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Task In this report you need to define, analyse and understand each of the following and how it impacts and informs an organisation’s marketing strategy. Ensure that you use the same organisation...

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Task

In this report you need to define, analyse and understand each of the following and how it impacts and informs an organisation’s marketing strategy.

Ensure that you use the same organisation selected in Assessment Task 1. Revelant chapters from core text book - chapters 3,4,5 & 6

You are to address the following:

  • Analysethe current organisational capability and level of core competence. Student should address this in light of the corporate appraisal process - refer to core textbook for this process;
  • How does competition impact on the organisation and its ability to serve its markets?
  • Consider potentialcustomer markets-that the organisation maytry and serve;
  • What are the likely impacts of the external environment? Select at least two (2) variables;
  • Make recommendations on how these factors above will impact on the overall marketing strategy of the organisation.

Online submission via Turnitin is required for this assignment. Details will be provided by your subject lecturer.

Rationale

For companies to succeed when operating in dynamic and turbulent markets, they need to identify the factors that shape their industry’s structure, nature of customer behaviour and the capabilities and resources that the organisation needs to possess in order to be an industry player.

Learning outcomes:

  • be able to identify and evaluate various theoretical approaches that have contributed to competitive strategy formation;
  • be able to critique the role of business partnerships and customer relationship management in the creation of superior customer value.

Please note all assignments require secondary research and in-text referenced sources.

Marking criteria

CriteriaHD 100-85%DI: 84-75%CR: 74-65%PS: 64-50%FL: 49-0%
Identification of organisataional capability stated and justified(17%)Scholarly application of theoretical concepts of relevant theories. Highly proficient and evidence of rigour.Expert use of a wide range of relevant secondary sources.All key issues expertly canvassed and validated. Concise application demonstrated through the organisation and examples.Competent application of theoretical concepts of relevant theories.Considerable demonstration of critical analysis.Viable application of a range of relevant secondary sources applied within an organisational context.An acceptable number of key issues identified.Application of theoretical concepts of relevant theories.Critical analysis demonstrated generally. Used a wide range of sources, most of which were relevant and applied within an organisational context. Most key issues identified.Adequately addressed but lacks sufficient theoretical arguments and critical thinking. More descriptive than analytical.Limited use of sources and some key issues identified. A lack of application on the organization demonstrated.Further contextualization required and framed around the organisation.No significant theoretical arguments and critical thinking developed. Lacks theory and how it is applied.No clear understanding of key concepts. No application on the organisation. No depth of organisational implications identified and no strategy outcomes identified.
Competition and its impact on the organisation and its customers is clearly evidenced(17%)Scholarly application of theoretical concepts of relevant theories. Highly proficient and evidence of rigour.Expert use of a wide range of relevant secondary sources.All key issues expertly canvassed and validated. Concise application demonstrated through the organisation and examples.Competent application of theoretical concepts of relevant theories.Considerable demonstration of critical analysis.Viable application of a range of relevant secondary sources applied within an organisational context.An acceptable number of key issues identified.Application of theoretical concepts of relevant theories.Critical analysis demonstrated generally. Used a wide range of sources, most of which were relevant and applied within an organisational context. Most key issues identified.Adequately addressed but lacks sufficient theoretical arguments and critical thinking. More descriptive than analytical.Limited use of sources and some key issues identified. A lack of application on the organization demonstrated.Further contextualization required and framed around the organisaton.No significant theoretical arguments and critical thinking developed. Lacks theory and how it is applied.No clear understanding of key concepts. No application on the organisation. No depth of organisational implications identified and no strategy outcomes identified.
Potential markets that the organisation may investigate or try and serve are clearly addressed and evidenced.(17%)Scholarly application of theoretical concepts of relevant theories. Highly proficient and evidence of rigour.Expert use of a wide range of relevant secondary sources.All key issues expertly canvassed and validated. Concise application demonstrated through the organisation and examples.Competent application of theoretical concepts of relevant theories.Considerable demonstration of critical analysis.Viable application of a range of relevant secondary sources applied within an organisatonal context.An acceptable number of key issues identified.Application of theoretical concepts of relevant theories.Critical analysis demonstrated generally. Used a wide range of sources, most of which were relevant and applied within an organisatonal context. Most key issues identified.Adequately addressed but lacks sufficient theoretical arguments and critical thinking. More descriptive than analytical.Limited use of sources and some key issues identified. A lack of application on the organization demonstrated.Further contextualization required and framed around the organisation.No significant theoretical arguments and critical thinking developed. Lacks theory and how it is applied.No clear understanding of key concepts. No application on the organisation. No depth of organisational implications identified and no strategy outcomes identified.
The likely impacts of the external environment –two (2) variables identified, supported and clearly addressed and evidenced.(17%)Scholarly application of theoretical concepts of relevant theories. Highly proficient and evidence of rigour.Expert use of a wide range of relevant secondary sources.All key issues expertly canvassed and validated. Concise application demonstrated through the organisation and examples.Competent application of theoretical concepts of relevant theories.Considerable demonstration of critical analysis.Viable application of a range of relevant secondary sources applied within an organisational context.An acceptable number of key issues identified.Application of theoretical concepts of relevant theories.Critical analysis demonstrated generally. Used a wide range of sources, most of which were relevant and applied within an organisational context. Most key issues identified.Adequately addressed but lacks sufficient theoretical arguments and critical thinking. More descriptive than analytical.Limited use of sources and some key issues identified. A lack of application on the organization demonstrated.Further contextualization required and framed around the organisation.No significant theoretical arguments and critical thinking developed. Lacks theory and how it is applied.No clear understanding of key concepts. No application on the organisation. No depth of organisational implications identified and no strategy outcomes identified.
Recommendations clearly addressed and the impact on the overall marketing strategy of the organisation identified and supported.(17%)Scholarly application of theoretical concepts of relevant theories. Highly proficient and evidence of rigour.Expert use of a wide range of relevant secondary sources.All key issues expertly canvassed and validated. Concise application demonstrated through the organisation and examples and supported through the role of marketing strategy.Competent application of theoretical concepts of relevant theories.Considerable demonstration of critical analysis.Viable application of a range of relevant secondary sources applied within an organisational context.An acceptable number of key issues identified and implications for marketing strategy validated.Application of theoretical concepts of relevant theories.Critical analysis demonstrated generally. Used a wide range of sources, most of which were relevant and applied within an organisational context. Most key issues identified and implications for marketing strategy validated.Adequately addressed but lacks sufficient theoretical arguments and critical thinking. More descriptive than analytical.Limited use of sources and some key issues identified. A lack of application on the organization demonstrated.Further contextualization required and framed around the organisation and it marketing strategy.No significant theoretical arguments and critical thinking developed. Lacks theory and how it is applied.No clear understanding of key concepts. No application on the organisation. No depth of organisational implications identified and no strategy outcomes identified.
Demonstrated logic, flow, presentation, formatting, clarity of writing style, and reflection word count.(7%)Flawless.Depth.Extremely detailed logic, flow, rational positioning. Concise and reflects word count requirements.Extremely well formed, logic and flow to the work.Well presented.Well-formed sentence structure.No spelling errors.Solid logic, flow and structure overall.Valid positions supported grammatically.More logic, flow and structure required.Basic in language use and style.Descriptive statements.A definite lack of logic, flow and structure.Requires more work on presenting theoretical arguments in a concise and comprehensive way. Use of language is awkward and creates loss of context and meaning.
·APA reference style with in-text referencing. Supported with bibliography and put through Turnitin.(8%)Over and above the referencing requirements.Concisely rigorous and exceptionally detailed.A detailed use of contemporary literature.Extremely well supported with contemporary theory and thoroughly referenced and supported.Well referenced with current theory in supporting the theoretical positions.Good use of APA referencing style.Referenced but requires additional supporting in-text theory.More depth of analysis required through referencing.Some flaws with APA referencing style.Lack of in-text referencing and major flaws with APA referencing style.Not enough theory to support assumptions.

Presentation

See the presentation section under 'assessment information' in this subject outline for details of the presentation requirements

Requirements

The report requires a concise and original business style report and must be submitted via Turnitin by 11:59pm on the due date.It is recommended that your name, student ID and page number are included in the header or footer of every page of the assignment.
Further details about submission in Turnitin are provided in On-line submission.
APA6 referencing is required

Answered Same Day Apr 13, 2020

Solution

Sundeep answered on Apr 18 2020
129 Votes
Procter & Gamble        18
Student Name:
Course ID:
Assessor Name:
Submission Date:
Executive Summary
Procter & Gamble in the journey of over 175 years has achieved the position of one of the most important consumer goods company with the revenue and sales of 80 billion dollars. P&G has presence over 180 countries with
ands which represent in almost every consumer goods sector. P&G has created many strategic options and tried and tested many options which were successful. P&G has expanded in countries with mergers and acquisitions and also by subsidiaries. P&G also provides its customers with products of natural ingredients which improves health and wellness.
Table of contents
Introduction-------------------------------------------------------------------------------4
Organisational Capabilities------------------------------------------------------------5
Competition (Porters 5 Forces Model)-----------------------------------------------8
External Environment Impacts-------------------------------------------------------10
Potential Markets------------------------------------------------------------------------12
Effect on Marketing Strategy---------------------------------------------------------13
Conclusion--------------------------------------------------------------------------------15
References--------------------------------------------------------------------------------16
Introduction
The idea behind this report is to define, analyse and understand each of the factors that affect the marketing strategies of a consumer product giant by the name of Procter & Gamble. P&G’s business line of shampoos is being considered in this case and the report specifies the effects of the strategies on the markets, the customers, the product line and the newer capabilities in the company. The report deals with the analysis of the organisational capabilities and the core competency of the organisation. The effects of the competition on the capability and ability of the company to serve its market. The porter’s 5 forces model is applied in the report in order to understand the impact of the external forces on the company. The external forces determine the effectiveness of the organisation on the markets and its developments. (Armstrong, 2015)When in tu
ulent conditions, the company needs to succeed by identification of the factors that shape the Structure of the industry, the consumer behaviour and the capabilities and resources that the organisation feels it necessary to possess in order to serve the desired market segment and be a leader in it. (Gamble, Procter & Gamble, 2012)Procter & Gamble started of with a simple handshake and is now one of the very much valued firms around the globe. As partners, William Procter and James Gamble put forward their soap and candle business and with the winds of steady growth, Procter and Gamble was born. (Gamble, 2006)
Organisational Capabilities
An organisational capability is an organisations/ businesses’ capability to manage resources such as financial resources, employee resources, product resources, services and teams in order to gain competitive advantage over competitors. The business’s organisational capabilities and strategies must focus on the one thing i.e. to fulfil customer demands. It utilised organisational intelligence in order to comprehend and get insights about the knowledge and occu
ence in the business. It is the intellectual property of the entire organisation. (Dyer, Dalzell, & Olegario, 2004)The ability and the capacity of an organisation is understood by the human resources, the quality of the workforce, the skills and the environment. The resources of the organisation in terms of machines, Land, Labour and buildings. The financial strength of the organisation in terms of money and credit. The information pool and the databases also including the non-physical assets such as
and names. Organisation capability in terms of corporate appraisal process are as follows
(Gamble, 2006)
•Owners: P & G is an American Multinational consumer durable goods organisation which
is Has been headquartered in downtown Cincinnati, Ohio. The company was founded in 1837
y two gentlemen from which one was a British American named William Procter and the
other was an Irish American named James Gamble. P&G owns multiple
ands and with
egards to shampoos it owns Head & Shoulders, Pantene, Aussie haricare, Clairol personal,
Frederic Fekkai, Hair Food, Nicky Clarke, Rejoice, Sebastian Professional, Vidal Sassoon
and manymore.
•Employees: In 2007, P&G noted the least employee count of 95000 people. The trend of
employee management has been falling from the year 2007. In 2007, P&G had 1,35,000
employees which has come down to 95000.
•Customers: P&G has diversified itself in many sectors. According to 2014 reports, Fa
ic
and Homecare products were contributing to 33% sales and 26% operating profit which was
the highest of all domains. The least was by healthcare with the sales of nearly 9% and
operating profit of 9%. If this sector is developed, it would lead to overall profit. The
grooming care gave the maximum operating profit of 17% with sales of 10%
•Suppliers: 6 out of 80000 suppliers of P&G received special award at the event hosted in Cincinnati, Ohio. The winners decided were:
 Battery parts to P&G's Duracell business in North America provider Cly-Del Manufacturing Co., of Wate
ury, Conn., which provides
 Packaging for multiple products, including P&G's blades, razors and Duracell businesses
By Diamond Packaging, of Rochester, N.Y.,
  facilities management services provider, Jones Lang LaSalle, of Chicago
  abso
ent gel material for P&G's diaper business provided by Nippon Shokubai of Tokyo, Japan

 Enzyme used in P&G's laundry and cleaning products Provided...
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