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business
marketing strategy planning

Questions and Answers of Marketing Strategy Planning

3 Variability. Because services are produced on an individual basis, they are often variable in nature. In some respects this is a benefit for the customer – being able to ask the chef to cook
2 Inseparability of production and consumption. In most cases, the production of a service and its consumption happen at the same time. A concert happens as it is being heard and although the effects
1 Intangibility. The product cannot be touched, which means that it is difficult to evaluate in advance of purchase. It also has no second-hand value, so in a sense cannot be owned. For example, a
4 Businesses may not consume the products themselves – they might simply sell them on.
3 Business buyers are buying on behalf of an organisation, not for their own use.
2 Order values are much bigger.
1 There are relatively fewer customers.
‘ Explain the different strategic paradigms as they affect small-to-medium businesses.
‘ Identify the differences between services marketing and physical product marketing in terms of planning and strategy.
‘ Explain the specific problems faced by charities in terms of planning.
‘ Describe some of the key elements in planning for global markets.
‘ Explain how planning might be different for firms in business-to-business markets as compared with business-to-consumer markets.
5 How might Honda respond to a technological breakthrough, for example a new type of motive power for cars?
4 What would be the problems for Honda in setting up a decision-support system?
3 What type of organisation structure does Honda appear to tend towards?
2 How might Honda’s senior management reconcile the problem of creating career paths for the staff?
1 What problems might arise for Honda in carrying out an internal audit, given the fluidity of its structures?
‘ Administrative controls work best in stable environments; socio-cultural controls work best in conditions of change; self-controls work best in professional organisations.
‘ Human beings are not machines. Feedback systems based on engineering theory will need to include the possibility of being overridden by human managers.
‘ Control is reactive: it responds to divergences identified by the feedback system.
‘ Feedback is about identifying divergence from pre-set targets.
‘ Marketing measures are usually based either on sales or on costs.
‘ Creativity can be encouraged, but cannot necessarily be ordered.
4 Growth and improvement. This would include the number of new products on offer, the extent of employee involvement and empowerment, employee attitudes to the firm, and so forth.
3 Internal processes. These might be enquiry response time, or conversion rate from enquiry to order.
2 Customers. These measures would include perceived value for money (not necessarily cheapness), competitive benefits package, and so forth.
1 Financial measures. These would include return on capital employed, cash flow, growth in share value, and so forth.
5 Performance measures should be established, along with suitable monitoring and control mechanisms.
4 Progress measurement points should be established, so that the strategy implementation can be mapped against expectations.
3 Necessary actions to implement strategy should be identified, and responsibilities allocated.
2 The number of changes being implemented at any one time should be limited. The ability of staff to cope with change is often a key determinant of strategy.
1 Clear responsibility should be allocated for the outcomes of strategic change.
4 Other management systems such as staff development schemes, pay structures and communications systems have been developed to meet the previous strategic structure of the company. Constant
3 Any strategic change involves risk and uncertainty. This creates problems for staff, who may therefore agree to changes when in meetings but will not implement the changes later.
2 Communications and feedback systems may not be adapted to the new regime, so that the managers have difficulty in assessing whether the strategy is running into trouble or is proceeding smoothly.
1 Strategy and structure need to be matched so that they support each other, but at the same time each product in the organisation’s portfolio needs to match closely with its target market. This
4 The fostering of innovation. Creativity and innovation cannot be ordered. In Edison’s words, creativity is 2 per cent inspiration and 98 per cent perspiration, and there is really no way that
3 Manifested values and the organisational culture. The organisational culture is the product of the people who work within it. Again, this cannot be directly changed by management, even though
2 Managing and developing quality and excellence. Much of the quality and excellence in the organisation’s work comes from the attitude of staff and their willingness to pay attention to detail.
1 Communication systems. Formal information flows are effected directly by management, but a large part of the communication system within any organisation is carried out informally. Any changes to
5 Will staff members be affected by the strategy in such a way that they might try to sabotage its implementation?
4 Do organisational policies support the strategies?
3 Are managers suitably empowered to implement changes?
2 Are resources deployed effectively, and if not, can the necessary changes be made?
1 Is the structure of the organisation capable of implementing the strategy?
‘ Describe the basic control methods used in organisations.
‘ Recognise the problems of applying feedback systems which have been designed for machines rather than for people.
‘ Explain the role of control systems and describe the main systems in use.
‘ Explain the role of feedback.
‘ Describe the bases for marketing measures.
‘ Explain how creativity can be managed.
5 What positions currently appear to be available in the cider market?
4 How might Bulmer’s in the UK counteract the threat from Magner’s?
3 What are the key factors in Magner’s success in the UK, in terms of its positioning?
2 What were the key features in repositioning Bulmer’s in Ireland?
1 How might Babycham be repositioned?
5 What are the potential dangers of depositioning a competitor?
4 How might a firm provide experience of a product?
3 What is the strategic importance of positioning?
2 How might a company reinforce the position of its brands?
1 What are the dangers of repositioning a product?
‘ There are four reasons to reposition: responding to competitors, a change in consumer preference, the discovery of new consumer preferences, and a mistake in the original positioning.
‘ Promotion is important in positioning, but cannot substitute for experience of the product.
‘ There are three generic positioning strategies: reinforce the existing position, reposition, or deposition competitors.
‘ There are eight generic factors which determine a brand’s position: top of the range, services, value for money, reliability, attractiveness, country of origin, brand name and selectivity.
‘ Position has many dimensions.
‘ Perception is both analytic and synthetic.
3 Repositioning for new uses. Often, consumers discover new uses for products. Astute manufacturers will discover these new uses and use them in their promotions. For example, some women use powdered
2 Repositioning for new customers. Repositioning for new users means trying to establish a new image among people who do not currently buy the product. They may not buy it because they have an
1 Repositioning for existing customers. One of the safer ways of repositioning a product for existing customers is to suggest alternative uses for it. This can be useful in moving the product from
4 A mistake is made in the original positioning. The breakfast cereal Ready Brek was originally launched in the UK as an instant porridge, aimed at people who liked porridge but did not like the
3 New customer preferences are identified, such that they might be met with the existing product. For example, Lucozade was originally marketed as a drink for invalids, helping people to recover
2 Consumer preferences change. This happened to Heinz Salad Cream in the UK. Consumers moved towards mayonnaise over a period of years, until eventually salad cream was repositioned as an ingredient
1 A competitor produces something which is positioned head-on against the company’s brand and appears to be taking substantial market share.
8 Selectivity. People are selective in the information they take in and consequently may not position a product in the place the company would like them to. Positioning is largely about perception,
7 Brand name. Having a good brand name helps ‘pigeonhole’ the product in people’s minds. For example, Cif cleaning products convey virtually nothing as a brand name, whereas Mr Muscle carries
6 Country of origin. The country where a product is made will affect its brand values. Germany has a reputation for good engineering, Italy has a reputation for stylish design, and China has a
5 Attractiveness. The attractiveness of a brand may be a factor in some markets more than in others, but in any market where appearance counts, attractiveness will be a factor in positioning.
4 Reliability. Some brands have a reputation for reliability which makes them stand out from all others. Volkswagen is one example: the cars are regarded as extremely reliable, to the extent that a
3 Value for money. This does not necessarily mean being the cheapest. Value for money is the relationship between quality and price, so a cheap but poorly performing brand is not going to represent
2 Service. The service element of any brand is often a key differentiator. Offering a top-class service will certainly be a factor in positioning the brand.
1 Top of the range. Products in this position are regarded as being of the highest quality and probably also as the most expensive. Being the most expensive is not necessarily a drawback – plenty
5 Why might the company seek to expand by acquisition rather than expand organically?
4 What positives might there be for the company’s railway-building business?
3 Why does the company not target house building?
2 What strengths does the company bring to construction of airports?
1 Why has Balfour Beatty targeted the underground railway business?
5 What are the dangers of targeting marginal segments?
4 What are the problems of extending the brand to new segments?
3 Why do firms need to target multiple segments?
2 Why is there no need for a product if there is no competition?
1 What defines whether a segment is accessible or not?
‘ Targeting marginal segments can lead to the discovery of new main segments.
‘ There is a risk of losing brand focus if the firm targets several segments.
‘ Most firms need to target several segments.
‘ If there is no competition, there is no need for the product.
‘ Risk needs to be assessed, possibly on a weighted basis.
‘ Segments must be measurable, accessible, substantial, congruent and stable if they are to be worth targeting.
5 It must be stable. The members of the segment should remain within it for a reasonable period of time. Equally, the basic needs of the members should remain stable over a reasonable period of
4 It must be congruent. Members of the segment must have needs similar enough that they can be targeted with a single product offering, or at least one which requires minimal adaptation.

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