In this simulation, you continue in your role of Senior Vice President for Marke

Question

In this simulation, you continue in your role of Senior Vice President for Marketing at Enhanced Analytics, Inc., a provider of marketing and consulting services, with headquarters in Austin, Texas. In this role, you report directly to the CEO of the company and are responsible for decision-making and marketing strategy. You oversee a department with 25 employees at the company.

The company's board of directors thinks that a reorganization of the company will improve decision-making and profitability. You have just found out that the board has been in discussions with the company's CEO regarding the appropriate funding level and structure of each department. The activities of each department and office will be reviewed within the next 60 days. A prominent member of the board thinks that funding for the marketing department - your department - should be reduced significantly. In his opinion, primary emphasis and the most funding should go to the management and finance areas.

You disagree. While most funding in your department is used to plan and create specific marketing campaigns, some of the money is spent on training and on keeping your staff up to date on the latest technologies and trends in marketing management. You think both activities are essential and a reduction in funding will be detrimental to the long-term success of the department. A reduction in funding will also result in a need to lay off staff.

In your role as head of the department, you are given an opportunity to present your views. There is an apparent lack of appreciation for marketing among some of the folks who make up the reorganization committee. The CEO of the company admitted as much at breakfast, this morning, when she has asked you to prepare a persuasive presentation to convince the reorganization committee of the importance of marketing within the organization.

Along with your in-person presentation at the committee's next meeting, your task is to prepare a written report for the committee members. Prepare a written report for the members of the reorganization committee, containing the following sections:

1. Marketing Management - introduce the concept of marketing, its importance and application

2. Case Study - introduce and describe an example of a company (choose a well-known company that your audience can easily recognize and relate to) and illustrate how marketing is an essential function within the organization. You may use sources such as the company's annual report, scholarly articles found using Google Scholar and articles from business periodicals, such as the Wall Street Journal, Financial Times and BusinessWeek. Since this is a persuasive report, make sure to use specific data and facts that are both truthful and convincing.

3. Lifelong Learning - explain the importance of continuous learning and of staying up to date in the field of marketing.

4. Conclusion - sum up your key points and ask the committee to maintain or increase the funding for your department. Include outside research to support your ideas and your conclusion. There is no page limit to this assignment. The assignment will be considered well-done if it contains all the required sections, if it is clearly written and your thoughts and ideas are supported by specific data and research.

Explanation / Answer

1 .

Marketing Management: Meaning and Importance of Marketing Management – Explained!

Meaning:

Marketing management facilitates the activities and functions which are involved in the distribution of goods and services.

According to Philip Kotler, “Marketing management is the analysis, planning, implementation and control of programmes designed to bring about desired exchanges with target markets for the purpose of achieving organisational objectives.

It relies heavily on designing the organisations offering in terms of the target markets needs and desires and using effective pricing, communication and distribution to inform, motivate and service the market.” Marketing management is concerned with the chalking out of a definite programme, after careful analysis and forecasting of the market situations and the ultimate execution of these plans to achieve the objectives of the organisation.

Further, their sales plans to a greater extent rest upon the requirements and motives of the consumers in the market. To achieve this objective, the organisation has to pay heed to the right pricing, effective advertising and sales promotion, distribution and stimulating the consumers through the best services.

To sum up, marketing management may be defined as the process of management of marketing
programmes for accomplishing organisational goals and objectives. It involves planning, implementation and control of marketing programmes or campaigns.

Importance of Marketing Management:

Marketing management has gained importance to meet increasing competition and the need for improved methods of distribution to reduce cost and to increase profits. Marketing management today is the most important function in a commercial and business enterprise.

The following are the other factors showing importance of the marketing management:

(i) Introduction of new products in the market.

(ii) Increasing the production of existing products.

(iii) Reducing cost of sales and distribution.

(iv) Export market.

(v) Development in the means of communication and modes of transportation within and outside the country.

(vi) Rise in per capita income and demand for more goods by the consumers.

MARKETING AND POLITICAL MARKETING:

Common concept one: sellers, products, and buyers. Both marketing and political marketing include three main elements: sellers, products, and buyers. Marketing is a process by which sellers offer the buyers products and services in return for something of value (usually money). The same process takes place in political marketing, whereby the candidates offer the voters products or ideas such as "economic prosperity," "safe society," etc. in return for their votes and support in the campaign period and thereafter. The fact that many economic products can be sold and bought often while buying the product that political candidates offer can be done only infrequently and at a fixed point in time and space does not invalidate this argument, but rather indicates differences in nature and use of political and economic products, very similar to the differences in nature and usage of products and services which are traditionally subsumed by marketing (e.g.: food items vs. durable goods, insurance, auctioned merchandise).

Common concept two: consumers. The core of both marketing and political marketing are the consumers. Without consumers, the marketer of economic goods and services does not have a-market, and without voters the political marketer does not have a campaign. Because both marketers need consumers to survive, the concept of consumer behavior or voter behavior becomes a focal point of marketing and political marketing, respectively. The fact that in one case zn individual is called "consumer" and in another "voter," is merely a semantic difference. In both cases the individual can be viewed as an organism receiving stimuli about the product and reaching predispositions to respond, and a final response state after going through an essentially similar decision making process. Accordingly, the principles of well known models of consumer behavior can certainly be applied to voter behavior, and vice versa. In fact, the similarities here are so strong, that consumer behavior literature and models perhaps unknowingly relate to concepts which were first developed in the literature of voter behavior, e.g.; selective exposure, selective perception, two-step flow of communication, etc. [See, for example, the similarities in approach in the following political and consumer behavior literature: Paul F. Lazarsfeld, Bernard R. Berelson, and Hazel Goudet, The People's Choice, New York: Columbia University Press, 2nd ed., 1948; Bernard R. Berelson, Paul F. Lazarsfeld, and William McPhee, Voting: A Study of Opinion Formation in a Presidential Election, Chicago: University o' Chicago Press, 1954; Angus Campbell, Philip E. Converse, Warren E. Miller, Donald E. Stokes, The Voter Decides, Evanston: Row, Peterson and Co., 1957; Francisco Nicosia, Consumer Decision Process, New York: Prentice-Hall, 1966; John A. Howard and Jagdish N. Sheth, The Theory of Buyer Behavior, New York: John wiley and Sons, 1968; James F. Engel, David T. Kollat, and Rogers D. Blackwell, Consumer Behavior, New York: Holt, Rinehart and Winston, Inc., 2nd ed., 1973.]

2 . When you run an archive service you are communicating all the time. You are constantly sending out messages about what the service does, the effectiveness of the service, your aspirations and your approach. Communication extends from the way that a user experiences a service, the annual report to senior managers, and the big funding bid, to the chance conversation in the lift. These are all opportunities when you can accurately inform others about the purpose and role of your service, articulate needs, demonstrate competency and explain your aspirations. Good communication ensures that you are being heard. You can then influence your environment according to your own goals and requirements. If you do not get your message across effectively, others will not know or understand your needs. The case studies show the outcomes possible from good communication. In general, effective communication achieves the following: • positive influence on decision-making by presenting a strong point of view and developing mutual understanding • delivers efficient decisions and solutions by providing accurate, timely and relevant information • enables mutually beneficial solutions • builds healthy relationships by encouraging trust and understanding Taking control of the communication process avoids missed opportunities and prevents sending out messages that undermine your service or create misunderstanding. To raise the profile of your service you need to clearly communicate its nature and purpose; presenting a defined aspiration and a clearly evidenced track record in a way that is relevant to the audience you are talking to. Good communication ensures that all service staff are sending out the same messages. This avoids confusion and creates a clear overall message. But good communication does not have to be a daunting task. It’s about having a clear vision and robust evidence that you can then adapt for different audiences. Sometimes this will be done in a very formal way, such as reporting into a departmental body. But on many occasions the communication can be informal and unexpected but just as important, such as a chance meeting in a corridor or at a social function. Every time you interact with someone else you have the opportunity to raise awareness of your service. Realising this you can also create opportunities for communication - taking control of the communication process e.g. inviting key stakeholders to a private viewing of your collections. By using the tools in this guidance you will be prepared to take advantage of these chance opportunities. Within the archive environment effective communication will serve different purposes for different audiences. Between your service and users Aim: users fully understand what is being offered to them and what they can get out of using your service. This is particularly important for audiences that might be unfamiliar with archive services or if you are introducing a new activity. Communication is also vital for ensuring the service understands what users require - this is why accreditation talks about understanding users’ needs. The Public Service Quality Group’s surveys for physical and virtual users are an effective way of understanding users’ needs.

3 .

It’s important to define your organization’s learning goals. Whether you’re providing an online learning solution for your entire organization or looking to augment the professional development of one group inside your organization, your top five learning goals are likely to include:

Stare Down Budget Challenges with Your Learning Program

If your organization is like most, you’re probably struggling with the high cost of traditional learning programs, a looming skills gap, and incompatibility between existing LMS tools. These challenges may seem insurmountable, but with the right online learning environment, you can strike these pain points down one by one.

For instance, to offer a thorough learning experience, organizations usually have to send people to a class—and those costs add up fast. Let’s say you need to send employees to take a five-day classroom course. Five employees are local, but 25 of them need to travel to headquarters, where you’re hosting the event. The total estimated cost is $55,000 dollars for one seminar.

Your business is only as strong as the people behind it. There’s a direct correlation between individuals who strive for growth in their personal lives and those who thrive in their professional lives. This can be accomplished by committing to the concept of lifelong learning. In an ever-changing market and world, it’s more important than ever to stay current, competitive and up to date.

Pursuit of knowledge is easier than it has ever been before, as technological advances can relay information instantaneously to our fingertips. It's a modern day privilege to take this convenience and utilize it in productive ways.

First and foremost, you must be willing to expand your mind. Rid yourself of assumptions and convictions so that you can be open and receptive to new information. This at times may even contradict what you have always believed to be true. You will eventually come across information that challenges your worldview. Rather than remaining static in your comfort zone, use this time to stop, reflect and shed light on these ideas in a way that can develop and expand your vision.

When you come across new information, take the time to think about what you believe and why. Is your outdated mindset preventing you from advancing in a modern world? Be willing to question new information and research it further. Digging deeper will separate you from the crowd and allow you to see the value in developing an independent mind.

Cultivating the mind prior to seeking information is as essential as cultivating a field prior to a harvest. It is a necessity to weed, fertilize and create space where information can blossom and grow. As the soil of the Earth needs to be fed to blossom, our brains are the absorbent sponge waiting to be fed with new ideas and concepts. Water it daily to stimulate growth, and you will yield a bountiful harvest of information and knowledge.

After the mind has been prepped, the next step is application. Create a to-learn list just as you would a to-do list. These are ideas and concepts you have great interest in learning more about.

Many people may think with their hectic and already overflowing schedules there is simply no extra time to learn anything more than what is absolutely necessary to get through the mundane tasks of everyday life. To simply develop enough skill to adhere to your job description or be informed just enough to get by is a sure pathway to mediocrity.

This is where the self-starters get ahead. They understand the importance of time management and prioritizing daily growth. They are constantly striving to know, learn and do more. This competitive edge they have created propels them to success in other areas of life.

4 .

This guide offers tips on how to be successful during your climb up the academic ladder at UC Davis. It is important to minimize energy dissipated on worry about tenure. As a first step, seek out clarification of the criteria for advancement and tenure as they are being applied in your department or program. Then, except for occasional updates on that information, concentrate your energy on professional endeavors.

The procedures for advancement, assessment and promotion are described in the Academic Personnel Manual. Specifically, APM sections 200--220 describe the basic rules and procedures governing appointment and promotion in the professorial series. In addition, Section 220 of the Davis Division APM elaborates on local implementation of the review process. Your department or program administrative assistant can be a valuable resource person to help you understand the APM. Other helpful sources of information include the Annual Call, the FAQ dealing with personnel actions for Senate faculty, and Ad Hoc Committee Instructions (for promotion to tenure, promotion to Professor, for faculty with clinical responsibilities, etc.). In addition to your own selective reading of these fairly detailed documents, you should feel free to ask your department chair and colleagues for clarification of the procedures and for "in house" pieces of information. Because it does happen that people trying to help you are misinformed, don't be afraid to cross check what you are told. Accurate information is an important foundation on which to build your professional career.

A professor is often confronted with a barrage of decisions regarding responsibilities in service, teaching, and research. There is an art to choosing wisely. The choices made determine how your work time will be distributed. On the other hand, those choices make a statement to your colleagues concerning your professional priorities. This guide seeks to improve your ability to make choices related to establishing a satisfying and productive professional life. It offers personal perspectives and is NOT a substitute either for reading relevant parts of the Academic Personnel Manual or for direct consultation with your department chair or program director.

Face-to-face meetings are the most common way for groups to make decisions, solve problems, educate people, and plan programs and projects. Meetings can be productive and accomplish goals efficiently. However, an unproductive meeting can be frustrating and influence the enthusiasm and attitude of the group. This also affects the image of the organization in the community and can hamper your efforts in recruiting volunteers, partners and sponsors.

Effective meetings do not happen automatically. Planning the design, the equipment needed and who needs to be involved is critical to a meeting’s success. Most resources about effective meetings refer to business meetings. There is a different dynamic for not-for-profit and volunteer organizations. This Factsheet discusses key components to help make not-for-profit organization meetings more effective.

Key Roles

Everyone at the meeting is responsible for its success. Some people have key roles to play including:

The Chairperson is responsible for ensuring that meetings are run effectively and efficiently. The chair must consider both the task functions of the group, i.e., the actions and decisions that are critical to achieve, and the maintenance functions – the relationships, welfare and harmony of the group. Both functions are important and will affect the organization’s success. The chair has the lead role in planning, preparing, implementing and evaluating meetings and is responsible for starting and ending on time and involving members in the decisions and discussions

The Secretary helps the chair and is responsible for the legal record of decisions and group memory. The secretary ensures the meeting minutes are prepared, adopted and kept in a format that is available to the membership.

Committee chairs are responsible for researching issues and bringing options and recommendations to the meeting for decision.

Members should come to the meeting prepared, be on time, keep their discussion focused, and participate in the decision making. Side conversations should be held until the end of the meeting or social time as they can be very disruptive.

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