Essays on 3 Different Levels of Planning, Nature of the Non-Marketing Capabilities Assignment

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In general, the paper "3 Different Levels of Planning, Nature of the Non-Marketing Capabilities " is a perfect example of a marketing assignment. Planning involves the formulation strategies, through which strong recommendations regarding the achievement of a company’ s mission and objectives are produced. These strategies are formed at three levels; (1) Corporate Level (Strategic Plan), (2) Business Level (Business Plan), and (3) Functional Level (Operational Plan), each with a different focus (Ghemawat, 2001). Corporate Level (Strategic Plan) At this level, broad decisions regarding the entire company’ s space and course are made.

They entail the company’ s growth objective and strategy for attaining it, its business lines, plus the manner in which these lines of business fit together (Ghemawat, 2001). This level also involves three components: (a) growth/directional strategy, (b) portfolio strategy, and (c) parenting strategy. The key elements involved are; The required moves to inaugurate positions in different businesses and reach an apt volume and kind of diversification. Decisions made at this level touch on the number, type, and particular lines of business the company would be in. Initiation of actions to improve the collective performance of the company’ s different businesses. Looking for ways to capture dear cross-business strategic fits and seizure them into competitive advantages, for instance, technology transfer, procurement leverage, and operating facilities. Establishment of investment priorities and allocation of additional resources into top money-spinning LOB's. Competitive Strategy (Business Plan) At this level, decisions are made on the manner in which the company will compete in each line of business (LOB) or strategic business unit (SBU) that has been chosen.

The company focuses on building and boosting its competitive standing for each of its LOB together with developing and sustaining its competitive advantages.

The central thrust is to build uniquely stout competencies in one or several areas essential to succeed and use them to sustain a competitive advantage over competitors, for instance, better sales and distribution capabilities, use of superior technology and/or product features, and superior customer service. This is all about being different (Ghemawat, 2001). Functional Level (Operational Plan) At this level, the localised and shorter-horizon strategies deal with the way in which each functional area and unit will execute its activities effectively and through optimal resource usage. Operational plans are reasonably short-term activities that each functional unit in a company will conduct to execute the extensive, longer-term strategic plans and business plans.

Each one functional unit has several strategic choices that relate with and must be consistent with the total company strategies (Ghemawat, 2001). There is greater specificity and mainly involves operating managers. Examples include key functional areas of finance, marketing, production, research and development, and human resources management. Q2. Identify and briefly describe the nature of the non-marketing capabilities that should be taken into account as part of the situation analysis. In order for a company to realise its objectives, it has got to formulate a strategic plan to accomplish those objectives by assessing its current situation.

This involves scanning both the external and internal environments through a process called satiation analysis. Every so often, changes in the external environment offer fresh opportunities and different methods to realise the objectives. The two key aspects involved in the external environment are the macro-environment and the micro-environment. The macro-environment affects all firms in all industries; it includes the analysis of political, economic, social-cultural, technological factors, legal, and environmental factors (PESTLE analysis).

On the other hand, the micro-environment merely affects the firms in a given industry. Porter's five-force model is commonly used in industry analysis.

References

Dolan, R. J. (1990). ‘Perceptual Mapping: A Manager's Guide’. Harvard Business School, 9-590-121

Ghemawat, P. (2001). Strategy and the business landscape. Upper Saddle, NJ: Prentice Hall.

Kemelgor, H.B, Johnson, S.D, and Srinivasan, S. (2010). Forces Driving Organisational Change: A Business School Perspective, University of Louisville, Kentucky.

Martins, E.C. and Terblanche, F. (2003). Building organizational culture that stimulates creativity and innovation. European Journal of Innovation Management, 6(1) 64-74.

Porter, M.E. (2008). The Five Forces that Shape Strategy. Harvard Business Review.

Smith, S.M. (2005). ‘Conjoint Analysis Tutorial’. Viewed 3 November 2014, .

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