Marketing Organization Structure and Strategic Behavior - Case Study Example

Strategic marketing plan II Name Institution Introduction The process of investing and improvising an effective marketing strategy will require that the management team makes appropriate decisions and analysis (Whalley, 2010). Some of the factors to consider include the tally of competitors and their capacity to compete with one’s organization. In most cases, the issue of formulating a marketing plan or strategy requires that the management team or the team responsible for the drafting takes the initiative of the untapped potential to thrive more than the competitors. Arguably, the initial analysis of the strategic marketing plan introduced a series of potential area and aspects that can facilitate optimal output when it comes to the formulation and implementation of the marketing strategies (McDonald & Wilson, 2011). Concurrently, the current strategic marketing plan outline intends to converge the two with a third aspect of measuring the marketing strategies (Whalley, 2010). Most importantly, it is essential to consider some of the possible avenues of investments that could yield if incorporated in the strategic market plan. Accordingly, each subsection or services provided by UNE Life demand particular strategies to break through the hard times postulated by competition in the market. Arguably, the only impediment towards successful market operations could be the failure to obey the forces of competition and to act accordingly. From an analytic point of understanding, UNE Life has a very definite and feasible potential to overcome the forces of competition it receives from other Universities and facilitates that are designed for that particular purpose. Accordingly, the main aim of any strategic marketing plan would be to retain the market leadership. However, there is a difference between possession of potential and unrelished potential (Porter, 2008). It would be illogical to think that any of the sectors in UNE Life will survive the market if it remains dormant and stagnant with the initial or original ideas. Brief analysis of the selected new Idea After a prolog to the possible avenues towards which the UNE Life subsections of business can thrive, a series of arguments are stipulated. First, UNE Life is not badly of when it comes to performance and offering services. In fact, it is said to have successfully managed to integrate the high-level education people and the people from the surrounding communities. These target customers include the students of the institution. Further, the business has managed to establish an inter-link between the UNE and subsections such as SportUNE. Therefore, the avenues of what and who to offer the services to are already covered. However, there are some loopholes that the strategic marketing plan process will have to consider. In this case, the ability to remain in the market leadership when it comes to the services provided at the UNE life project is necessary. Accordingly, the choice of the business idea from which the strategic marketing plan is to be developed is that of diversification of the products and services offered. It also considers increasing the level of accessibility to the premises (Whalley, 2010). These factors are cumulative especially with the consideration of the fact that some of the business premises are situated within the University. The ability of the business ventures to remain in the market leadership is associated factors elements such as being outstanding in the competitive market. Remember, most of the services offered by UNE Life are recreational and entertainment oriented. Therefore, an attempt to increase viability will require that a new venture be introduced in the market considering the way other investors have reacted to the possibility of that very idea. The paper is a destitute analysis of the feasible strategic marketing plan and the affiliate characteristics. Some among these elements that are discussed include the choice of the marketing strategies, the implementation of these strategies and the measurement of these strategies. Further, the marketing plan will also incorporate analysis of the feasible avenues and arguments associated with mature, declining markets and the strategies that the UNE can use to facilitate the entry into new markets. An understanding of the product cycle will also facilitate enhanced understanding of the new business venture intentions considering the competitiveness of the institution’s venture. Product life cycle A product lifecycle is an imperative tool that can be used in the process of strategic management to ascertain the dimensions of investments, as well as, the rationale. Any investment made into an existent entity could be necessitated to ensure that new brands are existing in the entity or business. Arguably, there are four stages that comprise the product lifecycles regardless of the company of investors. The first stage is the introduction stage. The stage is virtually the most expensive stage for any investor. It incorporates efforts towards investing or launching a new product or service. Further, there are affiliated costs including research and development costs, consumer testing costs and the need to address the competitive nature of the market. The second stage of the product lifecycle is the growth stage (Rodrik, 2005). At this stage, there are elements of growth in terms of sales, as well as, profits. Thus, the interested investor can intend to make investments in a bid to facilitate economies of scale in production and the profit margins levels. The major aim that this strategy could be used is to ensure that potentiality of the growth stage is maximized (Rodrik, 2005). However, there are other ultimate stages of maturity and decline stages. The maturity stage comprises steps where investors will want to maintain or sustain the market share that is already developed. From a professional point of understanding, the investment stage is effective especially when the investor wants to retain his relevance in the market. Therefore, the necessary steps in this stage include modifications or complex improvements of the already existent processes and services. The epicenter of the venture is to ensure the investor elevates the competitive advantage. The ultimate stage is the decline stage. At this point, the market is expected to shrink. Most probably, the market may be assumed to be saturated, leading to increased competition. Therefore, the investor will have to move to less-expensive methods and markets. UNE life in this context could be assumed to fit in the introduction stage. However, the investor is an already existent entity that is trying to retain its relevance in the market. Thus, the most appropriate stage where a new idea is established with regards to the product cycle is the maturity stage. Arguably, there have been a series of similar investments by other universities and investors across the Australian market. Therefore, the uniqueness of the services is not as outstanding as expected. Thus, the UNE life is likely to deal with the first stage of the product lifecycle. The introduction stage will require the investor to come up with a unique product line. In this case, the diversity being considered is in terms of the culturally relevant products and services. Most of the investors in the market have come up with similar services and products. Thus, UNE will have to invest in the business with an objective of trying to elevate the competitive advantage over the booming industry associated with sporting and refreshment services. The introduction of the new product will have to create an alternative for the customers who already benefit the affordable costs with regards to services offered. New market entry The venture is associated with establishing elements that could attract customers to the SportUNE. However, the venture will focus on a merger between the sector and food production sector. Recent research indicates that Australia has become the hub of food tourism. That is one field that the institutions and other affiliate competitors of UNE Life. Thus, the new business is expected to feature in the food and catering services which are expected to act as a substantial boost to the sporting sector. Because the market requires innovativeness, it is, therefore, a right decision to look into the avenues that are likely to boost the level of income per unit investment (Wang, 2010). Market entry could be in form First, the new investment into the market is expected to be affiliated with a new product line. Recent offers, especially with regards to food, are those of cultural foods that could be very necessary to participants of the sports. Cultural foods are becoming a very important custodian of the cultures across the world. Therefore, the preparation of these foods would integrate a wide proportion of the market because it will attract both domestic and international customers. Remember, the university is recognized globally meaning that it already has an established name. Capitalizing on the available resources to build on the new investment will facilitate an elevation in the market portfolio. Further, the introduction of the new idea is likely to attract more students from the schools that deal with food production and hospitality to play a part in the venture. First, the venture will benefit from the students who want to learn the necessary aspects of food production with regards to cultural custody. For instance, the venture will be associated with reduced costs of new investments. That is because the venture will utilize the services offered by students from the departments that deal with food production and hospitality. It is most likely that the students will not seek huge remunerations in the context of their professional services that they offer. That amounts to a reduction of the expected huge cost of investing in a new product line. People in the market are seeking a different or new taste. The new taste in the manner of service and foods provided could be a substantial boost to the sport and catering businesses of the UNI Life investments. Rationale behind choosing the pioneer or follower strategies Any investments that are made amidst a free market pave the way for an investor to choose between being a pioneer in the market or a follower. There are myriad benefits accrued with each strategy if it is applied appropriately with regards to the demands of the market. The pioneering approach is necessary for the context that it facilitates the investor to benefit from an initial and the biggest market share. However, the market share of other benefits diminishes as the other competitors incorporate the product or service into their product portfolio. However, there is that advantage that does not fade away despite a deterioration in the appreciation of the new product. Thus, UNE can easily establish unique processes to establish the product into the market. That will ascertain the fact that the other competitors will take a long time to capture up with the market level at UNE. At this juncture, the subject investors will have to ensure that the business idea is implemented in the main school premises and the campus investments. That implies that the venture will have a vast impact enough to promote the revenue levels and increase the market portfolio or customers across the centers of operation. For instance, the on-campus implementation is expected to attract even the students whose cultures are represented. The strategy, in this case, may delay the withdrawal strategy for yet another idea if there is congestion in the market. The growth strategies relevant for the proposed new idea It is definite that for an organization to strategize and implement any business idea, it has to make efforts and facilitate the growth of the business. Accordingly, the same idea applies in the UNE Life case. The new idea could possess a very viable and long life in market dominance. However, these are just mere predictions that may be altered by the unpredictable market forces. Therefore, the most immediate strategy that may be applied is the expansion strategy. It should be done immediately after the idea is entered into the market. That will facilitate the reduction of cases where the competitors can take advantage of a market segment that is not catered. However, as the pioneering approach reduces marginally, there is the need to apply the fortress approach. It is expected to assess and invest in the strongholds. That will ascertain that there is a long future for the investment. Strategies relevant in the shake-out or diminishing period Each stage from the time of investment or implementation of the new venture into the market has relevant channels that are used to address the discrepancies oscillating around it. The market is open. Further, there are very minimal barriers to entry since the other competitors are equally able to invest in the business. However, being the leader in the investment may be a facilitating factor towards substantial income before other investors infest the sector. Therefore, there is the need for UNE Life to have a strategy that will assist it to make appropriate decisions in the context of declining and finally shaking out (Wang, 2010). The UNE Life venture offers two approachable strategies when it comes to managing the new idea. For instance, there could be a facilitated market penetration strategy. The capital invested in buying cultural infrastructure for the food production as well as other affiliated investment could face full-salvaging if proper strategies are applied. Therefore, it is imperative for the management team to ensure that there exists a strategy that will help the investment to make relevant progress in the long-run. Impact on the new market new economy markets Flexibility element that ought to get considered when drafting a viable marketing strategy. It is imperative to comprehend that the market is very dynamic. The forces of the market can easily disrupt the expected outcomes. The new idea is part of the larger vision of improving the level of income and market above the competitors. Therefore, it will be relevant to establish dynamic structures that will assist in the retaining of the larger market share. For instance, there will be the deployment of a stable customer care service platform and other active internet applications. For instance, there will be frequent use of the internet as a marketing platform every moment a new product line is introduced to the business. Arguably, the automation of the process if there are few or no online customer care service agents will also facilitate the level of reliability in the context of passing information to potential customers. Full knowledge and awareness amongst the customers is a sufficient factor towards long-run dominance and trust by the customers (Olson, Slater &Hult, 2005). Organization structures The management of the investment is required to reflect the rationale and solemnity in the venture. Therefore, the best leadership structure will be essential. Ideally, the top-management level is expected to be managed by a set of contributors also considered as the market positioning board. It will be expected to assess and establish long-range strategic planning for the venture. Arguably, this section of management will be expected to ascertain that appropriate measures are taken when it comes to establishing the market and its affiliate elements. These elements include location suitable for investment and the target market. Further, there will be a set of professional middle-level managers who will facilitate the process of execution of every project in a bid to ensure that UNE life does not fail to achieve its desired objectives. These professionals are equally responsible for reporting to the top-level management about the progress of their areas of responsibility (Hartzell, 2014). Finally, the low-level managers will be allocated to the campus investments. That will make and utilize the policy of decentralization essential in the progress of the project. It is from these structural positions that the ultimate product returns are made. The top management, for instance, will facilitate enhanced results with regards to marketing management. Thus, it may become easier to account for the product future trends (Smith et.al, 2005). Thus, the team will have to develop a relevant risk management team in case the investment does not suffice the expected returns assumptions. The marketing plan The investment with regards to the new idea selected for UNE life is expected to consider a thorough analysis of the idea with regards to the competitive forces and the capacity of UNE Life to run it. Therefore, a SWOT analysis is sufficient in this context. Strengths The initial strength of this idea venture is that UNE life intends to take the pioneering approach to invest. Thus, there is full potential and market dominance that is likely to take a sufficient operation period. The return within that period could be rewarding enough. Further, the institution has the benefit of utilizing internal resources such as students into service for learning and commercial purposes. Thus, it will manage to indulge in the investment easily without the burden of finances or funds. The fact that a collaboration engages the UNE and UNE life gives the UNE life enough support to invest in any viable idea. The expected support is mainly financial. Weaknesses The ability of the institutional entity to ascertain that the investment is fully valid is below average. That means that there exist little expertise and experience to ascertain that the business venture is lucrative. Thus, UNE may ultimately lose the chances of being a successful pioneer in the business. Opportunities First, the output of this venture is likely to be highly considered on-campus. That means that the strongholds are likely to facilitate the growth of the investment. Further, the fact that there are students who can serve a production role in the investment also becomes a good opportunity for the investment of the idea to thrive. Also, there is an increasing population on-campus and off-campus. The population constitutes a large proportion of the target market for the services and products offered. That implies that the proposition of any investment could lead to an elevated probability of success with regards to returns. Threats There is feasibility that other universities and recreational centers will emulate or invest in the idea even before UNE Life has gained sufficient ground and profits in the business. Thus, it is feasible for the investors and affiliate players such as the UNE administration to rethink the collaboration that exists between it and UNE life. Accordingly, there is the need for a risk management or contingency plan that will salvage the situation if the investment does not thrive. That includes proposing an immediate resolution after which the investment resources could be reallocated to a backup idea. Alternatively, there could be a plan that will assist in determining the future of the idea if the only impediment is the time resource. Further, there is a likelihood that the students that are expected to work for the venture will refuse to do so for certain wage levels. Therefore, the opportunity may turn into a threat and a disadvantage to the UNE life. Precisely, there is a likelihood that the expected savings from utilizing the services of the students may lead to failure. Marketing metric and marketing audit Marketing metrics Considering the complexity of the idea and investment, there are some customer metrics that will be considered. Remember, there is a feasibility that the idea will benefit from the already established collaboration between UNE and UNE life via SportUNE. Thus, metrics such as the cost of customer acquisition, retention rates, revenue elevation, and lifetime value among other universally appreciated metrics will be put in place to ascertain the high level of sobriety in investment. However, the investment process will also embrace the social media reach in a bid to assess how much the idea could sell. That, however, depends on the extent in which the idea will have been implemented in the strongholds. In this case, it will be feasible to address the extent in which the market is accepting the product or idea. From a precise point of understanding, revenue elevation is one most important metric in the marketing process. Remember, increase the level of revenue means that the investor is applying the necessary efforts to facilitate their operations. In this context, UNE life can be said to have performed well in terms of income. The use of the metric in ascertaining the performance of any organization or program is only relevant if the organization or program necessitates income earning. From a statistical point of understanding, an elevation in the level of revenue means that the organization is performing well. However, the elevation of the marginal revenue from one financial year to the other means that the organization or company is making progress. Marketing audit The marketing audit will serve as an initialization strategy, as well as, a follow-up strategy. The audit will focus on the nature of the target customer. That would be both demographic and economic. Concurrently, the audit will also focus on the performance of the management itself (Cravens & Piercy, 2008). Therefore, it will be easy to make future assessments especially with regards to the ability to uphold the market challenges. A combination of the marketing metrics and the marketing audit for the new business idea at UNE life will facilitate optimality and appropriate prioritization when it comes to dealing with discrepancies or benefits. The forfeiture of the improper management of the idea and the market forces should be assessed before it actualizes. One example of features in the market audit includes the demography. Unlike the metrics, the audit focuses on the actual market and its nature. Demographic features, in this case, refers to the total population, age, and even the gender of the target market. Usually, the fact that the youth and young adults comprise the largest population amongst the entire target market. For instance, the assessment of the population and the target market is necessary for ensuring that the future of an investment is predicted. References Hartzell, S. 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