Seminar in Marketing Midterm

Discuss the role of organizational capabilities in developing market-driven strategies

Today 's market is characterized by highly competitive organizations which are all vying for consumer 's loyalty . Firms are faced with the challenge to maintain their own competitive edge to be able to survive and be successful (Aaker , 1989 . Strategies are carefully planned and executed to gain the ultimate goal of all : company growth . However external factors are not the only elements which influence growth . There are also internal factors , components working within the organization which shape the direction of the

company

Along with the changing business world , customers change as well becoming more demanding and knowledgeable than before . In turn , company management had shifted their focus on their clients or customers so as to stay successfully in business (Barney , 1991 . This transition meant that organizations have to completely reformulate their conventional business aims and purposes from being process-focused to customer-centered . Hence , in to bring out exceptional customer services within the company operations , the management should employ fine-tuned organizational restructuring . Moreover , employing proactive customer commitment involves the consideration on culture and infrastructure

Despite the economic and technological conditions that make it possible now to promote products and services in a larger consumer market , there are other factors that still need to be considered for a business organization reach out easier to their target market (Bowers , Martin and Luker , 1990 . Looking into the characteristics and thought processes of the people still holds as the most significant factor to be looked into by the individuals in the field of sales and marketing . The large scope of market can pose a hindrance to a successful marketing strategy in terms of over generalized definition of the target or niche market

Discuss the major issues that top management should consider when deciding whether or not to expand business operations into new business areas

Consequently , in assessing those factors that are important for corporate strategy and its position in international markets , a firm has to differentiate between what is vital , what is important and what is immaterial to its future (Chow and Holden , 1997 . In other words , the firm has to identify and assess those factors within the external environment that enable it to derive maximum value . The company has to sought to identify factors sourced from technological change , the natural environment , socio-economic structures and political systems that firms need to understand to compete internationally . As the firm moves into and operates within international markets and /or develops inter nationally integrated value chains , it faces a number of challenges that potentially fundamentally alter the nature of strategy and the underlying business model . A recurrent theme throughout the text is the assumption that business expansion has altered many fundamental aspects of the enterprise 's understanding of the way its environment operates . Business expansion has the potential to intensify competitive rivalry : it , and the associated neoliberal trend , lie behind the reduction of many of the barriers to entry in markets across the world it also enhances the...