I need 4 things to be done
1) initial post as below instruction
Complete an environmental audit/scanning of an organisation you are familiar with in detail. This can be the organisation you work for( options Ooredoo qatar or baladna or google), and should be the same organisation you are going to devise a strategic marketing plan for, as part of your End of Module Assignment.
Remember that the components of the marketing environment are macro, micro and internal factors, which affect the business and are not always controllable. These forces can present opportunities and strengths as well as threats as weaknesses. These forces have a macro element, a micro element and an internal element. Once ready, please share and discuss the findings of your audit with the rest of the class.
Just wanted to give you further guidelines on how you could approach the question of our first discussion forum
You could begin by defining the components of marketing environment as well as discussing the concept of environmental audit/scanning and its importance for the success of an organisation. Then, you could continue by giving a brief description of the company of your choice. Remember that you must be familiar with the organisation you are going to write about in your post.
There are various tools and frameworks that can be used to examine the external and internal environment of an organisation. For instance, PESTEL analysis and Porter’s Five Forces can be used to analyse the external environment, while frameworks such as VRIO analysis can be Ensure that your initial post is at least 200 words long. There is no maximum word count for your initial posting.
2) disscuss this post with 200 words
The intention of a marketing audit is to review the marketplace to assess what changes are taking place and how they will positively or negatively impact the company. One of the main components of a marketing audit is the marketing environment audit (Vaňa & Černá, 2012). As discussed by Machraf Al Saied Suliman & Al-Ghadeer (2015), a marketing environment audit consists of both a macro impact (which can be measured using the PESTEL (Yüksel, 2012) and Porters Five Forces (Dälken, 2014) tools) as well as the tasks that are performed for the company to operate (which can be measured using VRIO). It is used to obtain information about the risks within the company’s activities (Lipnicka & Dado, 2013). Successful environmental auditing can lead to increased profits, improvements in brand recognition and increased market share (Onyango et al., 2013)
Whilst marketing audits provide company and market insight, they are typically only carried out periodically and are criticised by Morgan et al. (2002) that they only identify problems and do not create solutions.
Deutsche Post DHL (DPDHL) is made up of 5 separate Business units – DHL Global Forwarding and Freight (DGFF), DHL Express, Post & Parcel (P&P), DHL Supply Chain (DSC) and eCommerce (eComm) (DPDHL, 2021a). DGFF drives the 3rd party logistics (3PL) activities within DPDHL and is spit into 4 main areas – Ocean Freight, Air Freight, Road/Rail and Value-Added Service. It is an asset light, transport brokerage service company providing optimised transportation to its customers (DPDHL, 2020). DGFF, as a 3PL, manages the movement of goods through supply chains (Belvedre & Grando, 2017).
PESTLE analysis for DGFF
Political – As an international logistics company, DGFF must consider government policies and trade agreements in over 150 countries (DPDHL, 2020). One example would be the decision by the UK to leave the EU (BBC News, 2020). This potentially impacts the amount of goods flowing between Europe and the UK and ultimately the volumes processed by DGFF (BBC News, 2021)
Environmental – As a global company, DGFF are impacted by exchange rates. The recent volatility of the Turkish Lira, for example, would impact the profit margins for Turkish shipments (BBC News, 2021b).
Social – As a cross industry supplier of logistics services, DGFF are impacted by changes in trends across all markets. For example, a change in demand for food in Asia (due to increased population) would have a direct volume impact on shipments to that region (Food and Agricultural Organisation, 2011)
Technological – With the introduction of the digital forwarders, DGFF needed to update their technology systems to satisfy market requirements and keep up to date with their competition (Mata et al., 1995).
Legal – Local labour laws, health and safety regulations and employment laws are all considerations for a multi-national company and can differ from country to country.
Environmental – With transportation being a major contributor to environmental impacts, DGFF need to consider how biofuels will be used within the shipping industry (DHL Global Forwarding, 202
Porters Five Forces Analysis for D
Bargaining Power of Buyers – DGFF have a segmented customer portfolio ranging from small customers to large customers. They also operate over multiple industries. Impact of individual customers is therefore minimised (DHL Global Forwarding, 2021a)
Bargaining Power of Suppliers – DGFF have main suppliers through the shipping companies and airlines. There are some key players in these industries, but they offer similar trade lanes allowing DGFF to switch supplier based on profitability (DHL Global Forwarding, 2021c)
Threat of New entrants – Whilst the cost of entry is low, particularly in a digital era, new entrants to the market (Flexport for example) do not have the network of people, nor the knowledge and experience built over many years (Container xChange, no date)
Threat of substitute products – Changes in technology such as 3D printing mean production can happen much closer to destination. This impacts on logistics companies since there will be less demand for long haul delivery services (Kubáč & Kodym, 2017)
Rivalry among existing competitors – there are large competitors in the 3PL industry (Kuehne Nagel, DSV) who are all competing for the number one position. Focus is on customer service and price to ensure market share is maintained (or increased) (Virum, 1993
VRIO analysis for DGFF
Value – DGFF reported volumes of 1.9 million tonnes (airfreight) in 2020, despite the COVID pandemic, showing 3PL companies maintain value, even in disaster (DPDHL, 2021b)
Rarity – With the introduction of digitalisation, the rarity of the 3PL is becoming reduced. The rarity of quality service at reasonable price is where the competitive advantage lies
Imitability – Having the resource network and expertise in over 150 countries gives DGFF a competitive advantage. Whilst the 3PL concept is easy to imitate, being successful at it requires a network of experienced people, which is not easily replicable. (Container xChange, no date)
Organization – DGFF reported profits of €215 million in the first quarter of 2021, three times the reported profit compared to the same period in 2020 (DPDHL, 2021c)
A market environment audit is just one component of a market audit, but how useful is it in isolation?
3)disscuss this with 200 words
Dear fellow colleagues,
Environmental scanning entails the process of seeking, gathering, and interpreting information from internal and external environments to inform strategic decision-making for future organisational action (Stoffels,1994).
Developing their strategies on the bases of environmental scanning helps to find the ‘strategic fit’ between external opportunities and threats and internal strengths and weaknesses (West et al, 2015).
For the purposes of the discussion forum Burberry has been chosen. Burberry is a global luxury apparel, beauty and accessory brand, founded in 1856 with a distinctly British attitude (Burberry, 2020).
Analysis of Burberry’s Macro, Micro and Internal environment
PESTLE analysis in order to assess the macro-environment in which Burberry operates (Albright, 2004).
Porter’s 5 forces will help establish where competitive advantage and profit lies.
McKinsey’s 7-S framework to assess the internal alignment of hard and soft elements.
PESTLE
Political
Brexit has already had an effect on the fashion industry in terms of uncertainty, transportation of goods, new custom levies and tax rates and paperwork.
Foreign Direct Investment (FDI) policy can help stimulate growth as India, recently relaxed FDI stimulating Burberry’s sales (Srivastava, 2017).
Governments want to ensure the fashion industry takes account of protective human rights legislation. (Monsoon of Random, 2018).
The UK Government signed up to the UN Sustainable Development Goals in 2015 (House of Commons, 2019) to ensure tighter regulation and scrutiny of sustainable metrics (UN.org,ND).
Economic
This will include Gross Domestic Product, interest rates, inflation and economic stability.
Oil prices have rebounded gradually as confidence looks to return post pandemic (Raval, 2021) which is a good indicator of economic stability (McCormick, 2021).
Social
Factors such as social mobility, income distribution, population demographics and ethical lifestyle affect what you purchase and your price-point (Ahmed et al., 2019).
Technological
Social Media apps and technology play a significant role in the fashion industry. Internet and digital presence enables the consumer to view product, assess availability, purchase, pay and return goods.
Ecological
The industry’s sustainability efforts cover water, carbon, chemical consumption, responsible sourcing, utilisation and disposition of material inputs.
80 billion garments are produced annually (Odier, 2021) and the industry is under the spotlight as part of corporate social responsibility practices to be transparent.
Legal
Abiding by local laws, competition policy, Trade Descriptions Acts and Consumer Rights. The luxury fashion industry suffer from counterfeit and copycat designs which help to protect them also.
PORTER’s 5 FORCES
Threat of New Entrants – Low
New entrants would have to invest a lot of funds in digital technology to mirror Burberry’s omni-channel strategy and high status collaborations. (Burberry Annual Report, 2020).
Bargaining Power of Suppliers – Low
Burberry sources it’s raw materials either from it’s own factories in Yorkshire (materials and Trench Coat) and Italy (leather for accessories) and from a limited number of suppliers (Bhadhuri and Stanforth, 2016).
Bargaining Power of Buyers – Low to Medium
Customers have a wide array of alternatives that they can switch to without incurring costs and recently Burberry strategy to limit mark downs has kept the price point high with no loss of customers (Nilsson & Dempsey, 2020).
Threat of new Substitutes – Medium
Prada, Gucci, Hermes and Louis Vuitton all offer substitute apparel and accessories however Burberry are the only luxury apparel brand in the UK which helps to reduce the threat due to this differentiation and rarity (Latter et al, 2010). Competitive Rivalry – High
Competition is strong, LMVH, Gucci and Ralph Lauren, however with Burberry’s lead in digital, brand heritage and 2 royal warrants it helps to set Burberry apart.
MCKINSEY’S 7-S MODEL (Burberry, 2020)
Strategy: The strategy is to accelerate and grow through Brand focusing product, communication, distribution and digital.
Structure: Burberry has a matrix organisational structure which consists of cross functional business units.
System: Governance systems feature heavily identifying and mitigating risks, Human Resource systems that capture training, succession and diversity.
Shared Values: Creatively Driven; Open and Caring; Proud of British Heritage; Forward Thinking
Skills: Commitment to grow and develop staff using career portals and Burberry Voices Podcast to share and and used as a mentoring tool.
Style: Open, collaborative, transparent evidenced by all employees encouraged to ‘post’ their thoughts on purpose of Burberry, and regular feedback given.
Staff: 10,000 staff, across 33 countries, staff are engaged with Employee engagement score for 2019/20 at 75% and 53% of the leadership team are women.
Environmental scanning has identified the growing requirement for sustainable marketing and increasing focus on marketing product sustainability – would you agree?
4) journal entry for unit 1 and 2 Write a short (approx 200-300 words) Journal Entry to explain:
The key things you learned during the last two weeks, How can they relate to the workplace (dietitian) How they can aid your personal and professional development? Remember to be specific and give examples
unit 1
Understand marketing applications and its organisational functions.
Recognise different approaches.
Understand the impact marketing makes to society.
Discuss Market orientation.
Understand the cross-functional role of Marketing.
On completion of this unit you will be able to:
Define the marketing concept.
Explain how marketing has developed and it’s cross-functional role.
Describe Market vs Marketing Orientation.
Understand the contribution marketing makes to society.
Welcome to Unit 2.
In this unit we will take a strategic look at Marketing Planning and see how it helps the organisation implement its overall strategy. We will also look at how organisational marketing plans are informed by the overall corporate goals, san the macro marketing environment and finally develop our understand of Stakeholder Analysis.
In this unit we shall:
Understand the first stage of the Strategic Marketing Planning – Strategic Market Analysis.
Discuss the macro analysis (PESTLE analysis, and the micro 5 Forces of Porter analysis) of the external environment Stakeholder Analysis.
Develop our understanding of internal analysis within an organization by using McKinsey’s 7S, Barney’s (1991) VRIN & SWOT analysis.
On completion of this unit you will be able to:
Describe the strategic planning process.
Explain the key influences that impact on marketing strategy.
Develop a SWOT analysis can set out how it can help strategic marketing decision making.
Explain how understanding competitors can assist the development of marketing strategy.
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1) initial post as below instruction
Complete an en appeared first on Homeworkassisters.
