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Tuesday, February 25, 2014
Discuss the challenges faced by HR professionals in taking a strategic approach to deploying the HR function in Australian organisations.
Discuss the challenges faced by HR professionals in taking a strategic approach to deploying the HR function in Australian organisations.
Select a firm in the textiles or clothing manufacturing industries and prepare a report discussing the application of the strategic management process
Select a firm in the textiles or clothing manufacturing industries and prepare a report discussing the application of the strategic management process. If you have chosen a firm with business activities that go beyond textiles or clothing manufacturing then you must focus mainly on its textiles or clothing manufacturing operations.
Please follow this content:
Executive Summary
Table of Contents
1.0 Introduction
*An introduction to the paper as a whole and a brief description of the firm and its position within the industry. The profile will form a part of the report’s appendix in the final submission.
2.0 Strategic Analysis
*For your chosen firm, outline the stages, steps and procedures that should be implemented to carryout a strategic analysis as part of the strategic management process. This stage must among others include evaluations of the organization’s current general/contextual environment, competitive environment and internal environment. The strategic analysis is aimed at identifying the organization’s external opportunities and threats as well as its internal capabilities and competences.
2.1 Introduction to strategic analysis
1. What is meant by the strategic management process?
2. What are 3 staged of the strategic management process and
how do they fit together and contribute to the strategic
management process?
Components: external and internal environment > explain and
the relationships between the two
2.2 External Environment
2.1.1 PEST Analysis
2.1.2 Perter's 5 Forces
2.3 Internal Environment
2.2.1 Value Chain Analysis (Must)
2.2.2 Financial Analysis (Must)
2.2.3 EVA (Optional)
2.2.4 Balanced Scorecard (Optional)
2.4 SWOT Analysis (A summary of External and Internal Environment)
3.0 Strategy Formulation (Evaluation and Choice)
* For your chosen firm outline the stages, steps and processes involved in the formulation of corporate, business and international strategy as part of the strategic management process. This stage must among others include justifications for the chosen strategies based on the strategic analysis as well as methods of pursuing strategies and strategy evaluation.
3.1 Introduction
3.2 Corporate strategy
• Explain
• Models of corporate strategy
ANSOFF
• Critically discuss
• Relate to SWOT and suggest appropriate strategy | strategies for your company
Portfolio analysis
• Critically discuss
• Relate to your company
3.3 Business strategy
• Explain
• Models of business strategy
Porter generic competitive strategies
• Critically discuss (critical = limitations, advantage, disadvantage)
• Related to your company
Industry life cycle
• Critically discuss
• Relate to your company
4.0 Strategy implementation
For your chosen firm outline the stages, steps and processes involved in the implementation of the corporate, business and international strategy as part of the strategic management process. This stage must among others include the role of systems, change management and leadership.
5.0 Conclusion
Reference List
Appendices
Appendix 1 – Company Profile
Please follow this content:
Executive Summary
Table of Contents
1.0 Introduction
*An introduction to the paper as a whole and a brief description of the firm and its position within the industry. The profile will form a part of the report’s appendix in the final submission.
2.0 Strategic Analysis
*For your chosen firm, outline the stages, steps and procedures that should be implemented to carryout a strategic analysis as part of the strategic management process. This stage must among others include evaluations of the organization’s current general/contextual environment, competitive environment and internal environment. The strategic analysis is aimed at identifying the organization’s external opportunities and threats as well as its internal capabilities and competences.
2.1 Introduction to strategic analysis
1. What is meant by the strategic management process?
2. What are 3 staged of the strategic management process and
how do they fit together and contribute to the strategic
management process?
Components: external and internal environment > explain and
the relationships between the two
2.2 External Environment
2.1.1 PEST Analysis
2.1.2 Perter's 5 Forces
2.3 Internal Environment
2.2.1 Value Chain Analysis (Must)
2.2.2 Financial Analysis (Must)
2.2.3 EVA (Optional)
2.2.4 Balanced Scorecard (Optional)
2.4 SWOT Analysis (A summary of External and Internal Environment)
3.0 Strategy Formulation (Evaluation and Choice)
* For your chosen firm outline the stages, steps and processes involved in the formulation of corporate, business and international strategy as part of the strategic management process. This stage must among others include justifications for the chosen strategies based on the strategic analysis as well as methods of pursuing strategies and strategy evaluation.
3.1 Introduction
3.2 Corporate strategy
• Explain
• Models of corporate strategy
ANSOFF
• Critically discuss
• Relate to SWOT and suggest appropriate strategy | strategies for your company
Portfolio analysis
• Critically discuss
• Relate to your company
3.3 Business strategy
• Explain
• Models of business strategy
Porter generic competitive strategies
• Critically discuss (critical = limitations, advantage, disadvantage)
• Related to your company
Industry life cycle
• Critically discuss
• Relate to your company
4.0 Strategy implementation
For your chosen firm outline the stages, steps and processes involved in the implementation of the corporate, business and international strategy as part of the strategic management process. This stage must among others include the role of systems, change management and leadership.
5.0 Conclusion
Reference List
Appendices
Appendix 1 – Company Profile
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Comparing the ideological position of two different periodicals
Comparing the ideological position of two different periodicals. The paper should include the following:
a. A discussion of two major articles in each magazine that exemplify the political perspective you find to be characteristic of the periodical as a whole. Include a very brief summary of each article and an explanation of just how the article illustrates a particular political ideology.
b. A comparison of the two magazines in general. What tone do you find throughout the periodical? Are there any indications of political ideology in the ads, the letters to the editors, short editorials,illustrations, or even the cover of the magazine? After completing parts “a” and “b” of this assignment you should have located at least three different aspects of contemporary liberalism and three aspects of contemporary conservatism.
c. Compare your own political position with each magazine’s point of view. Which one seems to be closer toyour own point of view?
a. A discussion of two major articles in each magazine that exemplify the political perspective you find to be characteristic of the periodical as a whole. Include a very brief summary of each article and an explanation of just how the article illustrates a particular political ideology.
b. A comparison of the two magazines in general. What tone do you find throughout the periodical? Are there any indications of political ideology in the ads, the letters to the editors, short editorials,illustrations, or even the cover of the magazine? After completing parts “a” and “b” of this assignment you should have located at least three different aspects of contemporary liberalism and three aspects of contemporary conservatism.
c. Compare your own political position with each magazine’s point of view. Which one seems to be closer toyour own point of view?
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Loblaw
• Current competitive situation analysis: industry (ies), competitors, business-level strategy, corporate-level strategy, and competitive position.
comment ( You already did this part if you remember .. It under current situation but what I knew is that I have to break it down to the points mentioned above so please write more on that point and put them into points.)
A comprehensive and meaningful strategic discussion that ties together the aforementioned content and analysis sections.
my comment ( you already did a value chain analysis and I did the swot anaylsis .. so now please do a page discussion that discusses the two analysis we have )
I will send you the SWOT analysis later this evening ..
•Appendix B is a reflexive assessment of the team’s processes. Whatever the format chosen, it must demonstrate a comprehensive understanding of the course material and the actual team dynamics experienced. This includes problems encountered, how problems were resolved, and how the team would improve its performance on future projects.
comment ( You already did this part if you remember .. It under current situation but what I knew is that I have to break it down to the points mentioned above so please write more on that point and put them into points.)
A comprehensive and meaningful strategic discussion that ties together the aforementioned content and analysis sections.
my comment ( you already did a value chain analysis and I did the swot anaylsis .. so now please do a page discussion that discusses the two analysis we have )
I will send you the SWOT analysis later this evening ..
•Appendix B is a reflexive assessment of the team’s processes. Whatever the format chosen, it must demonstrate a comprehensive understanding of the course material and the actual team dynamics experienced. This includes problems encountered, how problems were resolved, and how the team would improve its performance on future projects.
Need a Professional Writer to Work on this Paper and Give you a 100 % Original Paper? Click Here and Get this Essay Done………………
Case study: Sue upsets the applecart
Case study: Sue upsets the applecart
The partners of a small accountancy firm have just made a radical new appointment: the firm’s first HR manager. The firm, which has 9 partners, has grown to 150 employees. Now, the partners feel their people management activities need more professional support. They have always prided themselves on running a friendly, caring style of staff management but other firms like them, with around 100 to 300 staff, typically appoint HR specialists.
Accountancy might seem to be about numbers but they know that running an accounting firm is actually a people business. It depends on recruiting good staff, training them in the key practices of professional accountancy, paying as well as you can (but not over the top), doing your best to hang on to high performers, and so on. Every year, the partners collectively monitor each other’s profit performance and engage in the soul-searching process of deciding who, if anyone, will be offered the ultimate accolade of being invited to join them in partnership. The firm is successful and being a partner is hard work but very rewarding.
The new HR manager has actually arrived from the public sector but from no ordinary part: from an elite department within it. This is a branch of government which only recruits people with first-class honours degrees from the top universities and which invests heavily in their ongoing development. The department, which will remain nameless, is not one of the mainstream parts of the public service, where budgets are always under pressure, but a small, select cadre dealing with the crème de la crème, much as the French do in the higher echelons of their public service. Its HR policies are well established, well resourced and well insulated from other branches of government.
The new HR manager, Sue, was an HR advisor there and, like everybody else, has a first-class degree from an elite university and, in her case, a flair with foreign languages. Even though she had no private sector experience, she told the partners she was keen to get into private-sector HR work and develop her career further on this basis. She feels more attracted to the private sector than the public, despite the excellent conditions she enjoyed in the elite unit. She clearly sees herself as rising, in due course, to a position as HR Director in a top-100 company. The partners responded warmly to this and decided to recruit her because they considered her experience in the management of professionals would have carry-over value to their firm.
Things went well for the first three months. Sue immediately threw herself into helping the firm with its annual recruitment of new accounting graduates. This greatly relieved the managing partner and his PA, who had previously handled this work themselves and could now rely on someone to handle campus liaison, presentation of the firm at recruitment fairs, and initial screening of candidates to create a set of ‘good possibles’ that the partners could review.
Now, however, the partners are worried. Their staff have been coming to them to discuss what they (the partners) consider to be unrealistic expectations for personal
development. From these conversations, they discern that Sue has been talking freely with staff about the career development programme where she worked previously. There, it transpires, staff were encouraged to enrol in postgraduate degrees at the employer’s expense (all fees paid) and were, in fact, allowed plenty of paid time off to attend classes and also to prepare for exams. This largesse was available after only one year with the department. Sue was talking freely about this personal development policy as an HR ‘best practice’ and staff were getting the idea from her that the firm should adopt more generous HR policies and become an ‘employer of choice’ in the industry.
They decided to call Sue in for a meeting to hear her views on HR issues in the firm. Sue started by talking about ways of improving their employee selection practices through some tests to assess cognitive ability rather than relying on university grades and a more formal method of reference checking for experienced job hires. All this sounded good and the conversation ran along in a non-threatening way for some time. Then, Sam, the managing partner, decided to grasp the nettle:
I think I speak for the partners when I say this is all very good, Sue. We like your ideas on how to make this firm a more effective recruiter and I know I’ve benefited already from your assistance with this year’s graduate recruitment. However, something has changed in the last 3 months that we are not so sure about. Staff have been coming to partners with the idea that the firm should pay for postgraduate study for them and give them generous time off for study. We’ve never done this sort of thing before and, more importantly, we try not to raise these sorts of expectations. After all, everything we do has to be charged to clients and, as we explained to you at your recruitment, we’re not a first-tier accountancy firm… We’re in a tier of small and mid-size firms where we try to pay well relative to our competitors and can look after people, up to a point. People often come to us because they don’t want to work in a huge firm where nobody takes any notice of them. They’re not the A students but they are good B students who can do the job well enough. We have a personal touch with our people. When Jayne, who has worked for our tax section for 28 years, had a stress breakdown last year when her husband died suddenly, we gave her 3 months of paid leave to help her recover. That’s the sort of thing we do but we’re never going to be big spenders on further education for new staff. There’s always going to be a high rate of attrition among new accounting graduates. At least half of them will leave us after 3 years, that’s the reality. We see their best development as taking place through the experience we give them, not through more education …
Sue thought for a while and then responded:
Well, I think you are in the game of managing professionals and professionals have these sorts of expectations these days. I think you have to change or … die. Yes, I think it’s as serious as that: you need to evolve beyond a small-firm mentality. Any HR professional will tell you the same thing. How do you expect to become more successful if you don’t embrace best practice?
At this point, another senior partner, Joe, chipped in:
But we are successful! Your view is simply not commercial. It’s not something accounting firms operating in the private sector can take seriously. If one size fits all in ‘HR’, then I say, ‘HR be damned’.
This brought a nervous laugh or two and, as it was now after 6pm, Sam, sensing the need to de-stress the situation, suggested they adjourn to the pub. Perhaps they might be able to take the matter further there, in a more relaxed vein ….
The questions
1. Why do you think the partners are comfortable with Sue’s ideas for improving the recruitment process but antagonistic to her ideas on employee development once employees are hired?
2. Has Sue misjudged the context in which she is now working or has she rightly started a healthy process of challenging the traditional culture in this firm? Does her concept of ‘best practice’ show sensitivity to the importance of cost-effectiveness when it comes to evaluating ideas for HR policies? Why/why not?
3. Do you have any comments to make on how:
a) the partners have managed Sue so far?
b) Sue has approached her relationship with the partners?
The partners of a small accountancy firm have just made a radical new appointment: the firm’s first HR manager. The firm, which has 9 partners, has grown to 150 employees. Now, the partners feel their people management activities need more professional support. They have always prided themselves on running a friendly, caring style of staff management but other firms like them, with around 100 to 300 staff, typically appoint HR specialists.
Accountancy might seem to be about numbers but they know that running an accounting firm is actually a people business. It depends on recruiting good staff, training them in the key practices of professional accountancy, paying as well as you can (but not over the top), doing your best to hang on to high performers, and so on. Every year, the partners collectively monitor each other’s profit performance and engage in the soul-searching process of deciding who, if anyone, will be offered the ultimate accolade of being invited to join them in partnership. The firm is successful and being a partner is hard work but very rewarding.
The new HR manager has actually arrived from the public sector but from no ordinary part: from an elite department within it. This is a branch of government which only recruits people with first-class honours degrees from the top universities and which invests heavily in their ongoing development. The department, which will remain nameless, is not one of the mainstream parts of the public service, where budgets are always under pressure, but a small, select cadre dealing with the crème de la crème, much as the French do in the higher echelons of their public service. Its HR policies are well established, well resourced and well insulated from other branches of government.
The new HR manager, Sue, was an HR advisor there and, like everybody else, has a first-class degree from an elite university and, in her case, a flair with foreign languages. Even though she had no private sector experience, she told the partners she was keen to get into private-sector HR work and develop her career further on this basis. She feels more attracted to the private sector than the public, despite the excellent conditions she enjoyed in the elite unit. She clearly sees herself as rising, in due course, to a position as HR Director in a top-100 company. The partners responded warmly to this and decided to recruit her because they considered her experience in the management of professionals would have carry-over value to their firm.
Things went well for the first three months. Sue immediately threw herself into helping the firm with its annual recruitment of new accounting graduates. This greatly relieved the managing partner and his PA, who had previously handled this work themselves and could now rely on someone to handle campus liaison, presentation of the firm at recruitment fairs, and initial screening of candidates to create a set of ‘good possibles’ that the partners could review.
Now, however, the partners are worried. Their staff have been coming to them to discuss what they (the partners) consider to be unrealistic expectations for personal
development. From these conversations, they discern that Sue has been talking freely with staff about the career development programme where she worked previously. There, it transpires, staff were encouraged to enrol in postgraduate degrees at the employer’s expense (all fees paid) and were, in fact, allowed plenty of paid time off to attend classes and also to prepare for exams. This largesse was available after only one year with the department. Sue was talking freely about this personal development policy as an HR ‘best practice’ and staff were getting the idea from her that the firm should adopt more generous HR policies and become an ‘employer of choice’ in the industry.
They decided to call Sue in for a meeting to hear her views on HR issues in the firm. Sue started by talking about ways of improving their employee selection practices through some tests to assess cognitive ability rather than relying on university grades and a more formal method of reference checking for experienced job hires. All this sounded good and the conversation ran along in a non-threatening way for some time. Then, Sam, the managing partner, decided to grasp the nettle:
I think I speak for the partners when I say this is all very good, Sue. We like your ideas on how to make this firm a more effective recruiter and I know I’ve benefited already from your assistance with this year’s graduate recruitment. However, something has changed in the last 3 months that we are not so sure about. Staff have been coming to partners with the idea that the firm should pay for postgraduate study for them and give them generous time off for study. We’ve never done this sort of thing before and, more importantly, we try not to raise these sorts of expectations. After all, everything we do has to be charged to clients and, as we explained to you at your recruitment, we’re not a first-tier accountancy firm… We’re in a tier of small and mid-size firms where we try to pay well relative to our competitors and can look after people, up to a point. People often come to us because they don’t want to work in a huge firm where nobody takes any notice of them. They’re not the A students but they are good B students who can do the job well enough. We have a personal touch with our people. When Jayne, who has worked for our tax section for 28 years, had a stress breakdown last year when her husband died suddenly, we gave her 3 months of paid leave to help her recover. That’s the sort of thing we do but we’re never going to be big spenders on further education for new staff. There’s always going to be a high rate of attrition among new accounting graduates. At least half of them will leave us after 3 years, that’s the reality. We see their best development as taking place through the experience we give them, not through more education …
Sue thought for a while and then responded:
Well, I think you are in the game of managing professionals and professionals have these sorts of expectations these days. I think you have to change or … die. Yes, I think it’s as serious as that: you need to evolve beyond a small-firm mentality. Any HR professional will tell you the same thing. How do you expect to become more successful if you don’t embrace best practice?
At this point, another senior partner, Joe, chipped in:
But we are successful! Your view is simply not commercial. It’s not something accounting firms operating in the private sector can take seriously. If one size fits all in ‘HR’, then I say, ‘HR be damned’.
This brought a nervous laugh or two and, as it was now after 6pm, Sam, sensing the need to de-stress the situation, suggested they adjourn to the pub. Perhaps they might be able to take the matter further there, in a more relaxed vein ….
The questions
1. Why do you think the partners are comfortable with Sue’s ideas for improving the recruitment process but antagonistic to her ideas on employee development once employees are hired?
2. Has Sue misjudged the context in which she is now working or has she rightly started a healthy process of challenging the traditional culture in this firm? Does her concept of ‘best practice’ show sensitivity to the importance of cost-effectiveness when it comes to evaluating ideas for HR policies? Why/why not?
3. Do you have any comments to make on how:
a) the partners have managed Sue so far?
b) Sue has approached her relationship with the partners?
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Effecting Change in Education
Effecting Change in Education
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Should Texas Law allow new students or transfer students at public colleges and universities to drop more than six classes during their entire undergraduate studies?
Should Texas Law allow new students or transfer students at public colleges and universities to drop more than six classes during their entire undergraduate studies?
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How important for the teachers to use information technology in classroom?
How important for the teachers to use information technology in classroom?
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“No to Nukes,” Los Angeles Times. http://www.latimes.com/news/opinion/editorials/la-ed-nuclear23jul23,0,6924211.story
“No to Nukes,” Los Angeles Times. http://www.latimes.com/news/opinion/editorials/la-ed-nuclear23jul23,0,6924211.story
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Aldi super market CSR project
Aldi super market CSR project
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Swissair flight 111 Essay
Swissair flight 111 Essay
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Green Buying Behaviour
Green Buying Behaviour
Despite the recession, issues such as sustainability, health, world poverty, animal welfare and food safety have become increasingly important factors guiding shoppers’ purchasing decisions. From beauty products to household goods and groceries, terms such as “natural”, “organic”, “locally sourced”, and “fair trade”, have begun to feature increasingly on labels and ingredient lists, and many consumers are willing to pay a premium for them.
Interest in sustainability may have been fuelled as a result of concerns over depleted fish stocks and environmental disasters such as the BP oil spill in the Gulf of Mexico and Japan’s nuclear disaster of 2011.
Source: Euromonitor International. (2012) Green Buying Behaviour: Global Online Survey.
Whereas consumer research indicates strong interest in green buying behaviour, does this translate to altered purchase decisions? Are there cultural differences in how consumers respond to ‘green’ concerns (e.g. scepticism or trust)? How should governments or organisations respond to modern green buying behaviour?
This is the structure of the report. Please use these as your headings:
I. Context and Problem/Opportunity (~100 words)
From the topics above, you need to select one problem or opportunity that is of interest to you for this assignment. Briefly introduce the specific issue you are targeting and one opportunity or problem surrounding that issue in a particular context. You should state whose perspective you are taking (which organisation do you represent?). Your context and problem/opportunity should illustrate a real and plausible situation that marketers face.
II. Literature Review (~500 words)
Using both academic literature and business press, synthesise the literature on your chosen topic in your own words. What do we already know about the issue of interest? You should include AT LEAST ten references, of which AT LEAST seven should be from reputable academic journals.
Make sure you link the paragraphs together rather than discussing one paper at a time. This literature should provide evidence for the extent of the problem/opportunity you identified in Section I, discuss the key factors facing consumers and marketers, and analyse any marketing strategies that have been previously used to address this problem.
III. Theory/Model/Framework (~250 words)
Choose a consumer behaviour theory or model or framework (T/M/F) and apply it to your chosen topic. You should use a T/M/F from your text book, but you should cite the original source of the T/M/F in your assignment. Briefly discuss how this T/M/F can be used or applied in your topic, or how it has been used before. Do not simply regurgitate the information from your text; incorporate other sources (perhaps from your literature review) and be clear and concise.
Some suggested T/M/Fs are on the next page, but you are free to choose another if you find one more suitable. You may also choose a combination of T/M/Fs to analyse but space is limited. Please remember that your selection of T/M/F is up to you. There is no “best” T/M/F. You are assessed on your level of your understanding of your chosen T/M/F and your ability to apply it in your chosen context.
IV. Recommendations (~900 words)
Suggest three tactics or strategies to tackle the problem or opportunity you have outlined. It may be easier if you use the 4Ps of product marketing or the 7Ps of services marketing to guide your strategies. For example, you might suggest a new or modified product with one recommendation, target improved distribution (place) with your second, and perhaps your third recommendation could focus on a promotion. Make sure that these tactics or strategies specifically relate to the T/M/F you have applied in Section III and the problem you identified in Section I.
You should include any images relating to any new goods/services you may suggest, pricing calculations, distribution layouts or service delivery process, or creative ideas for any promotional strategies.
V. References (not included in word limit)
Create a reference list that correctly references all of the papers and articles you used in this assignment.
Suggested Theories/Models/Frameworks (T/M/Fs) – you may choose others.
Consumer Decision Process
Theory of Planned Behaviour
Elaboration Likelihood Model
Motivation Theories
Personality Dimensions
Theories of Self
Situational Influences
Attitude formation
Cultural dimensions
Interest in sustainability may have been fuelled as a result of concerns over depleted fish stocks and environmental disasters such as the BP oil spill in the Gulf of Mexico and Japan’s nuclear disaster of 2011.
Source: Euromonitor International. (2012) Green Buying Behaviour: Global Online Survey.
Whereas consumer research indicates strong interest in green buying behaviour, does this translate to altered purchase decisions? Are there cultural differences in how consumers respond to ‘green’ concerns (e.g. scepticism or trust)? How should governments or organisations respond to modern green buying behaviour?
This is the structure of the report. Please use these as your headings:
I. Context and Problem/Opportunity (~100 words)
From the topics above, you need to select one problem or opportunity that is of interest to you for this assignment. Briefly introduce the specific issue you are targeting and one opportunity or problem surrounding that issue in a particular context. You should state whose perspective you are taking (which organisation do you represent?). Your context and problem/opportunity should illustrate a real and plausible situation that marketers face.
II. Literature Review (~500 words)
Using both academic literature and business press, synthesise the literature on your chosen topic in your own words. What do we already know about the issue of interest? You should include AT LEAST ten references, of which AT LEAST seven should be from reputable academic journals.
Make sure you link the paragraphs together rather than discussing one paper at a time. This literature should provide evidence for the extent of the problem/opportunity you identified in Section I, discuss the key factors facing consumers and marketers, and analyse any marketing strategies that have been previously used to address this problem.
III. Theory/Model/Framework (~250 words)
Choose a consumer behaviour theory or model or framework (T/M/F) and apply it to your chosen topic. You should use a T/M/F from your text book, but you should cite the original source of the T/M/F in your assignment. Briefly discuss how this T/M/F can be used or applied in your topic, or how it has been used before. Do not simply regurgitate the information from your text; incorporate other sources (perhaps from your literature review) and be clear and concise.
Some suggested T/M/Fs are on the next page, but you are free to choose another if you find one more suitable. You may also choose a combination of T/M/Fs to analyse but space is limited. Please remember that your selection of T/M/F is up to you. There is no “best” T/M/F. You are assessed on your level of your understanding of your chosen T/M/F and your ability to apply it in your chosen context.
IV. Recommendations (~900 words)
Suggest three tactics or strategies to tackle the problem or opportunity you have outlined. It may be easier if you use the 4Ps of product marketing or the 7Ps of services marketing to guide your strategies. For example, you might suggest a new or modified product with one recommendation, target improved distribution (place) with your second, and perhaps your third recommendation could focus on a promotion. Make sure that these tactics or strategies specifically relate to the T/M/F you have applied in Section III and the problem you identified in Section I.
You should include any images relating to any new goods/services you may suggest, pricing calculations, distribution layouts or service delivery process, or creative ideas for any promotional strategies.
V. References (not included in word limit)
Create a reference list that correctly references all of the papers and articles you used in this assignment.
Suggested Theories/Models/Frameworks (T/M/Fs) – you may choose others.
Consumer Decision Process
Theory of Planned Behaviour
Elaboration Likelihood Model
Motivation Theories
Personality Dimensions
Theories of Self
Situational Influences
Attitude formation
Cultural dimensions
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