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Strategic Marketing.

Extracts from this document...

Introduction

Strategic Marketing. PROJECT PHASE-I Paktel Limited. Presented To Mr. Saquib Bhatti Punjab College of Business Administration Preface The basic purpose of this project was to study & analyze the complete micro and macro environment of the organization. This is conducted in developing new business or idea or strategically planning. This process involves many steps and procedures and passes through a number of stages. By understanding and studying this process at this stage we can easily make it useful for our potential future life. We choose Paktel Limited for this study because the company is a completely service oriented company and has many forces and influences acting on it from its environment. The above mentioned company is a perfect example of a growing concern looking for a strategic change. From humble beginning in 1990 from Karachi, Paktel Limited., is now one of the oldest and Pakistan's largest communication service company. Information on the subject. Acknowledgement We have a few names in our acknowledgement list. On the top of the list is our most respectable teacher Mr. Saquib Bhatti, This man is a subject in his self. He gave us practical knowledge we had required at this stage and in our future life too. We are proud to be a student of this teacher The second one is Mr. Rana Umair Muzamil of Paktel Limited, who provided us with lots of knowledge at the subject. Mr. Muhammad Umar is currently performing his duties at the head office of the company. The Third one is Mr. Mohammed Ashraf, who also gave us a good knowledge on the subject and helped us to contact concerned person for further studies and also helped a lot in our work. INTRODUCTION: The company operates in a particular type of environment which is a combination of different forces acting on the organization. The organizations always try to keep a strategic fit with their environment. ...read more.

Middle

The high or low cost of entry e.g. how much wills it cost for the latest technology? Ease of access to distribution channels e.g. Do our competitors have the distribution channels sewn up? Cost advantages not related to the size of the company e.g. personal contacts or knowledge that larger companies do not own or learning curve effects. Will competitors retaliate? Government action e.g. will new laws be introduced that will weaken our competitive position? How important is differentiation? E.g. The Champagne brand cannot be copied. This desensitizes the influence of the environment. The power of buyers This is high where there a few, large players in a market e.g. the large grocery chains. If there are a large number of undifferentiated, small suppliers e.g. small farming businesses supplying the large grocery chains? The cost of switching between suppliers is low e.g. from one fleet supplier of trucks to another. The power of suppliers The power of suppliers tends to be a reversal of the power of buyers. Where the switching costs are high e.g. switching from one software supplier to another. Power is high where the brand is powerful e.g. Cadillac, Pizza Hut, Microsoft. There is a possibility of the supplier integrating forward e.g. Brewers buying bars. Customers are fragmented (not in clusters) so that they have little bargaining power e.g. Gas/Petrol stations in remote places. The threat of substitutes Where there is product-for-product substitution e.g. email for fax where there is substitution of need e.g. better toothpaste reduces the need for dentists. Where there is generic substitution (competing for the currency in your pocket) e.g. Video suppliers compete with travel companies. We could always do without e.g. cigarettes. Competitive Rivalry This is most likely to be high where entry is likely; there is the threat of substitute products, and suppliers and buyers in the market attempt to control. This is why it is always seen in the center of the diagram. ...read more.

Conclusion

There is no planning without control. If an objective states where you want to be and the plan sets out a road map to your destination, then control tells you if you are on the right route or if you have arrived at your destination. Internal Marketing. Internal marketing is an important 'implementation' tool. It aids communication and helps us to overcome any resistance to change. It informs, ands involves all staff in new initiatives and strategies. It is simple to construct, especially if you are familiar with traditional principles of marketing. If not, it would be valuable to spend some time considering marketing plans. Internal marketing obeys the same rules as, and has a similar structure to, external marketing. The main differences are that your customers are staff and colleagues from your own organization. Managing the implementation of internal marketing We use the acronym AOSTC - Analysis, Objectives, Strategies, Tactics, and Control. An approach for the implementation of internal marketing. The process is straightforward. * Set objectives for internal marketing e.g. to persuade 100 staff to join a new Performance Related Pay (PRP) scheme. * Your strategy is 'internal marketing.' * Tactics would include an internal application of the marketing mix, and could include staff forums, presentations, an intranet, away days, videos, personal visits by company directors or newsletters. * Evaluation would consider the take up of PRP against your objectives, attendees at away days, visits to an intranet page, and so on. Let's have a look a closer look at the practicalities of internal marketing. At this stage internal marketing meets traditional 'change management.' Firstly you should identify your internal customers. As with your external customers, they will have their own buyer behavior, or way of 'buying into' the changes, which you are charged to implement. The similarities in differing groups of internal customers allow you to segment them. As Jobber (1995) explains, you can target three different segments namely 'supporters,' neutral,' and finally 'opposers.' Each group requires a slightly different internal marketing mix in order that your internal marketing objectives can be achieved. Strategic Marketing________________________________________________________________________________Paktel Limited 1 ...read more.

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