...02 Digital Marketing Strategy What’s inside: An introduction to some key terms and concepts and a guide to understanding strategy. We look at the questions to ask when compiling a digital marketing strategy, and a digital marketing strategy in action. Digital Marketing Strategy › What is marketing? Digital Marketing Strategy › Introduction 2.1 Introduction A strategy indicates the most advantageous direction for an organisation to take over a defined period of time. It also outlines which tactics and means should be used to execute this direction. Originating as a military term, strategy is about using your strengths, as well as the context in which you are operating, to your advantage. In marketing, strategy starts with understanding what the business wants to achieve, or what problem it wants to solve. It then considers the context in which the business and its competitors operates, and outlines key ways in which the business and brand can gain advantage and add value. In this chapter, you will learn: • How to define and distinguish business strategy, marketing strategy and digital strategy • The questions that need to be asked when assembling a digital marketing strategy 2.2 Key terms and concepts Term Definition Application programming interface (API) A particular set of rules and specifications that software programs can abide by when communicating with each other. It serves as an interface between programs and ...
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...[pic] UNIVERSITY OF THE WESTERN CAPE Faculty : EMS School of Business and Finance Course name : Advanced Marketing Student Name : Shauna Windvogel Student Number : 3209039 Assignment Title : The Brand in the Hand: Mobile Marketing at Adidas Course Code : MAN702 Lecturer Name : Prof Linda De Vries Compulsory Plagiarism Declaration I Shauna Windvogel, declare that the work attached is my own work. I acknowledge that copying someone else’s assignment or essay, or part thereof is wrong. All sources used in this work have been correctly referenced, using the Harvard system of in-text referencing. The work does not contain any sections that can be regarded as cut-or-paste technique, as a mere translation, or as “mono-phrasing” (work taken from a single source). I realise that a research argument has to be constructed, and declare that my text is a reflection of the integration of relevant sources. Further, I know that plagiarism is wrong. Plagiarism is to use another’s work and pretend that it is your own. Additionally, I have not allowed and will not allow anyone copy my work with the intention of passing it off as his/her own work. Signed: [pic] Date: 12 March 2012 Table of Contents Topic question: Given the reading of 2 marketing classics articles (13+17) and your understanding of marketing strategy processes consider recommending a specific market strategy for Adidas. Contents 1. Introduction 3 2...
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...……………………………………………………………...5 Financial Overview…….…………………………………………..……………...6 Chapter 2…………………………………………………………………...….7 Internal & External Environment Analysis…………..……………………………….8 SWOT Analysis………………………………………………………….…….….9 Challenges faced by Nike………………………………………………………….11 Strategic Implemented for Rectification………………………………………….….13 Chapter 3…………………………………………………………………..….16 Leadership Hierarchy……………………………………………………..…...….17 Chapter 4…………………………………………………………….…….….21 Nike Core Competencies…………………………………………………..………22 Value Chain Analysis……………………………………………….…………….24 Chapter 5………………………………………………………………….…..26 Cooperate Governance……………………………………………………………27 BIBLIOGRAPHY……………………………..………………………….….30 C C hapter hapter 1 1 Introduction “Everything you need is already inside. Just do it” * Bill Bowerman (Fabrega, n.d.) “NIKE”, one of the most synonymous names with the sporting world, was initially established as Blue Ribbon Shoes in 1964. The brand was started by Bill Bowerman and Phil Knight at the University of Oregon; where the former was the latter’s track and field coach. (10 things you did not know about Nike, 2011) During Phil Knight’s time at Stanford University, he wrote a paper on ending German dominance...
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...Global and Transnational Business: Strategy and Management Second Edition Global and Transnational Business: Strategy and Management Second Edition George Stonehouse Northumbria University David Campbell University of Newcastle-upon-Tyne Jim Hamill University of Strathclyde Tony Purdie Northumbria University Copyright # 2004 John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex PO19 8SQ, England Telephone (þ44) 1243 779777 Email (for orders and customer service enquiries): cs-books@wiley.co.uk Visit our Home Page on www.wileyeurope.com or www.wiley.com All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except under the terms of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London W1T 4LP, UK, without the permission in writing of the Publisher. Requests to the Publisher should be addressed to the Permissions Department, John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex PO19 8SQ, England, or emailed to permreq@wiley.co.uk, or faxed to (þ44) 1243 770620. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold on the understanding that the Publisher is not engaged in rendering professional services...
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...MBA 2006-07 Hilary Term | Marketing, Culture and Society MARKETING, CULTURE and SOCIETY Linda Scott N.B. Please remember to check the Intranet for the most current version of this list. Library staff regularly updates hyperlinks, shelf locations and copy information. Course Aims and Objectives The purpose of this course is to prepare students to understand and act from a sophisticated cultural perspective when confronting issues involving markets and media. Readings, lectures, and discussions will show students how the circulation of goods (and the messages about goods) interact with social groupings, political agendas, other institutional imperatives, cultural tensions, and historical events. Recent research demonstrates quite clearly that such interactions have consistently been more determinative of both market failures and successes than the correct practice of traditional marketing techniques or the faithful application of conventional marketing wisdom. Given the rapid rate of change in today’s markets for goods and services, along with new channels for distribution and communication, this perspective should provide the basis for a more innovative way of practicing marketing, as well as a more globally responsible one. To these ends, a variety of texts have been assigned. These selections are designed to reorient the student toward more lasting, socially grounded, and culturally portable ideas about marketing, as well as to help each reader look at both the context...
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...International Marketing | PM 305 | | | OLANREWAJU OLABODE | I.D NUMBER 33344 | 3/19/2016 | | TABLE OF CONTENTS 1.0 Introduction............................................................................................................. ......3 2.0 Situational Analysis................................................................................................. ..4-7 3.0 Swot and Tow matrix................................................................................................ 7-10 4.0 Market Selection......................................................................................................... .11 5.0 Recommended Markets and Market entre Strategies............................................11-12 6.0 Marketing Strategies........................................................
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...The current issue and full text archive of this journal is available at http://www.emerald-library.com/ft McDonald's: ``think global, act local'' ± the marketing mix Principal Lecturer, Manchester Metropolitan University, Manchester, UK Keywords Globalization, Marketing mix, Marketing management, Fast-food industry, Marketing, Franchising Abstract Focuses on the marketing mix of McDonald's. Highlights how the company combines internationalisation and globalisation elements according to various fast food markets. Using the effect of strategical and tactical models, the case illustrates the effect of McDonald's on the global environment and how they adapt to local communities. Describes future franchise plans for McDonald's. McDonald's: ``think global, act local'' 97 Claudio Vignali Introduction McDonald's background Two brothers, Richard and Maurice McDonald founded McDonald's in 1937. The brothers developed food processing and assembly line techniques at a tiny drive-in restaurant east of Pasadena, California. In 1954, Ray Kroc, a milk-shake mixer salesman, saw an opportunity in this market and negotiated a franchise deal giving him exclusive rights to franchise McDonald's in the USA. Mr Kroc offered a McDonald's franchise for $950 at a time when other franchising companies sold restaurant and ice-cream franchises for up to $50,000. Mr Kroc also took a service fee of 1.9 per cent of sales for himself plus a royalty of 0.5 per cent of sales went to the McDonald brothers...
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...smartphones and offices of the future, to educational resources and digital home appliances. The changes we are talking about are transformational. Everything, everyone and every place will be connected. This will make us more innovative and more competitive – and change the way we live and work for the better. The challenge ahead is how to best use the tremendous creativity, innovation and capability of Australians to participate in these new opportunities – whether it be m-commerce, Big Data, robotics or social media. Every part of our economy can benefit from this new era of connectivity. Our role, as Australian business leaders, is to help build a 21st century economy that is locally accessible and globally competitive. As a nation, we can lead the world and create positive change. David Thodey Chief Executive Officer Telstra 1 A NOTE FROM GIAM The world is changing. The internet has transformed the Australian economy over the last 10 years, and is poised to play an even greater role in our daily lives and businesses as Australia positions itself to become a leading digital economy. The pace of technology change is growing exponentially, and in the digital age, the only constant is change. Disruption can sneak up on you unexpectedly. For your industry, how will you know...
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...NGO Engagement with the Private Sector on a Global Agenda to End Poverty: A Review of the Issues A Background Paper for The Learning Circle on NGO Engagement with the Private Sector Canadian Council for International Cooperation Policy Team Moira Hutchinson January 2000 Acknowledgements: This paper was prepared by Moira Hutchinson as an introductory paper to issues for the CCIC’s Learning Circle on NGO Engagement with the Private Sector. CCIC is grateful to the IDRC’s Canadian Partnerships Program for funding for the Learning Circle, including the production of this paper. The author wishes to express appreciation for the editing and other assistance provided by Brian Tomlinson of the CCIC, and for suggestions from other members of the planning group for the Learning Circle: Andrea Botto, Anne Buchanan, Tim Draimin, Philippe Jean, Brian Murphy and Lynda Yanz. 2 NGO Engagement with the Private Sector on a Global Agenda to End Poverty : A Review of the Issues Table of Contents 1. Introduction 1 2. What is this discussion really about? 2 3. Canadian NGOs: issues in advocacy, dialogue and partnership 3 3.1 Advocacy 3 3.2 Direct dialogue 6 3.3 Programming social partnerships and strategic alliances 8 3.3.1 What is driving the discussion of social programming partnerships and strategic alliances? a) Corporate interests b) Intermediary organizations c) NGO interests d) Government agendas e) Overlapping NGO-corporate interests? 10 10 11 12 13 14 3.3.2 Financial relationships...
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...Strategy A Typical Distribution System Differences between Countries Choosing a Distribution Strategy Communication Strategy Barriers to International Communication Push versus Pull Strategies Global Advertising Pricing Strategy Price Discrimination Strategic Pricing Regulatory Influences on Prices Configuring the Marketing Mix New Product Development The Location of R&D Integrating R&D, Marketing, and Production Cross-Functional Teams Implications for the International Business Chapter Summary Critical Discussion Questions Nike--The Ugly American? Procter & Gamble in Japan: from Marketing Failure to Success Procter & Gamble (P&G), the large US consumer products company, has a well-earned reputation as one of the world's best marketers. With its 80-plus major brands, P&G generates more than $37 billion in annual revenues worldwide. Along with Unilever, P&G is a dominant global force in laundry detergents, cleaning products, and personal care products. P&G expanded abroad after World War II by exporting its brands and marketing policies to Western Europe, initially with considerable success. Over the next 30 years, this policy of developing new products and marketing strategies in the United States and then transferring them to other countries became entrenched. Although some adaptation of marketing policies to accommodate country differences was pursued, it was minimal. The first signs that this policy was no longer effective emerged in the 1970s, when P&G suffered...
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...success and survival of business enterprises. The course focuses on the information, analyses, organizational processes, skills, and business judgment managers must use to design strategies, position their businesses and assets, and define firm boundaries, to maximize long-term profits in the face of uncertainty and competition. Strategic Management (BUAD 497) is an integrative and interdisciplinary course in two important respects: 1. The course assumes a broad view of the environment that includes competitors, buyers/consumers, suppliers, technology, economics, capital markets, and government both locally and globally. It assumes that the external environment is dynamic and characterized by uncertain changes. In studying strategy, this course draws together and builds on all the ideas, concepts, and theories from your functional courses such as Accounting, Economics, Finance, Marketing, Organizational Behavior, and Statistics. However, it is much more than a mere integration of the functional specialties within a firm. 2. The course takes a general management perspective. It views the firm as a whole, and examines how policies in each functional area are integrated into an overall competitive strategy. We designed this course to develop the “general management point of view” among participants. This point of view is the best vantage point for making decisions that affect long run business performance. The key strategic business decisions of concern in...
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...author-developed case exercises for all 12 cases in this edition that require students to work through answers to assignment questions for each case. These exercises have multiple components and can include: calculating assorted financial ratios to assess a company’s financial performance and balance sheet strength, identifying a company’s strategy, doing five-forces and driving-forces analysis, doing a SWOT analysis, and recommending actions to improve company performance. The content of these case exercises is tailored to match the circumstances presented in each case, calling upon students to do whatever strategic thinking and strategic analysis is called for to arrive at a pragmatic, analysis-based action recommendation for improving company performance. eBook Connect Plus includes a media-rich eBook that allows you to share your notes with your students. Your students can insert and review their own notes, highlight the text, search for specific information, and interact with media resources. Using an eBook with Connect Plus gives your students a complete digital solution that allows them to access their materials from any computer. Tegrity Make your classes available anytime, anywhere. With simple, one-click recording, students can search for a word or phrase and be taken to the exact place in your lecture that they need to review. EASY TO USE Learning Management System Integration McGraw-Hill Campus is a...
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...Creating a Customer-Centered Organization A Harvard Business Review Insight Center Report sponsored by The HBR Insight Center is an interactive resource that highlights the emerging thinking around today’s most important issues. In this installment of the series, Harvard Business Review focused on how managers are turning their companies into customer-focused organizations. The growing obsession with customer excellence is driven, in part, by technology. Today customers can obtain and exchange more information about the good and bad of their encounters with companies than ever before. That gives companies a great incentive to work harder to make customers happy — before, during, and after their purchases. © 2011 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School. Creating a CustomerCentered Organization A Harvard Business Review Insight Center Report CONTENTS 1 3 5 7 9 11 13 15 17 19 21 23 Create Brand Superfans Matthew Rhoden How Philips Uses Net Promoter Scores to Understand Customers Suhail Khan What Zipcar Can Teach the S&P 500 Stephen Wunker How Fidelity Used Design Thinking to Perfect Its Website Frederick S. Leichter The Coming Point-of-Sale Revolution Grant McCracken Using Mobile Phones to Capture Customer Experiences Emma Macdonald, Hugh Wilson, and Umut Konus How to Play Marco Polo When Setting Prices Rafi Mohammed Beyond Mass Customization B. Joseph Pine II Understand...
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...1.0 Strategic Management Process It is a process that describes the responsibilities a particular firm undertakes in order to attain strategic competitiveness over other companies and acquire more than the expected average return. (Ireland, Hoskisson and Hitt, 2010) Figure 2.1.1 The External Environment Strategic Entrepreneurship Strategic Leadership Organizational Structure and Controls Corporate Governance Cooperate Strategy Corporate Level Strategy International Strategy Merger and Acquisition Strategies Competitive rivalry and competitive Dynamics Business Level strategy Strategic Inputs Vision Mission The Internal Organization Strategic Actions Source: The management of Strategy Concept and Cases, Ireland, Hoskisson, Hitt, 9th Edition Feedback Strategic Outcomes Competitiveness Above average Returns Strategy Implementation Strategy Formulation Above is the diagram which summarizes the three main types of strategic management processes that are Strategic Analysis, Strategic Formulation and Strategic Implementation. It also shows how the three components are combined together and the contribution of the three components to the strategic management process. 2.0 Strategic Analysis The strategic analysis comprises of the internal and external environment of the company. Internal analysis of the company identifies the strength and weakness of a company while the external analysis identifies the opportunities and threats for a company...
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...Competitive Advantage l Putting Resource and Capability Capabilities in Strategy Formulation Basing Strategy on Resources and Capabilities Resources and Capabilities as Sources of Profit l The Resources of the Firm Tangible Resources Intangible Resources Human Resources Analysis to Work: A Practical Guide Step 1 Identify the Key Resources and Capabilities 123 CSAC05 1/13/07 9:21 Page 124 124 PART II THE TOOLS OF STRATEGY ANALYSIS Step 2 Appraising Resources and Capabilities Step 3 Developing Strategy Implications l Developing Resources and Capabilities The Relationship between Resources and Capabilities Replicating Capabilities Developing New Capabilities Approaches to Capability Development l Summary l Self-Study Questions l Appendix: Knowledge Management and the Knowledge-based View of the Firm l Notes Introduction and Objectives In Chapter 1, I noted that the focus of strategy thinking has been shifted from the...
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