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Big Ideas in organisation (Competitive positions and differential…
Big Ideas in organisation
The Macro Environment
STEEPLE
Social Factors
Lack of Time
Lack of awareness
Pressures of Work
Societal changes present opportunities for innovation
Technological Factors
Technological innovations offer the potential for organisations to take advantage of strategic windows
Economic Factors
Changes in economic conditions can stimulate innovation
Environmental Factors
Challenging
Complying with increasing expectations
Can encourage innovation
BMW
Improving fuel efficiency
Product Safety
Recycling of components
Political Factors
Changes in political parties
Present opportunities and threats for organisations
Tony Blair's Labour government
Public-Private Partnerships (PPPs)
Improve public services
Meet election promises
Collaborations between public bodies and private companies
Local Authorities
Other Government bodies
Offer opportunities for private sector companies
Could partner with local authorities to deliver required services
Governing Political figures
Membership of key trading groups
Legal Factors
Changes
Regulation
Legislation
Examples
Data Protection Act 1998
Opportunities for companies offering data protection services to help organisations meet data protection obligations
European allergen labeling regulation
Businesses that already fulfilled the regulations had opportunity for greater sales
Threats to business that did not meet regulation
Ethical Factors
Ethical certification
The Fairtrade Labelling Organisations (FLO)
Forest Stewardship Council (FSC)
Soil Association
Heightened awareness of the social and environmental impact of some business activities and offerings
Creates opportunities for organisations to meet demand for ethical offerings
The Micro Environment
Competitors
Substitutes
Who satisfy customers' needs through some alternative means
New Entrants
New competitors who may offer some enhanced goods or services
Direct Competitors
Who offer similar goods or services
Suppliers
Relationships Vital
Supply organisations with resources
Raw Materials
Finished Goods
Components
May be tested
Cost Increases
Disruptions
Power Imbalances
Shortages
Marketing Intermediaries
Physical Distributors
Re-sellers
Wholesalers
Hauliers
Retailers
Agents
Dealers
Brokers
Marketing Consultants
Media
Marketing research agencies
Advertising
Help with
Selling
Promoting an organisation's goods and services
Distributing
Publics
Government organisations
May intervene in business affairs
Consumer groups
Activists
Media reporting on business activities
Newspaper
Radio
Television
Local communities
Financial organisations or persons
General Public
Customers
Business markets
Goods and services purchased by businesses for use in their operations or manufacturing
Reseller markets
Goods and services purchased for reselling at a profit
Consumer markets
Goods and services purchased by individuals and householders for personal consumption
Government markets
Goods and services purchased by governments for the delivery of public services
International markets
Goods and services purchased by buyers in other countries who may be any of the preceding four types of buyers - consumers, businesses, re-sellers or governments
Competitive Advantage
Differentiation
Distinguishing an offering from competitors in some way that is important to customers
Alluring brands
Inventive distribution channel
Technological innovation
Offering superior customer service
Examples
Lush
Ethical Products
Virgin Airlines
Inexpensive Fairs
Full service flights
Outstanding customer value
Focus
Niche Market Segment
Niche focus on cost
Niche focus on differentiation
Cost Leadership
Being the lowest-cost provider
Sizeable market share
Low-cost airline Ryanair
Economies of scale
Competitive positions and differential advantage
Possible new entrants
Substitutes
Direct Competitors
Competitive forces of customers and suppliers
Five Forces Model
Identify the offering's market segments
Establish the offering's desired and demanded attributes for each customer segment
Determine which of these attributes the organisation offers
Determine which of these attributes the organisation's competitors offer
Consider what customers perceive competitors' genuine strengths to be
Identify any gaps between customer' expectations for the offering and their perceptions of competitors' marketing programmes
Ascertain whether the organisation can fill any of these gaps to achieve differential advantage
Assess whether the organisation can emphasise this differential advantage through its marketing programmed
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Strategic objectives and strategic focus