By Marketing Knowledge
Designed particularly with revision in brain, the CIM Revision playing cards supply concise, but primary details to aid scholars in passing the CIM tests as simply as attainable. a transparent, conscientiously established format aids the training technique and guarantees the foremost issues are lined in a succinct and available demeanour. The compact, spiral sure layout permits the playing cards to be carried round simply, the content material hence constantly being to be had, making them useful assets regardless of the place you're. beneficial properties similar to diagrams and bulleted lists are used all through to make sure the main issues are displayed as sincerely and concisely as attainable. each one part starts off with an inventory of studying results and ends with tricks and guidance, thereby making sure the content material is damaged down into attainable thoughts and will be simply addressed and memorised. * Written in particular for revision reasons as a result basically that includes the foremost options that have to be discovered * rigorously designed to let issues to be simply extracted and memorised with no clouding them in more info * Accompanies the CIM Coursebook and MarketingOnline web site to supply a whole suite of goods to aid the CIM skills
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Additional info for CIM Revision Cards: Marketing Environment 04/05
2) Customers l Pressure via reduced purchases, boycott and complaint Recognize the behavior of organizations has become everybody’s business l Know who the critical stakeholders are Expect value for money, quality products and service l Map stakeholders by level of interest in the organization and their power to influence outcomes l Use internal and external marketing to resolve or balance stakeholder conflicts l Keep key stakeholders well informed and on-side Employees Pressure via absenteeism, low morale and work rate Expect fair wage, skill development, job satisfaction Suppliers Pressure via low priority service, supplying rivals Expect prompt payment, clear supply schedules Distributors Pressure via stocking rival/own brands, delay payment Expect just-in-time supplies, promotional support, etc.
Kotler) ~ All these strategies are competitive options Market reality suggests collaboration as an alternative or complementary strategy Strategy matches strengths/weaknesses of one’s resources to risks/opportunities of external environment The ultimate in collaboration involves cartels. g. g. g. 2 and Unit 4) Involves the gathering and interpretation of intelligence from diverse sources on key rivals with the aim of achieving a competitive edge by: Collecting Information and its Interpretation and Presentation are key marketing skills Awareness of information on the marketing environment provides: 3 A basis for segmenting customers 3 Identifying emerging market trends and patterns 3 Forming/deepening customer or other relationships 3 Understanding of industry sales patterns, production capacities, stock levels and future plans 3 Understanding competitors, potential entrants, suppliers/distributors via analysis of balance sheets, pricing structures, market shares, marketing mix, etc.
G. g. e. package holidays with hot tubs n May involve substitute material, alternative technology, new distribution channel (e-business) n Intense future rivalry if substitute price/ performance ratio is high n Switching costs are very low n Buyers are informed and willing to search MARKETING ENVIRONMENT 35 ANALYSIS OF THE COMPETITIVE ENVIRONMENT Threat of new entry n Entry causes supply capacity to rise tending to reduce prices and increase input costs n High profitability attracts entry but barriers may delay it n Entry is less likely where: l Existing profitability low l Barriers to entry are very high l Economies of scale fully exploited l Set-up capital requirements high l Brand loyalty is high l Switching costs are high l Potential entrant expects fierce retaliation Bargaining power of suppliers Can squeeze profit and redistribute value added Supplier power in future depends on: l The degree of supplier concentration l Substitutability between suppliers l Switching costs involved l Threat of forward integration Bargaining power of buyers This depends on: Price sensitivity: some cherry-pick for best value Buyer leverage: depends on market knowledge; availability of good substitutes; switching costs; importance of purchases to seller; buyer size, etc.