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Devise a Marketing Strategy to present to the Marketing Director.

Extracts from this document...

Introduction

In this case study, I have been given a number of roles and my task is to consider and provide appropriate answers in the relevant business context where you apply learning from my course of study so far and my own work experiences. Question 1 I am the supervisor in the marketing department and I believe that there is scope for gaining more sales in the standardised sector of the market because of quality differences between my product and those of larger competitors. Devise a Marketing Strategy to present to the Marketing Director designed to achieve this objective Corporate Objectives The Furniture Company, based in a small town in Lancashire, develops, manufactures and markets quality furniture. The firm has a very good reputation throughout the entire region for all its products. The Furniture Company's Supervisor of the Marketing Department is at present pursuing a strategy to grow its market share in the standardised section of the market because of quality differences between their product and those of larger companies. Marketing Audit Internal Product - High quality standardised products targeted at C1/C2 segments. Considered to be higher quality than those of larger competitors. The firm has a very good reputation for quality products. Pricing -Currently sold to up market retail outlets and on all sales are there is a very high profit margin on a relatively low turnover. Prices are higher than for similar type products in the large retail outlets due to economies of scale in purchasing. Place - Customers mainly consist C1/C2 for the standardised furniture. Potential customers visit the company's display showroom, fully manned by an accounts clerk, a salesperson, both of whom are full-time and two part-time salespersons at weekend. Promotion - Very little advertising is done. Current advertising is mainly done via local press, and via direct mail all aimed locally. Advertising spend tends to be about 3% of revenue, with higher marketing spend within peak months. ...read more.

Middle

* Commitment not compliance. The key levers (the development of human resources; evaluation of performance and the rewarding of it) are to be used to seek not merely compliance but commitment. In other words, employees should not be forced to work grudgingly, but by obtaining their wholehearted commitment * Strategic implications of HRM. HRM is therefore, seen to have long-term implications and be integral to the core performance of the business. It must be the intimate concern of the line managers. Line managers have the responsibility of managing their staff. The role of personnel function is to enable the line managers to fulfil their HRM responsibilities effectively. Soft and Hard Approach to HRM The soft approach can be closer than the traditional personnel approach. Soft HRM is an integrated strategic function that is concerned with nurturing people because they are human beings whose feelings should be considered and, developing this valuable resource is the best way to achieve results. The Hard approach is based on the belief that human resources are the key assets, with emphasis placed on * Getting more out of people * Using them in a more productive way The aims of HRM are the same whether hard or soft and as follows * Enable management to achieve organisational objectives via its workforce * Enable people to utilise their full potential * Foster commitment * Integrate human resources policies with business plans * Establish an environment to unleash the creativity and energy of the workforce * Encourage flexibility in the interests of an organisation that is able to adapt to the environment and achieve excellence The main areas of management activity associated with the HRM philosophy * Organisation, design and effectiveness especially in relation to teamwork, communications, customer service and change management * Resources providing human resources required by means of recruitment, retention and training programmes. * Performance management improving performance by means of appraisal * Reward management for example, linking pay to performance * Motivation redesigning jobs and devising rewards ...read more.

Conclusion

The EOM provides businesses with a computerised Office Manager, with everything defined as a procedure, checklist or form. Job Descriptions become daily "to do" lists. To help manage time with automated reminders covering everything from training events to holiday management. EOM also provides Electronic Human Resource and Training Departments with employee files, applicant databases, and pre-written and editable employee handbooks and job descriptions. It also includes a system for creating and scheduling training. EOM even helps with financial forecasting and business planning features and point-to-point web navigation and link management. Operative Procedures, HRM, Business Development, Scheduling and Education & Training are all available via EOM programme. Electronic Drawbacks Training and monitoring of training will be required at each stage to ensure competence and understanding of new system. With regular meetings required, and management of the change in system. Staff may be dissatisfied with the paperless office, and reluctant to the change. System failure. Without the adequate after support service and/or training there could be potential problems with system errors, which may result in non-productivity if staff rely on PC's when there is a breakdown. A recent example pf a paperless office is one department of Glasgow Borough Council, who recently had a computerised system developed solely for the use. Originally, each site manager called into an office each morning to collect information on various sites requiring repair assessment visits (approx 20 throughout the day) followed by a visiting to each site and manual completion of an in-depth form, and followed by manually inputting information on the computer for someone else then to call out to complete the repair work. The Borough Council have now developed a computerised system to enable them to receive the site information via electronic organiser, input the repair requirements, and return information upon completion for repairs to be carried out. Not only did this save much time on paperwork, but also time is more effectively managed by receiving full details of jobs throughout the day, which may be in areas the site manager is already working in. ...read more.

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