University of Greenwich Graduate Internship Programme. Welcome Jerry Allen

Transcription

1 University of Greenwich Graduate Internship Programme Welcome Jerry Allen

2 th Monday 5 November AdministraAon IntroducAon unal lunch CompeAtor Analysis

3 AdministraAon Passport/ID card P46 Bank details NI No. SelecAon of themes

4 Project themes Market research analysis Social Media MarkeAng Customer service evaluaaon Public sector Show of hands

5 Overview 5 preparatory days Mondays 5/11 CompeAtor Analysis 12/11 Market Research & Data Analysis 19/11 Social Media MarkeAng 26/11 PresentaAon & CommunicaAon 3/12 & Interview techniques & Report WriAng 4 weeks employer internship work experience

6 What it is. Benefits Relevant experience Enhance CV Reference/tesAmonial h\p://youtu.be/lpi1yc_50ey?t=54s

7 And what it s not. Promise of a job, A perfect soluaon but.

8 Graduate level internship Graduate level skills PreparaAon January work experience/internship Employability h\p://youtu.be/gtouehnutka

9 What makes you employable?

10 Interview skills Employability h\p://youtu.be/6u7klrwzu- c Graduate level skills h\p:// v=bv75y6suuhs&feature=share&list=plpxclm WsIEgm- 4GbuAOSs_AwhGo0RdPtx PresentaAon & communicaaon skills h\p://youtu.be/gvqbwudcieg

11 QuesAons?

12 Strategic Analysis of the Environment Prof Chris Birch

13 THREAT of new entrants Bargaining Power of suppliers CompeAAve Environment Bargaining Power of buyers THREAT of substitutes

14 Porter's 5 Forces analysis deals with factors outside an industry that influence the nature of compeaaon within it, the forces inside the industry (microenvironment) that influence the way in which firms compete, and so the industry s likely profitability is conducted in Porter s five forces model. A business has to understand the dynamics of its industries and markets in order to compete effec?vely in the marketplace. Porter (1980a) defined the forces which drive compeaaon, contending that the compe??ve environment is created by the interac?on of five different forces ac?ng on a business. In addiaon to rivalry among exisang firms and the threat of new entrants into the market, there are also the forces of supplier power, the power of the buyers, and the threat of subsatute products or services. Porter suggested that the intensity of compeaaon is determined by the relaave strengths of these forces.

15 Main Aspects of Porter s Five Forces Analysis The original compeaave forces model, as proposed by Porter, idenafied five forces which would impact on an organizaaon s behaviour in a compeaave market. These include the following: The rivalry between exisang sellers in the market. The power exerted by the customers in the market. The impact of the suppliers on the sellers. The potenaal threat of new sellers entering the market. The threat of subsatute products becoming available in the market.

16 Considerations of Porter s theory It is important to be aware that this model has further limitaaons in today's market environment; as it assumes relaavely staac market structures. Based originally on the economic situaaon in the eighaes with its strong compeaaon and relaavely stable market structures, it is not able to take into account new business models and the dynamism of the industries, such as technological innovaaons and dynamic market entrants from start- ups that will completely change business models within short Ames. For instance, the computer and sotware industry is oten considered as being highly compeaave. The industry structure is constantly being revoluaonized by innovaaon that indicates Five Forces model being of limited value since it represents no more than snapshots of a moving picture. Therefore, it is not advisable to develop a strategy solely on the basis of Porter s models (Kippenberger, 1998; Haberberg and Rieple, 2001), but to examine it in addi?on to other strategic frameworks of SWOT and PEST analysis. h\p://university- essays.tripod.com/porters_5_forces_analysis.html

17 Porter s 5 Forces useful web- based reading h\p://en.wikipedia.org/wiki/porter_five_forces_analysis h\p:// h\p:// and- dissertaaons/porter- 5- forces.php h\p:// store/lesson- five- forces.html h\p:// h\p:// h\p://university- essays.tripod.com/porters_5_forces_analysis.html

18 Strategic Analysis of the External Environment PEESTLE Prof Chris Birch

19 PEESTL analysis P PoliAcal E Economic E Ecological S Social T Technological L - Legal Defini?on of environmental analysis (business dic?onary.com) EvaluaAon of the possible or probable effects of external forces and condiaons on an organizaaon's survival and growth strategies. h\p:// intelligence.co.uk/help/q&a/quesaon14.htm h\p:// mgmt_strategic_environmental_analysis.html

20 All businesses and organisaaons operate in a changing world and are subject to forces which are more powerful than they are, and which are beyond their control. No business can survive without con?nued interac?on with the external environment, just as a ship at sea is subject to powerful natural forces of which it needs to be aware and deal with, organisaaons are influenced by forces in their external business environment. Any business strategy needs to take account of all these forces so that opportuniaes and threats can be idenafied and the organisaaon can navigate its way to success by matching its internal strengths to external opportuniaes. h\p://wiki.answers.com/q/ External_business_environment_analysis#ixzz1CXjIH32n

21 Strategic Analysis of the Environment SWOT Prof Chris Birch

22 Reading that has been sent... h\p:// h\p://tutor2u.net/business/strategy/global- business- global- strategy.html InternaAonal Journal of Management Reviews Volume 11 Issue 1 pp Current debates in global strategy - Mike W. Peng and Erin G. Pleggenkuhle- Miles h\p:// h\p:// analysis.htm h\p://tutor2u.net/business/strategy/swot_analysis.htm

23 SWOT analysis S Strengths W Weaknesses O OpportuniAes T - Threats S W O T SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, OpportuniAes, and Threats involved in a project or in a business venture. It involves specifying the objecave of the business venture or project and idenafying the internal and external factors that are favourable and unfavourable to achieve that objecave.

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26 Strategic EFFECTIVE INEFFECTIVE Doing the right thing EFFICIENT Operational INEFFICIENT Doing things right Thrive Survive Die Slow Die Quick

27 Strategic Marke?ng Analysis Ansoff/PLC/BCG Prof Chris Birch

28 Web-based reading from last week Price elas?city of demand h\p://tutor2u.net/economics/revision- notes/as- markets- price- elasacity- of- demand.html h\p:// h\p://en.wikipedia.org/wiki/price_elasacity_of_demand Factors of Produc?on h\p://en.wikipedia.org/wiki/factors_of_producaon h\p://tutor2u.net/economics/content/topics/introducaon/factor.htm h\p:// - factors- producaon php Josef Schumpeter h\p://en.wikipedia.org/wiki/joseph_schumpeter h\p:// h\p://transcripaons.english.ucsb.edu/archive/courses/liu/english25/materials/ schumpeter.html

29 Product Life Cycle PLC extension

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31 Boston Marketing Matrix

32 Ansoff Marketing Matrix

33 Web-based reading for this week h\p://tutor2u.net/business/strategy/ansoff_matrix.htm h\p:// h\p:// h\p://en.wikipedia.org/wiki/diversificaaon_(markeang_strategy) h\p:// matrix.html Ansoff h\p:// h\p:// store/lesson- boston- matrix.html h\p://en.wikipedia.org/wiki/growth- share_matrix BCG h\p:// h\p:// h\p://

34 Marke?ng Planning Prof Chris Birch Business and Enterprise EducaAon

35 SW Template - example Strengths Advantages of proposiaon? CapabiliAes? CompeAAve advantages? USP's (unique selling points)? Resources, Assets, People? Experience, knowledge, data? Financial reserves, likely returns? MarkeAng - reach, distribuaon, awareness? InnovaAve aspects? LocaAon and geographical? Price, value, quality? AccreditaAons, qualificaaons, ceraficaaons? Processes, systems, IT, communicaaons? Cultural, axtudinal, behavioural? Management cover, succession? Weaknesses Disadvantages of proposiaon? Gaps in capabiliaes? Lack of compeaave strength? ReputaAon, presence and reach? Financials? Own known vulnerabiliaes? Timescales, deadlines and pressures? Cashflow, start- up cash- drain? ConAnuity, supply chain robustness? Effects on core acaviaes, distracaon? Reliability of data, plan predictability? Morale, commitment, leadership? AccreditaAons, etc? Processes and systems, etc? Management cover, succession?

36 OT Template - example Opportuni?es Market developments? CompeAtors' vulnerabiliaes? Industry or lifestyle trends? Technology development and innovaaon? Global influences? New markets, veracal, horizontal? Niche target markets? Geographical, export, import? New USP's? TacAcs - surprise, major contracts, etc? Business and product development? InformaAon and research? Partnerships, agencies, distribuaon? Volumes, producaon, economies? Seasonal, weather, fashion influences? Threats PoliAcal effects? LegislaAve effects? Environmental effects? IT developments? CompeAtor intenaons - various? Market demand? New technologies, services, ideas? Vital contracts and partners? Sustaining internal capabiliaes? Obstacles faced? Insurmountable weaknesses? Loss of key staff? Sustainable financial backing? Economy - home, abroad? Seasonality, weather effects?

37 PE Template - example Poli?cal ecological/environmental issues current legislaaon home market future legislaaon internaaonal legislaaon regulatory bodies and processes government policies government term and change trading policies funding, grants and iniaaaves home market lobbying/pressure groups internaaonal pressure groups wars and conflicts Economic home economy situaaon home economy trends overseas economies and trends general taxaaon issues taxaaon specific to product/services seasonality/weather issues market and trade cycles specific industry factors market routes and distribuaon trends customer/end- user drivers interest and exchange rates internaaonal trade/monetary issues

38 ST Template - example Social lifestyle trends demographics consumer axtudes and opinions media views law changes affecang social factors brand, company, technology image consumer buying pa\erns fashion and role models major events and influences buying access and trends ethnic/religious factors adverasing and publicity ethical issues Technological compeang technology development research funding associated/dependent technologies replacement technology/soluaons maturity of technology manufacturing maturity and capacity informaaon and communicaaons consumer buying mechanisms/technology technology legislaaon innovaaon potenaal technology access, licencing, patents intellectual property issues global communicaaons

39 EL Template - example Environmental Global policy Global pressure Scarcity Sustainability Health and wellbeing Costs of ecological destrucaon Risks of ecological destrucaon Societal axtudes Brand impact Legal RegulaAon and Compliance NaAonal legal drivers Global legal drivers Influence of Pressure groups Risk of neglect Brand damage from adverse legal case Personal legal liability for Board

40 Porter s 5 force analysis a 6 th force? the threat of doing nothing?

41 Porter s 5 forces references h\p:// and- dissertaaons/porter- 5- forces.php h\p:// h\p://

42 Porter s five generic descrip?ons of industries: Fragmented (Agriculture / ConstrucAon) Emerging (Renewable energy) Mature (AutomoAve / Television) Declining (Film processing) Global (Sotware, IT soluaons) Eg. h\p://planningskills.com/glossary/186.php Make short notes on each of the above and think about their implications in regards to marketing planning

43 Boston Marketing Matrix

44 Ansoff Marketing Matrix

45 Ge_ng your evidence Prof Chris Birch

46 Data / Informa?on Primary sources Secondary sources Mintel Web- based Trade Reports Government Reports QualitaAve data QuanAtaAve data

47 Traditional Your marketing mix Product Price Place PromoAon Services Process Physical resources People New? ParAcipaAon PercepAon PersonalisaAon

48 Segmenta?on, Targe?ng and Posi?oning (STP) Core principle you can t sell everything to everyone! So, you have to SEGMENT the market... Into common Groups (?) by geography - locaaon by psychographics lifestyle / aspiraaon by socio- cultural factors social class, religion, ethnicity, educaaon by demography - age, gender by behaviours usage rate, price sensiavity, brand loyalty by benefits features, funcaonality Targeting is FOCUS within the segment can cross-cut Positioning takes account of your COMPETITORS YOUR USP???

49 Context Collect Evaluate the value of data Collate Action Analyse Process

50 Data Base Management Data deteriorates Data purging Data renew GIGO Data updating Data review Data planning Pro-active v Re-active