunities include creating fuel efficient vehicles, expanding globally, consumer spending increase, increased demand of utility vehicles, and growth of the automotive industry. External threats include higher priced materials, changing gas prices, increased competition, and alternative modes of transportation (Rezwana, 2015).
· Step 4: Based on the Competitive Profile Matrix, Ford scores lowest, with GM second, and Toyota rating highest.
· Step 5: Based on the External Factor Evaluation, the total score is 2.22 which is an average score meaning the strategies of Ford are neither effective nor ineffective at defending threats and seizing opportunities.
· Step 6: Internal strengths include being known worldwide, loyal customers, constant innovation, employing a skilled workforce, and automating processes. Internal weaknesses include fighting the union, vehicle recalls, high attrition costs, lack of global marketing, and falling behind in the latest technology (Meyer, 2017; McKenzie, 2015).
· Step 7: Based on the Internal Factor Evaluation, the total score is 2.75 which is an average score meaning Ford is neither affective nor ineffective at defending internal threats and capitalizing on its strengths.
· Step 8: The SWOT analysis reveals that electric vehicles are the future of Ford. The Space analysis shows that Ford is competitive, Toyota is aggressive, and GM is defensive. The Boston Consulting Group analysis shows that the Fully Electric Mustang is a cash cow, the Fusion Hybrid and Focus Electric are dogs, and the F150 Ecoboost and Fusion Energi are question marks. The Internal-External analysis shows that both the F150 Ecoboost and the Fully Electric Mustang are at t.
Running head PART 2 SUMMARY AND OUTLINEPart 2 Summary and Out.docx
Running head: PART 2: SUMMARY AND OUTLINE
Part 2: Summary and Outline
Orange Team
Christopher Ellerbe, Mark Sickinger, Hailey Childers, Jenny Morgan, Luis RodriguezPart 2: Summary and OutlineGrand Canyon UniversityCourse: MGT 660-0500 Strategic ManagementWednesday, March 27, 2019Instructor: Dr. Joseph Kennedy
CLC: Strategic Management Case Analysis Part 2: Summary and Outline
Summary and Outline of Findings
Based on the 12 steps to creating an Executive Summary, Ford has many strengths, weaknesses, opportunities, and threats both internally and externally as well as several objectives and strategies in the works. Below is a summary of each step:
· Step 1: Ford does not have a vision statement. The mission statement is to be One Ford, One team, One plan, and One goal. The objective is to become the world’s most trusted mobility company through sales, safety, research and innovation, and sustainability. The strategies in place involve reducing costs of products and new innovations such as higher engine outputs and increased safety features (Ford, 2018).
· Step 2: The new vision statement is Advancing the automotive industry through innovation and efficiency. The new mission statement is Ford Motor Company: Driving a greener future.
· Step 3: External opportunities include creating fuel efficient vehicles, expanding globally, consumer spending increase, increased demand of utility vehicles, and growth of the automotive industry. External threats include higher priced materials, changing gas prices, increased competition, and alternative modes of transportation (Rezwana, 2015).
· Step 4: Based on the Competitive Profile Matrix, Ford scores lowest, with GM second, and Toyota rating highest.
· Step 5: Based on the External Factor Evaluation, the total score is 2.22 which is an average score meaning the strategies of Ford are neither effective nor ineffective at defending threats and seizing opportunities.
· Step 6: Internal strengths include being known worldwide, loyal customers, constant innovation, employing a skilled workforce, and automating processes. Internal weaknesses include fighting the union, vehicle recalls, high attrition costs, lack of global marketing, and falling behind in the latest technology (Meyer, 2017; McKenzie, 2015).
· Step 7: Based on the Internal Factor Evaluation, the total score is 2.75 which is an average score meaning Ford is neither affective nor ineffective at defending internal threats and capitalizing on its strengths.
· Step 8: The SWOT analysis reveals that electric vehicles are the future of Ford. The Space analysis shows that Ford is competitive, Toyota is aggressive, and GM is defensive. The Boston Consulting Group analysis shows that the Fully Electric Mustang is a cash cow, the Fusion Hybrid and Focus Electric are dogs, and the F150 Ecoboost and Fusion Energi are question marks. The Internal-External analysis shows that both the F150 Ecoboost and the Fully Electric Mustang are at t.
Gsb 611 Return Driven Strategy Presentation On Omnicom Group
The document is a case analysis of Omnicom Group (OMC) conducted by MBA students for a class on Return Driven Strategy. It provides an overview of OMC as the largest advertising and marketing holding company generating $12.6 billion in annual revenue from over 5,000 clients in 100 countries. The analysis examines OMC's business model, growth strategies, and risks including loss of key clients or personnel and increased competition in a consolidating industry.
Social Media Advertising
This document summarizes a class about social media marketing. It discusses different social media platforms for advertising like Facebook, LinkedIn, Twitter, YouTube and Google AdWords. It provides information on setting goals and budgets for social media campaigns. Example budgets and targets are given for a hypothetical Twitter campaign. Emerging trends in social media advertising like content overload and new platforms are also mentioned. Recommended reading and upcoming guest speakers on related topics are listed at the end.
Global megatrends 20jun14
Please view in slide show mode. Presentation given at an annual strategy conference for AMD's senior mgt. I was responsible for creating all of the graphics and animation but do not own the content. It demonstrates the proper use of PowerPoint in that, without the speaker, it won't make a lot of sense. PPT should be used as speaker support, not a stand alone document. You will notice the use of many design elements including: rule of 3, color coding, compare/contrast, adherence to brand guidelines, etc.
Block18
Group Members: Lists 6 group members and their student IDs.
Ford Motor Company: Outlines Ford's mission to meet customer needs and provide returns for shareholders. The vision is to become the world's leading automotive company. The "One Ford" strategy aims to expand market share globally through restructuring, new products, financial policies, and teamwork. Ford produces cars, trucks, SUVs, and Lincoln luxury vehicles. It faces competition from Toyota, GM, Chrysler, Honda, and Nissan in the US and Volkswagen, PSA, Renault, GM, and Fiat in Europe.
Strategic management
The document provides information on Ford Motor Company's mission, vision, strategies, products, competition, and recommendations. It analyzes Ford using several matrices:
1) SWOT analysis shows Ford has strengths and opportunities but also weaknesses and threats. Recommendations focus on markets, innovation, and risk management.
2) EFE matrix gives Ford an average score of 2.39 on opportunities and threats. Opportunities include new models and fuel efficiency. Threats include high emissions and competition.
3) IFE matrix gives Ford a score of 2.75, indicating some weaknesses internally in design and innovation. Strengths include large scale production and brand recognition.
4) CPM shows Ford has
Target Corporation
Pricing Alignment in Canada - Case Study
The four case studies presented relate to the questions on the next slide regarding Professor Pankaj Ghemawat's Harvard Business Review (2001) article on "Distance Still Matters."
INTERNATIONAL BUSINESS PLAN FOR COMPANIES
The INTERNATIONAL BUSINESS PLAN practical guide includes a workbook and example for exporting products to international markets.
Prathima_Media & Advertisement updated
This document provides a summary of Prathima Pindi's career experience and qualifications. She has over 10 years of experience in brand management, marketing, advertising, and filmmaking. Her experience includes developing marketing strategies, managing projects, directing short films, and promoting major clients and events in India. She is currently the Assistant General Manager of Market Engagement & Communications at Ramoji Film City, where she leads marketing and promotional activities.
Prathima_Media & Advertisement updated
This document provides a summary of Prathima Pindi's career experience and qualifications. She has over 10 years of experience in marketing, advertising, event planning and communications. She is currently the Assistant General Manager of Market Engagement & Communications at Ramoji Film City in India. Previously she has held roles such as Manager of Advertising, Senior Manager of Brand Communications, and Manager of Project Coordination. She has expertise in areas such as creative marketing, strategic planning, market research, advertising, and film production.
The marketing of airports areas vincent gollain 2013
1) Airport areas are key economic drivers and locations for business due to their accessibility and ability to facilitate efficiency and productivity in an increasingly mobile global economy.
2) Competition for attracting businesses to airport areas is high, so effective territorial marketing strategies are needed, including forming alliances between airports and local partners and creating distinct brands.
3) Case studies show that successful marketing of airport areas involves developing a clear methodology, using techniques like branded materials and trade shows, and providing dedicated business support services for investors.
What's Next in Destination Marketing
This document outlines a strategic roadmap for the future of global destination marketing. It identifies three major opportunities for destination marketing organizations: 1) greater engagement with customers through social media and mobile platforms, personalized experiences, and data-driven insights; 2) strengthened brand building by advocating for the destination, connecting visitors with residents, and promoting sustainable development; 3) evolution of the business model toward more public-private partnerships, performance metrics, economic impact analysis, and collaborative technology strategies. The roadmap draws on surveys of DMO leaders and industry experts to chart priorities and trends that can help DMOs adapt to changes in technology and customer expectations.
M&Co Individual Presentation
M&Co is a mid-market Scottish retailer with over 250 UK stores and an online store delivering to 90 countries. The document discusses expanding M&Co internationally through dedicated websites in high potential markets like Brazil and France. It recommends trialing websites in these countries and using blogger engagement and mobile apps to advertise the brand if the websites gain traction. Setting up overseas distribution warehouses could further support an international online expansion.
Generic Strategies Critical Evaluation
This presentation aims to critically evaluate the Generic Strategies. Not all the time these strategies are sucessful, Even the big guns in the industry have falied in may occasions.
M&A: acquisition plan Pirelli-Goodyear
This document outlines an acquisition plan for Goodyear to acquire Pirelli. It begins with an introduction of Goodyear and Pirelli, followed by a Porter's Five Forces analysis of the tire industry. The objectives of the acquisition are to increase market share, achieve geographical diversification, drive sales growth through a premium product mix, and reduce costs through synergies. Pirelli is identified as the most suitable target due to its focus on the premium segment in Europe. The combined market share of Goodyear and Pirelli post-acquisition would be 19.4%, making them the largest tire company globally.
richard adam - Implementation of Mobile Marketing for SMEs - 02/2014
Lecture: Implementation of Mobile Marketing for SMEs
Kempten University of Applied Sciences, Feb. 2014
Similar to PEERMONT HOTELS GROUP (20)
Running head PART 2 SUMMARY AND OUTLINEPart 2 Summary and Out.docx
Running head PART 2 SUMMARY AND OUTLINEPart 2 Summary and Out.docx
Running head PART 2 SUMMARY AND OUTLINEPart 2 Summary and Out.docx
Running head PART 2 SUMMARY AND OUTLINEPart 2 Summary and Out.docx
Gsb 611 Return Driven Strategy Presentation On Omnicom Group
Gsb 611 Return Driven Strategy Presentation On Omnicom Group
The marketing of airports areas vincent gollain 2013
The marketing of airports areas vincent gollain 2013
richard adam - Implementation of Mobile Marketing for SMEs - 02/2014
richard adam - Implementation of Mobile Marketing for SMEs - 02/2014
PEERMONT HOTELS GROUP
- 2. INTRODUCTION AND BACKGROUND STRATEGIC DECISIONS NON STRATEGIC DECISIONS RISK RECOMMENDATIONS CONCLUSION REFERENCES
- 3. •INTRODUCTION •BACKGROUND ADOPTED FROM (www.peermont.com/about- peermont/company-overview). •A total of 14 properties located at South Africa and Botswana
- 4. •DEFINITION OF STRATEGIC DECISIONS •Slack et al. (2013,p.70). •STRATEGIC MANAGEMENT •Hofstrand (2007)
- 5. MARKETING STRATEGY Brochures Internet Advertising (www.peermont.com/inv estor- information/business- operations/development -opportunities) Fifield (1998, p.252) POSITIONING STRATEGY First rated cities Holiday destinations Airports Motorways and major routes www.peermont.com/assets/ downloads/Peermont-Brand- Development-Management- Services.pdf Sengupta (2005, p.10)
- 6. Acquisition 80 keys hotel projects Stable political environment Cities and towns Tourism attractions and airports www.peermont.com/investors-information/business- operations/development-opportunities Spaeder (2015), Low (2009), Pinielo (2015)
- 7. DEFINITIONS OF NON STRATEGIC DECISIONS Owyang (2013) NON STRATEGIC MANAGEMENT Management innovations (2008)
- 8. CUSTOMER MANAGEMENT Guests needs and wants meet Slack et al. (2013, p.423) www.peermont.com/ass ets/downloads/Peermon t-Brand-Development- Management- Services.pdf STAFF TRAINING Workshops Briefings Pettinger (2007, p.450) Batlhophang (2014)
- 9. Rewards Bonuses Employee’s birthday parties Christmas parties Batlhophang (2014)
- 10. • •DEFINITION OF RISK Slack et al. (2013, p.612) • RISK MANAGEMENT •Adams (2006, p.309)
- 11. RISK AWARE Using right people Scheiwiller (2009) RISK AVERSE Brown (2012) Do not like taking risks
- 12. RISK APPETITE RISK MATURE RISK APETITE making risk advantageous to the company Scheiwiller (2009). Herrinton (2012) EXAMPLES OF RISKS Absenteeism (Slack et al. 2013, pg.624)
- 13. •Diversity marketing • Bueno and Jeffery (2013) •Joint ventures •Prescott and Swartz (2010, pg1) www.smsvaranasi.com/KMC/KMC_ppt/In ternational%20_FOREIGN%20MARKET %20ENTRY%20STRATEGIES.PPT
- 15. Adams, D. (2006) Management accounting for the hospitality, tourism and leisure industries: a strategic approach, 2nd edition, United Kingdom: Thomson. Brown, P, B. (2012) Are you risk averse? You could be a perfect entrepreneur. [Online] Available from: http://www.forbes.com/sites/actiontrumpseverything/2012/04/12/areyou-risk-adverse- you-could-be-the-perfect-entrepreneur/ [Accessed: 28th November 2015] Bueno, BJ. and Jeffrey, S. (2013) 52 types of marketing strategies. [Online] Available from: http://cultbranding.com/ceo/52-types-of-marketing-strategies/ [Accessed: 29th November 2015] Fifield, P. (1998) Marketing strategy, 2nd edition, Great Britain: Butterworth- Heinemann. Hofstrand, D. (2007) Ag decision maker. [Online] Available from: https://www.extension.iastate.edu/agdm/wholefarm/pdf/c6-39.pdf [Accessed: 26th November 2015] Management innovations. (2008) Tactical planning vs. strategic planning. [Online] Available from: http://managementinnovations.wordpress.com/2008/12/10/tactical-plannin-vs- strategic-planning/ [Accessed: 27th November 2015]
- 16. Peermont hotel, resort management and development services. [Online] Available form: http://www.peermont.com/assets/downloads/Peermont-Brand-Development- Management-Services.pdf [Accessed: 22nd November 2015] Peermont development & expansion focus. [Online] Available from: http://www.peermont.com/investors-information/business-operations/development- opportunities [Accessed: 11th November 2015] Pettinger, R. (2007) Introduction to management, 4th edition, United Kingdom: Palgrave Macmillan. Pineelo, I. (2015) Mmegi online. [Online] Available from: http://www.mmegi.bw/index.php?aid=53055&dir=2015/august/04 [Accessed: 11th November 2015] Prescott, D and Swartz, S. (2010) Joint ventures in the International Arena, 2nd edition, United States of America: American Bar Association. Ramontsho, M., Mposa, K, L. and Batlhophang, D. (2014) Applied business management. [Online] Available from http://lamiemposa.blogspot.com/2014/12/human-resource-management.html [Accessed: 23rd November 2015] Slack, N., Jones, A, B. and Johnston, R. (2013) Operations management, 7th edition, United Kingdom: Pearson Education Limited. Spaeder, K, E. (2015) 10 ways to grow your business. [Online] Available from: http://www.enterpreneur.com/article/70660