...Hi, Here is the outline for the Individual Marketing Plan. You have to use a real Hong Kong brand or company for your individual assignment. Regarding the field of study, you can select your own choice from the 10 categories as listed in the attached document. Please be reminded about the submission deadline by 5 pm on November 26, 2010. A soft copy by email (to: mktgametschan@ln.edu.hk) is required for my assessment purposes as well as for the Turnitin Software (a plagiarism monitoring software). One last note, the written report should be about 1,500 - 1,650 words. TSC -- T. S. Chan Associate Vice President and Shun Hing Chair Professor of Marketing Lingnan University, Tuen Mun, NT, Hong Kong Chapter Chair, Southeast Asia Region, Academy of International Business Phone: 852-2616-8302 Fax: 852-2572-4484 E-mail:chants@LN.edu.hk BUS205 Marketing Management Individual Written Assignment First Term, 2010-11 To demonstrate students’ ability to apply their learning in marketing, each student will prepare a marketing analysis and develop a marketing plan for a real brand or company in Hong Kong in the next five years. Students are required to collect information and materials from various sources (e.g. library, electronic data bases, Internet search engines, newspapers and magazines etc.) related to the chosen brand or company. The student will then apply the relevant marketing concepts and framework to analyze the market situation facing...
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...Marketing strategies Chapter 7 q KEY TERMS | marketing aims: the broad, general goals of the marketing function within an organisation. marketing objectives: the specific, focused targets of the marketing function within an organisation. marketing strategies: long-term or mediumterm plans, devised at senior management level, and designed to achieve the firm’s marketing objectives. marketing tactics: short-term marketing measures adopted to meet the needs of a short-term threat or opportunity. Understanding marketing objectives This chapter notes how the marketing objectives of a business are derived from the broader corporate objectives. Examples of typical marketing objectives are provided and the internal and external factors that influence them are examined. In showing the process that converts objectives to strategy and tactics, the chapter provides the background to subsequent chapters on marketing strategies and marketing plans. A firm’s marketing aims and objectives are the goals or targets of the marketing function. These must be consistent with the organisation’s corporate aims and objectives: that is, with the goals of the organisation as a whole. In order to achieve their marketing objectives, firms use marketing strategies and tactics. It is therefore possible to place a company’s corporate objectives, marketing objectives, marketing strategies and marketing tactics into a hierarchy, as shown in Figure 7.1. Figure 7.1 A marketing hierarchy Corporate...
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...and Value through Marketing UNIQLO: UNIQUe cLOtheS, UNIQUe ShOppING eXperIeNce A hugge Japanese adult consumer preferred luxury brands, whereas the teenage crowd tended to frequent niche fashion shops to stay current with the latest trends. At the time, casual clothing in Japan was thought of as being either affordable but poorly made or of high quality but expensive. The market for casual clothing was also fairly limited, with people in general perceiving such informal wear to be trendy and impractical, and to cater mostly to younger people. Tadashi Yanai, the founder and chairman of Fast Retailing—the parent company of UNIQLO— set out to change all that, aiming to provide consumers with casual clothes that were affordable and yet of good quality, and to expand the market for casual clothes to the entire population. In 1998, UNIQLO began a revolution in the Japanese fashion industry with a now-legendary line of fleece garments that came in a gradient of colors and were sold at an affordable price of ¥1,900 each. It proved to be UNIQLO’s best selling item and is still one of its most popular products today. Suddenly, fleece garments—and UNIQLO— were “cool” and hip, and the demand for UNIQLO’s affordable, casual wear exploded. LearNING OBJectIVeS After reading this chapter you should be able to: Define marketing and identify the requirements for marketing to occur. Explain how marketing discovers and satisfies consumer needs. Distinguish between marketing mix elements and...
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...In Bangladesh Prepared For : Sheikh Ziaul Islam ASSOCIATE PRPFESSOR Department of Marketing Azam khan Govt commerce college,Khulna Prepared By : Newaj Raj University Roll : 9783541 University Reg : 1706344 Session : 2010-2011 College Name : Azam khan Govt commerce college,Khulna Table of Contents Chapter Name Name of topics Page no Chapter-1 INTRODUCTION 1.1 Origin 1.2 Why chosen 1.3 Objectives 1.4 Methodology followed 4 Chapter-2 . BACKGROUND 2.1 Background 2.2 Sector Highlights 2.3 Industry Outlook 2.4 Various leather goods 2.5 Current Export Policy 2.6 Investment Incentive 7----11 Chapter-3 MARKET 3.1 Historical background of leather and and leather goods industry 3.2 Bangladesh in the international Market eather goods industry 3.3 Global market for leather footwear 3.3.1 World Import of leather and leather products 3.3.2 Trend in World Trade in Leather and Leather Products & main competing countries 3.3.3 Top Importing countries of Leather and Leather Products 3.3.4 Top Exporting countries of Leather and Leather Products 3.3.5 International Market Trend 3.3.6 Asia in the world leather footwear market 3.3.7 Status of Leather Industry In Neighboring Country - India 3.4 Case for Bangladesh 3.4.1 Background ...
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...TITLE: MARKETING MIX OF THE MANILA HOTEL SUBMITTED BY: 施天仁 Zyril Christian Cruz 2008290005 饭馆082 THESIS SUPERVISOR: Gu Huimin LOCATION OF RESEARCH: MANILA HOTEL TABLE OF CONTENTS CHAPTER I. INTRODUCTION BACKGROUND OF THE STUDY CONCEPTUAL FRAMEWORK THEORETICAL II. REVIEW OF RELATED LITERATURE RELATED LITERATURE LOCAL/FOREIGN RELATED STUDY LOCAL/FOREIGN III. PROBLEM AND ITS BACKGROUND STATEMENT OF THE PROBLEM ASSUMPTION OF THE STUDY SIGNIFICANCE OF THE STUDY SCOPE AND LIMITATION DEFINITON OF TERMS IV. METHODOLOGY METHODS OF PROCEDURE DESIGNS REFERENCES CHAPTER I INTRODUCTION BACKGROUND OF THE STUDY The Manila Hotel is a 570-room five star hotel in Manila, Philippines, Located in the heart of the Manila Bay area. The Manila Hotel is the oldest premiere hotel in the Philippines, built in 1909 to rival Malacanang Palace, where the Philippine president now lives, and opened in 1912. It was built on 3.5 hectares (376,736.9 sq ft) of the land along Roxas Boulevard. It was the residence of General Douglas MacArthur from 1935 to 1941. On January 17, 2008, at the...
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...Assignment File 1 Assignment 1 Due date: Length: 24 Nov 2014 The total length of essay-type questions should not exceed 2,000 words. Those exceeding the upper word limit will be strictly penalized. Coverage: Units 1–2 Important note You must use word processing software (such as Microsoft Word) to prepare the TMAs, and submit the TMAs via the Online Learning Environment (OLE). All assignments must be uploaded to the OLE by the due date. Failure to upload a TMA in the required format to the OLE may result in the score of the TMA being adjusted to zero. Question 1 (20 marks) For each of the following ten sub-questions, select the best answer. Each correct answer is worth 2 marks. 1 The candy market in Asia has grown recently as more Asians imitate the American lifestyle, and Hershey has decided that to grow it must start selling to the Asian markets. This decision was part of which management function? A planning B organizing C leading D controlling 2 The marketing manager of Interstate Bakeries was asked to meet with the organization's research and development department to explain why the company needed to change its 25-year-old package design for Twinkies. The marketing manager took on an interpersonal role as: A liaison B disseminator C disturbance handler D figurehead 2 MGT B240 Principles and Practices of Management 3 Which of the following would be a part of an organization’s specific environment? A the technology it uses to make its product B new...
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...AirAsia BERHAD MARKETING PLAN No. | CONTENTS | PAGE | 1.0 | Executive Summary | 1-2 | 2.0 | Introduction | 3 | | 2.1 Background and History of AirAsia | 3-4 | | 2.2 Vision Statement | 5 | | 2.3 Mission Statement | 5 | | 2.4 Objectives | 5 | 3.0 | Environmental Analysis | 6 | | 3.1 PESTEL Analysis | 6 | | 3.1.1 Political Factors | 7-8 | | 3.1.2 Economic Factors | 8-9 | | 3.1.3 Social Factors | 9-11 | | 3.1.4 Technological Factors | 11 | | 3.1.5 Environmental Factors | 11-12 | | 3.2 PORTER's 5 Forces Model Analysis | 12 | | 3.2.1 Threats of New Entrants | 12-13 | | 3.2.2 Threats of Substitute | 13-14 | | 3.2.3 Bargaining Power of Buyers | 14-15 | | 3.2.4 Bargaining Power of Supplier | 15 | | 3.2.5 Competitive Rivalry | 16 | 4.0 | SWOT Analysis | 17-18 | | 4.1 Strengths | 19-27 | | 4.2 Weaknesses | 28-31 | | 4.3 Opportunities | 31-34 | | 4.4 Threats | 34-36 | 5.0 | Marketing Objectives | 37-46 | 6.0 | Marketing Strategy | 47 | | 6.1 Target Market | 48 | | 6.1.1 Behavioral Factors | 48 | | 6.1.2 Demographic Factors | 49-50 | | 6.1.3 Psychographic Factors | 50-51 | | 6.2 Marketing Mix | 52 | | 6.2.1 Product | 52-54 | | 6.2.2 Price | 54-55 | | 6.2.3 Place | 55-57 | | 6.2.4 Promotion | 57 | | 6.2.5 People | 58 | | 6.2.6 Performance | 58 | ...
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...Depok 2013 TABLE OF CONTENTS Chapter 1 4 INTRODUCTION 4 1.1. Company Background 4 1.2. Vision and Mission 4 1.3. Long-term Objectives 5 Chapter 2 6 VISION – MISSION ANALYSIS 6 2.1. Importance (Benefits) of Vision and Mission Statements 6 2.2. Characteristic of a Mission Statement 7 2.3. Mission Statement Components 8 2.4. Vision and Mission Relation: Is It Achievable? 10 Chapter 3 11 EXTERNAL ASSESSMENT 11 3.1 Michael Porter’s Five-Forces Model 11 3.2 External Factor Evaluation (EFE) Matrix 13 3.3 Competitive Profile Matrix 15 Chapter 4 19 INTERNAL ASSESSMENT 19 4.1 Resource-Based View Analysis 19 4.2 The Internal Factor Evaluation (IFE) Matrix 22 4.3 Financial Analysis 27 Chapter 5 33 STRATEGIES IN ACTION 33 5.1 The Strategies 33 5.2 Michael Porter’s Five Generic Strategies 34 Chapter 6 36 STRATEGY ANALYSIS AND CHOICE 36 6.1 The Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix 36 6.2 The Strategic Position and Action Evaluation (SPACE) Matrix 37 6.3 The Boston Consulting Group (BCG) Matrix 39 6.4 The Internal-External (IE) Matrix 40 6.5 The Grand Strategy Matrix 41 6.6 The Quantitative Strategic Planning Matrix (QSPM) 44 Chapter 7 46 IMPLEMENTING STRATEGIES: MARKETING, FINANCE/ACCOUNTING, R&D, AND MIS ISSUES 46 7.1 Marketing 46 7.2 Finance 49 7.3 Research and Development (R&D) 49 7.4 Management Information System 51 Chapter 8 53 STRATEGY EVALUATION AND GLOBALIZATION...
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...Depok 2013 TABLE OF CONTENTS Chapter 1 4 INTRODUCTION 4 1.1. Company Background 4 1.2. Vision and Mission 4 1.3. Long-term Objectives 5 Chapter 2 6 VISION – MISSION ANALYSIS 6 2.1. Importance (Benefits) of Vision and Mission Statements 6 2.2. Characteristic of a Mission Statement 7 2.3. Mission Statement Components 8 2.4. Vision and Mission Relation: Is It Achievable? 10 Chapter 3 11 EXTERNAL ASSESSMENT 11 3.1 Michael Porter’s Five-Forces Model 11 3.2 External Factor Evaluation (EFE) Matrix 13 3.3 Competitive Profile Matrix 15 Chapter 4 19 INTERNAL ASSESSMENT 19 4.1 Resource-Based View Analysis 19 4.2 The Internal Factor Evaluation (IFE) Matrix 22 4.3 Financial Analysis 27 Chapter 5 33 STRATEGIES IN ACTION 33 5.1 The Strategies 33 5.2 Michael Porter’s Five Generic Strategies 34 Chapter 6 36 STRATEGY ANALYSIS AND CHOICE 36 6.1 The Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix 36 6.2 The Strategic Position and Action Evaluation (SPACE) Matrix 37 6.3 The Boston Consulting Group (BCG) Matrix 39 6.4 The Internal-External (IE) Matrix 40 6.5 The Grand Strategy Matrix 41 6.6 The Quantitative Strategic Planning Matrix (QSPM) 44 Chapter 7 46 IMPLEMENTING STRATEGIES: MARKETING, FINANCE/ACCOUNTING, R&D, AND MIS ISSUES 46 7.1 Marketing 46 7.2 Finance 49 7.3 Research and Development (R&D) 49 7.4 Management Information System 51 Chapter 8 53 STRATEGY EVALUATION AND GLOBALIZATION...
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...International Business Chapter 1 What is international Business Key Concepts In International Business * International Trade - describes the exchange of products and services across national borders * Exchanges can be made through exporting or can also take the form of: * Importing or Global Sourcing - the procurement of products or services from suppliers located abroad for consumption in the home country or a third country. * International Investment - refers to the transfer of assets to another country or the acquisition of assets in that country. Economists refer to such assets as factors of production and they include capital, technology, managerial talent and manufacturing infrastructure. * Foreign Direct Investment - is an internationalisation strategy in which the firm establishes a physical presence abroad through acquisition of productive assets such as land, plant, equipment, capital and technology. It is a foreign-market entry strategy that gives investors partial or full ownership of a productive enterprise. * International portfolio investment - refers to the passive ownership of foreign securities such as stocks and bonds for the purpose of generating financial returns. International portfolio investment and foreign direct investment are the two essential types of cross-border investment. The Nature of International Investment Foreign direct investment (FDI) is the ultimate stage in internationalisation and encompasses the...
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...Global Marketing Level 6 44-6979-00L-A Module handbook 2014 to 2015 Module leader: Giovanna Battiston g.battiston@shu.ac.uk Stoddart 7241 0114 225 5260 Contents 1. | Welcome to global marketing | Page 3 | 2. | Code of conduct | Page 4 | 3. | About your module | Page 5 | 4. | Teaching and learning strategy | Page 6 | 5. | Resources for reading and research | Page 7 | 6. | Assessment | Page 8 | 7. | Lecture and seminar programme | Page 11 | 8. | Module prize | Page 37 | 9. | The SHU Marketing Student Society | Page 38 | 10. | Appendices:Task one assessment criteriaTask two assessment criteria | Page 39Page 41 | Welcome to global marketing Contact details Module leader: Giovanna Battiston g.battiston@shu.ac.uk Stoddart 7241 0114 225 5260 Your seminar tutor: Learning time: On the successful completion of this unit you will receive 20 credit points at level 6. As in all units you are expected to devote 150 hours learning time to this unit, some of which will comprise lectures and seminars. These will be important for introducing and discussing new materials and for you to gauge your level of understanding of the subject. You will need to spend several hours per week in private study getting to grips with the pre-seminar tasks and necessary post-lecture reading and the associated activities. It is expected that the remainder of the time will be spent on assessment related activities such as reading and...
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...CHAPTER 1 INTRODUCTION TO GLOBAL MARKETING SUMMARY A company that engages in global marketing focuses resources on global market opportunities and threats. Successful global marketers such as Nestle, Coca-Cola, and Honda use familiar marketing mix elements – the four Ps – to create global marketing programs. Marketing, R&D, manufacturing, and other activities comprise a firm’s value chain; firms configure activities to create superior customer value on a global basis. Global companies also maintain strategic focus while pursuing competitive advantage. The marketing mix, value chain, competitive advantage, and focus are universal in their applicability, irrespective of whether a company does business only in the home country or has a presence in many markets around the world. However, in a global industry, companies that fail to pursue global opportunities risk being pushed aside by competitors. A firm’s global marketing strategy (GMS) can enhance its worldwide performance. The GMS addresses several issues. First is nature of the marketing program in terms of the balance between a standardization (extension) approach to the marketing mix and a localization (adaptation) approach that is responsive to country or regional differences. Second is the concentration of marketing activities in a few countries or the dispersal of such activities across many countries. Companies that engage in global marketing can also engage in coordination of marketing activities. Finally...
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...UBTM1013/UKTM1013 Principles of Marketing 2. 3. 4. 5. 6. Year of Study: Year and Semester: Credit Hour: Lecturing hours and Tutoring hours Lecturer: Bachelor of Marketing (Hons) Bachelor of Commerce (Hons) Accounting Bachelor of Business Administration (Hons) Bachelor of Business Administration (Hons) Banking and Finance Bachelor of Economics (Hons) Financial Economics Bachelor of Information Systems (Hons) Business Information Systems Bachelor of Information Systems (Hons) Information Systems Engineering Bachelor of Accounting (Hons) Bachelor of Global Economics (Hons) Year One, Year Two 201410 3 credit hours 4.0 hours lecture per week for the duration of 7 weeks 3.0 hours tutorial per week for the duration of 7 weeks 7. Lead Lecturer (Facultyof Business and Finance) Mr. Teo Aik Chuan teoac@utar.edu.my Co-Lecturer (Faculty of Business and Finance) Ms. Lam Siew Yong lamsy@utar.edu.my Co-Lecturer (Faculty of Business and Finance) Mr. Choy Johnn Yee (Faculty Business and Finance) choyjy@utar.edu.my Co-lecturer (Faculty of Accountancy and Management) Ms. Yeong Wai Mun yeongwm@utar.edu.my Co-lecturer (Faculty of Accountancy and Management) Mr. Low Chin Kian lowck@utar.edu.my Ms. Lam Siew Yong (lamsy@utar.edu.my) Mr. Choy Johnn Yee (choyjy@utar.edu.my) Ms. Jenny Marisa Lim Dao Siang (limds@utar.edu.my) Puan Sharmeela Banu Binti Syed Abu Thahir (sharmeelas@utar.edu.my) Ms. Loo Siat Ching (loosc@utar.edu.my) ` 8. Tutor: Unit Plan of UBTM/UKTM 1013 Principles of Marketing October 2014 1 9...
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...CHAPTER 4 SOCIAL AND CULTURAL ENVIRONMENTS SUMMARY Culture, a society’s “programming of the mind,” has both a pervasive and changing influence on each national market environment. Global marketers must recognize the influence of culture and be prepared to either respond to it or change it. Human behavior is a function of a person’s own unique personality and that person’s interaction with the collective forces of the particular society and culture in which he or she has lived. In particular, attitudes, values, and beliefs can vary significantly from country to country. Also, differences pertaining to religion, aesthetics, dietary customs, and language and communication can affect local reaction to brands or products as well as the ability of company personnel to function effectively in different cultures. A number of concepts and theoretical frameworks provide insights into these and other cultural issues. Cultures can be classified as high- or low-context; communication and negotiation styles can differ from country to country. Hofstede’s social value typology sheds light on national cultures in terms of power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, and long- versus short-term orientation. By understanding the self-reference criterion, global marketers can overcome the unconscious tendency for perceptual blockage and distortion. Rogers’ classic study on the diffusion of innovations helps explain how products...
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...05341_02_ch02_p021-044.qxd 9/25/07 10:01 AM Page 21 CHAPTER 2 OPERATIONS, STRATEGY AND OPERATIONS STRATEGY INTRODUCTION An organization’s operations function is concerned with getting things done; producing goods and/or services for customers. Chapter 1 pointed out that operations management is important because it is responsible for managing most of the organization’s resources. However, many people think that operations management is only concerned with short-term, day-to-day, tactical issues. This chapter will seek to correct that view by considering the strategic importance of operations. All business organizations are concerned with how they will survive and prosper in the future. A business strategy is often thought of as a plan or set of intentions that will set the long-term direction of the actions that are needed to ensure future organizational success. However, no matter how grand the plan, or how noble the intention, an organization’s strategy can only become a meaningful reality, in practice, if it is operationally enacted. An organization’s operations are strategically important precisely because most organizational activity comprises the day-to-day activities within the operations function. It is the myriad of daily actions of operations, when considered in their totality that constitute the organization’s long-term strategic direction. The relationship between an organization’s strategy and its operations is a key determinant of its ability to...
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