...IMC Strategy Overview Memo Jami Durham MKT 544 10/28/2013 Chrisann Merriman IMC Strategy Overview Memo To: Chrismann Merriman From: Jami LDurham Date: October 28, 2013 Re: Strategy Memo Overview of IMC Strategy Today marks a new day for DrivingMBA to develop a strategy to build the DrivingMBA’s brand. The new strategy will be one that as an organization will have to be worked on together so to accomplish a powerful marketing tool. The old way of marketing and the organization just sending out flyers and using word of mouth is no longer. As an organization there are going to be visitations to at least three different high schools within the state. This is so that students all over Arizona know who DrivingMBA is and what DrivingMBA does. There are going to be six billboards set up amongst the major freeways. The owner will make sure to get on all the different news channels instead of only one. DrivingMBA will be making a commercial to be seen on the television. DrivingMBA will still be using Facebook. Brand Position The brand position of DrivingMBA and marketing challenge is going to be hard. Most consumers are going to go for the competition because it is cheaper. DrivingMBA is the highest price driving school in the valley. However, it is the only school that teaches students to drive with simulators. This will help with the brand position...
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...AMN 401 IMC Strategy Assessment [pic] Table of Contents 1.0 Message Review 2 1.1 Current Message Strategy 2 1.2 Message Effectiveness Critique 2 1.3 Proposed Message Strategy Adjustment 3 2.0 Channel Review 4 2.1 Channel Integration Grid 4 2.2 Channel Effectiveness Critique 5 2.3 Proposed Channel Strategy Adjustments 5 3.0 Target Segmentation 6 3.1 Geographic Segmentation 6 3.2 Demographic Segmentation 6 3.3 Psychographic Segmentation 6 3.4 Behaviouristic Segmentation 7 3.5 Benefit Segmentation 7 3.6 Target Market Description Statement 7 4.0 Competitor Profile 9 4.1 Competitive Framework 9 4.2 Competitor Analysis – Offerings and Communication 9 4.3 Completive Advantage 10 5 Campaign Development 11 5.1 Competitive Consumer Benefit Statement 11 5.2 Message Strategy Statement 11 5.3 Message Strategy Approach 11 6.0 Media Strategy and Testing 12 6.1 Company Contacts 12 6.2 Customer Contacts 12 6.3 Intrinsic Contacts 12 6.4 Unexpected Contact 13 7.0 Reference 14 1.0 Message Review 1.1 Current Message Strategy Coca-Cola Company, the giant in world-wild beverages market, mainly uses the concept planned messages. More details, they use the advertising and public relationship spread their brand image, as well as the related information. In 2011, they built strong momentum toward their 2020 goal of doubling their business over the course of this...
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...Agency: Real Estate under Virginia’s Agency Law Code of Virginia Agency Law § 54.1-2130. Definitions. As used in this article: "Agency" means every relationship in which a real estate licensee acts for or represents a person by such person's express authority in a real estate transaction, unless a different legal relationship is intended and is agreed to as part of the brokerage relationship. Nothing in this article shall prohibit a licensee and a client from agreeing in writing to a brokerage relationship under which the licensee acts as an independent contractor or which imposes on a licensee obligations in addition to those provided in this article. If a licensee agrees to additional obligations, however, the licensee shall be responsible for the additional obligations agreed to with the client in the brokerage relationship. A real estate licensee who enters into a brokerage relationship based upon a written contract which specifically states that the real estate licensee is acting as an independent contractor and not as an agent shall have the obligations agreed to by the parties in the contract, and such real estate licensee and its employees shall have no obligations under §§ 54.1-2131 through 54.1-2135 of this article. "Brokerage relationship" means the contractual relationship between a client and a real estate licensee who has been engaged by such client for the purpose of procuring a seller, buyer, option, tenant, or landlord ready, able, and willing...
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...IMC Media Strategy Implementation Overview Integrated Communication Strategy • Integrated marketing communications (IMC): a strategic business process that marketers use to plan, develop, execute, and evaluate coordinated, measurable, persuasive brand communication programs over time with targeted audiences. • The important thing to understand about this concept is the need for, and benefit of consistency between components of the program. Advertising Personal Selling Communication Idea • The question: how much should an organization spend on its integrated marketing communications program, and how do you know when it is working? Direct Marketing Public Relations Sales Promotion 16-2 Multi media, multi tasking, multi message, multi channels…. telephone cinema newspaper tv webtv packaging magazines bill posting Signage mp3 iphone atm pop ups pop events & sponsorship website outdoor pda direct mail cd/dvd transit email Communication Mix Adver&sing Direct Brand Situation IMC Objectives Consumer & Channel TM & Audience Public Relations Sales promotion Events / sponsorship Personal Selling Customer Service Press/print, Television, Radio Internet, Outdoor / transit, Ambient Direct response formats Direct mail, telephone selling, Catalogue selling Corporate & Brand PR, Publicity Consumer Franchise vs Non-franchise building Sponsoring (participating, creating) Social, Sporting, Cultural/Arts, Industry Person-to-person...
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... 2011 IMC 740 Table of Contents Executive Summary……………….2 Situation Analysis………………….3 Product & Service Analysis……4-5 Target Market Analysis………...6 Distribution Network…………...7 Competitive Analysis………..….8-9 Current Financial Situation….10 Historical Results……………….11-13 Macroenvironment……………..14 SWOT……………………………..15 Objectives & Issues……………...16 Financial Objectives Marketing Objectives Critical Issues Marketing Strategy Target Markets…………………17-18 Positioning……………………...19 Marketing Mix………………….20 Marketing Research…………..21 Creative Strategy………………..22 Creative Brief Overall MC Strategy………….….23 PR Strategies & Tactics…..….…24-27 Schedule…………………………..28 Budget……………………………..29 Measurement & Evaluation…...30 Conclusion………………………..30 Works Cited………………………31-32 Executive Summary As an international brand, TOMS is looking to gain a strong foothold with new and existing customers by targeting men and women 18-24 years old, as well as 25-34 years old, specifically in the United States. Through this plan, TOMS will actively move forward to define a thriving market within which the brand can prosper. With extensive primary and secondary research, TOMS will accurately define and target challenges that they face. With this information, new objectives will be proposed for the TOMS brand that will define and reflect the market trends, which will in turn resonate with the target audience. TOMS will reach the target audience through various promotional and public relations strategies and tactics...
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...When a firm creates, formulates, and implements a strategy that adds value and competitive advantage that is a strategic business plan. A strategic business plan is the layout or outline that specifies how a firm is going to reach their plans or goals over a certain period of time. The plan can be very specific or very broad. It can focus on one part of the business, as well as a whole focusing on all functions within a company. This plan is important to an organization’s long-term success because it gives the company a direction or purpose in which to set goals and carry them out. A strategic business plan assists a company in providing products and services in a more efficient and effective manner. Without a strategic business plan a firm will have a difficult time maximizing the potential of its resources. New opportunities and key resources for growth or improvement will be limited or perhaps even missed. A strategic plan is important to both small and large businesses. I believe that for any company, no matter the size, it is equally important to have a strategic business plan in place. This will assist in understanding customer needs and be able to adapt to constant changes and new trends taking place within the company. With a successful strategic plan, a company has a great opportunity for becoming very successful. Innovation plays a key role in developing a company that has potential for growth and success. Innovation provides the company with ways to maintain a competitive...
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...OUTLINE a. Module learning outcomes b. Themes and topics c. Learning supports 3. MODULE DELIVERY SCHEDULE a. Session arrangements b. Student engagement c. Office hours arrangements 4. ASSESSMENT DETAILS a. Assignments b. Module assessment components i. Pre module assignment ii. Group project iii. Examination 5. GRADING a. University grading policy b. Grade descriptors for assessment components 6. CONCLUDING COMMENTS APPENDICES 5 6 10 12 16 19 21 3 Welcome message Welcome to this unit on Business Policy. Dr Yousef Eiadat will be joining me in teaching this course. In this unit we aim to build skills in Strategic planning – the analysis behind strategic decisions, the crafting of strategies and the implementation of them to ensure organisational success. Strategy involves managing the interface between an organization and its external environment. To this end, the first three topics develop skills in strategic analysis, leading to consideration of the positioning of an organisation in its strategic environment. These cover internal and external analysis, and the options in setting strategic...
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...TYPES OF MARKETING STRATEGIES MARKET LEADER STRATEGIES 1. Expand total market 2. Defend market share 3. Expand market share MARKET CHALLENGER STRATEGIES 1. Define strategic objective and opponents 2. Choosing an attack strategy MARKET FOLLOWER STRATEGIES MARKET NICHE STRATEGIES ================ A. 1. MARKET LEADER STRATEGIES EXPAND TOTAL MARKET • New Users E.g.: perfume:--> non-users (mkt-penetration strat) --> men (new market strat) --> other countries (geo-expan strat) E.g.: J&J Baby shampoo: birthrate declining --> ads target adults --> leading brand • New uses Cereals: as snacks --> increase frequency of use OJ: “not for breakfast anymore” Du Pont nylon: parachute-->pantyhose-->blouses & shirts --> auto tires -->seat belts --> carpeting Arm & Hammer: baking--> fridge deodorant --> quell kitchen grease --> carpet/pet deodorant --> bath tub relaxant --> toothpaste --> ???? • More usage: Michelin: want French to drive more --> rate restaurants (best in south --Provence & Riviera) --> publish guidebooks with maps and sights along the way 2. DEFEND MARKET SHARE • decide where to defend • continuous innovation along Mktg Mix Position defense: - purely defensive not enough --> must take offensive counter-measure Eg: Coke --> multi segments of cola mkt --> enter wine market --> acquire fruit drink companies --> desalination equipment --> plastics Flanking defense: - guarding territory not enough - create outposts/flanks: --> protect weak front --> invasion base for counter-attack...
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...clients. For many firms, the “80/20 rule” applies where the largest concentration (80%) of your revenue is being derived by a relatively small subset (20%) of your customers. These clients, due to the leveraged impact they have on your bottom-line and infrastructure costs, need to be carefully managed and made a key focus of your business strategy. This is equally true for a huge multi-million dollar conglomerate or a relatively small professional practice. While a continuing focus on new business acquisition is of paramount importance – “Grow or Die” – the strategy decision of how you marshal your limited resources of time, money and effort is a crucial one. Deciding to manage your top clients as “strategic accounts”, and investing your resources to build your relationships with them, provides a multiplier effect of benefits. To name a few: lowers acquisition costs for new business, engenders a higher level of customer loyalty, creates revenue stability and profitability enhancement, inspires ongoing future business, and develops a strong referral generator and free PR. Small businesses and professional practices can learn and incorporate strategies and practices from the larger, established strategic account departments of larger firms. Strategic account management is a mindset and a methodology, a series of carefully thought out decisions and processes that enforce and ensure that you truly place your top clients at the core of your business. This discipline needs to be internalized...
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...Strategic Plan Strategic planning is an important tool for any organization. By having the right strategic plan, a company could reach their goal as well as meet their customers’ demands. A strategic planning helps a company develop basic goals which company will try to reach in certain a time period. In the strategic planning, company will usually consider the mission statement, vision, and values of company. Through this paper, an individual will gain information how US Airways business, product the airline provide, and services US airways. The reader will also gain information about how US airways work on developing right mission statement. The reader will also gain information how important mission, vision, and values to US airways in direction of their strategic plan. Mission Statement The mission statement is short and memorable, like a catch phase. The purpose of a mission statement is to endorse the meaning of the company and associate with company business. The company main customer’s bases are individual who like to fly. The mission statement of US airways is “Fly with US”. It is very obvious that the company is an airline operator, providing travels all around the world for its valued customers. The mission state or the slogan “Fly with US” could vary with different meanings for individuals. The individual could perceive this statement in many different ways. An individual could look at US as top airline for United State . This could also mean by flying...
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...sure you have a strategy? Donald C. Hambrick and James W, Fredrickson Executive Overview After more than 30 years of hard thinking about strategy, consultants and scholars have provided an abundance of /rameworks for analyzing strategic situations. Missing, however, has been any guidance as to v^hat the product of these tools should be—or virhat actually constitutes a strategy. Strategy has become a catchall term used to mean whatever one wants it to mean. Executives now talk about their "service strategy," their "branding strategy," their "acquisition strategy," or whatever kind of strategy that is on their mind at a particular moment. But strategists—whether they are CEOs of established firms, division presidents, or entrepreneurs—must have a strategy, an integrated, overarching concept of how the business will achieve its objectives. If a business must have a single, unified strategy, then it must necessarily have parts. What are those parts? We present a framework for strategy design, arguing that a strategy has five elements, providing answers to five questions—arenas: where will we be active? vehicles: how will we get there? differentiators: how will we win in the marketplace? staging: what will be our speed and sequence of moves? economic logic: how will we obtain our returns? Our article develops and illustrates these domains of choice, particularly emphasizing how essential it is that they form a unified whole. Consider these statements of strategy drawn from actual...
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...Inbox My Profile What's New Help Logout Welcome Kimberly Raetano (IRN:9038043721) Home Classroom Library Program Account PhoenixConnect MMPBL/590 Materials Discussion Assignments Grades MMPBL/590 STRATEGIES FOR COMPETITIVE ADVANTAGE Start Date: 01/17/2012 Print COURSE DESCRIPTION This course focuses on creating the value proposition as a driver of sustainable competitive advantage. Topics include translating key emerging trends into business opportunities; strategic challenges of global expansion; opportunities and constraints posed by regulatory change; competitor intelligence; scenario planning/planning for multiple futures; maximizing core business value; differentiating the value proposition; distribution channel development and integration; tailoring the value chain; building successful strategic alliances; and off-shoring models and approaches. Week 1 - Topic 1: Mission, Vision, and Values Objectives Distinguish between strategy and tactics. Explain the essential components of the strategic management process. Analyze the relationship among leadership, culture, stakeholder interests, and strategic outcomes. Create vision, mission, and values statements. Materials MIND MAP Mind Map Concept Outline EBOOK EBOOK COLLECTION: Chapter 1 - Pearce & Robinson. (2005). Strategic management (9th ed.). New York: McGraw-Hill. EBOOK COLLECTION:...
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...Workshop 4 Problems Kevin Rock MBA 465 Strategic Management BSA 555 November 1, 2011 David R. Gray, Ph.D 1. Why are acquisition strategies popular in many firms competing in the global economy? Because of globalization; deregulation of multiple industries in many different economies and favorable legislation; the number and size of domestic and cross-border acquisitions continues to increase; especially from emerging economies 2. What reasons account for firms’ decisions to use acquisition strategies as a means to achieving strategic competitiveness? To increase market power; overcome entry barriers to new markets or regions; avoid costs of developing new products and increase the speed of new market entries; reduce the risk of entering a new business; become more diversified; reshape their competitive scope with different portfolio of businesses; and enhance their learning. 3. What are the seven primary problems that affect a firm’s efforts to successfully use an acquisition strategy? Difficulty of effectively integrating the firms involved; incorrectly evaluating the target firm’s value; creating debt loads that preclude adequate long-term investment; overestimating the potential for synergy; creating a firm that is too diversified; creating an internal environment in which managers devote increasing amounts of their time and energy to analyzing and completing the acquisition; developing a combined firm that is too large (thereby necessitating extensive...
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...Strategic Management Process Paper Vivian Shellmire MGT 498 March 21, 2011 Eligah King Strategic Management Process Paper The global marketplace has ushered in an emergent Era of corporate citizenship. Merging corporations often create an environment within a company where different structures coexist side-by-side. The reality, parties in collaboration tend to promote cultural capital. In fact, human nature is a factoring barrier making it a difficult challenge to retain highly esteemed talent and maintain production efficiency. Corporate responsibility obligates an organization to design a plan, a strategic process that fosters open-mindedness, confidence, passion, and optimism. A strategy plan incorporating mutual company goals, a philosophical mission statement, and an expected code of conduct can ensure consistency. A responsive way to alleviate conflict among parties would be to include a framework articulating clear concise policies, procedures, and implementation which emphasize corporate values and standards. General Motors Company for example, after acquiring partnership with Opel International encountered structural challenges. Opel’s (2011) promotion states, “We are inspired by the freshness and potential of unique talents. They excite our admiration and energize our emotion that is why we team up with new and established performers and support them, in their personal endeavors and the causes they believe in.” Ironically...
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...THE SHIPPING INDUSTRY ACCOUNTING TEAM Summary: Sarah (the name given by us) has been working in McKay, Sanderson, and Smith Associates a mid-sized accounting team located in Boston that is specialized in commercial accounting and audits for past five years. Her specialty is accounting practices for shipping companies, ranging from small to certain big fleets along east coast. About two months ago her company merged with another two other accounting firms which has offices in Miami, Seattle, Baton Rouge, and Los Angeles. They avoided centralizing their business around one office in Los Angeles. Instead they formed a new firm called Goldberg, Choo, and McKay Associates in order to leverage the synergies of their collective knowledge. This merges affected Sarah when she was told that she would be working with the other three members from the other two firms to become the firm’s new shipping industry accounting team, by her boss. The other members were Elias in Miami, Susan in Seattle, Brad in Los Angeles. She had earlier met Elias at a meeting in New York but not the other two. This shipping team activity involved e-mailing each other about new contracts and prospective clients. They were asked to submit the joint monthly statement reports and issues. Sarah submitted her own monthly reports which summarized the activities of her own clients. This coordination of monthly reports took much more time since different accounting documentation procedures across the three firms were...
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