Marketing strategies Essay Example for Free

Marketing strategies endeavorThe word scheme is derived from the Greek word stratgos stratus (meaning army) and ago (meaning leading/moving).dodge is an action that managers see to attain hotshot or more of the organizations goals. Strategy discharge excessively be f all in all outlined as A general direction set for the comp individually and its various components to achieve a desired state in the future. Strategy results from the detailed strategic readying process.A schema is all about integrating organizational activities and utilizing and allocating the scarce re seeded players within the organizational environment so as to meet the present objectives. While planning a scheme it is essential to consider that decisions ar non taken in a vaccum and that any act taken by a flying is credibly to be met by a reaction from those affected, competitors, customers, employees or suppliers.Strategy butt end also be de elegantd as knowledge of the goals, the uncertai nty of events and the need to take into consideration the likely or actual demeanour of otherwises. Strategy is the blueprint of decisions in an organization that shows its objectives and goals, reduces the divulge policies, and plans for achieving these goals, and defines the personal credit line the ships lodge is to carry on, the type of scotch and human organization it wants to be, and the contribution it plans to trifle to its shareholders, customers and society at large.Features of strategic instructionStrategy relates the firm to its environment, government agencyicularly the impertinent environ-ment in all actions whether objective setting, or actions and resources take for its achievement. This definition emphasizes on the systems approach path of management and treats an organization as part of the society consequently affected by it. Strategy is the decline combination of factors both external and cozy. In relating an organization to its environment, the ma nagement must also consider the internal factors too, particularly its strengths and weaknesses, to take various courses of action.Strategy is relative combination of actions. The combination is to meet a particu-lar condition, to acquit certain problems, or to attain a desirable objective. It whitethorn take any form for any situation varies and, therefore, requires a somewhat different approach. Strategy may even involve contradictory action. Since strategic action depends on environmental variables, a manager may take an action today and fiat or reverse his stones throws tomorrow depending on the situations. Strategy is for shelter looking. It has orientation towards the future. strategical ac-tion is required in a untested situation. Nothing- impertinently requiring solutions can exist in the past, and so outline is relevant except to the future.ProcessThe strategic management process is more than erect a set of rules to follow. It is a philosophic approach to channel . Upper management must think strategically first, then apply that thought to a process. The strategic management process is outdo implemented when everyone within the byplay understands the strategy. The five stages of the process are goal-setting, analysis, strategy formation, strategy implementation and strategy monitoring. 1. Goal-SettingThe purpose of goal-setting is to clarify the vision for your business. This stage consists of identifying three key facets First, define both short- and long-term objectives. Second, identify the process of how to accomplish your objective. Finally, customize the process for your staff, burst from each one person a task with which he can succeed. Keep in mind during this process your goals to be detailed, realistic and match the values of your vision. Typically, the final flavor in this stage is to write a missionary station statement that succinctly communicates your goals to both your shareholders and your staff. 2. AnalysisAnalysis is a key stage because the knowledge gained in this stage will shape the bordering two stages. In this stage, gather as lots development and data relevant to accomplishing your vision. The focus of the analysis should be on understanding the needs of the business as a sustainable entity, its strategic direction and identifying initiatives that will help your business grow. Examine any external or internal issues that can affect your goals and objectives. Make sure to identify both the strengths and weaknesses of your organization as salubrious as any threats and opportunities that may arise along the path. 3. Strategy FormulationThe first step in forming a strategy is to review the randomness gleaned from completing the analysis. Determine what resources the business currently has that can help stool the defined goals and objectives. Identify any areas of which the business must seek external resources. The issues liner the party should be prioritized by their importance to you r success. Once prioritized, begin formulating the strategy. Because business and economic situations are fluid, it is captious in this stage to develop alternative approaches that target each step of the plan. 4. Strategy Implementation in(predicate) strategy implementation is critical to the success of the business venture. This is the action stage of the strategic management process. If the overall strategy does not work with the business current structure, a unseasoned structure should be installed at the beginning of this stage. Everyone within the organization must be made clear of their responsibilities and duties, and how that fits in with the overall goal. Additionally, any resources or funding for the venture must be secured at this point. Once the funding is in site and the employees are ready, execute the plan. 5. Evaluation and ControlStrategy evaluation and control actions include performance measurements, lucid review of internal and external issues and qualific ation corrective actions when necessary. Any successful evaluation of the strategy begins with be the parameters to be measured. These parameters should mirror the goals set in Stage Types of strategic management1. Functional strategiesFunctional strategy- picking of decision rules in each usable area. Thus, functional strategies in any organization, some (e.g., merchandise strategy, monetary strategy, etc.). It is desirable that they have been fixed in writing. In particular, functional strategies are as followsProduction strategy( make or buy) defines what the company produces itself, and that purchases from suppliers or partners, that is, how far worked out the production chain. Financial Strategy- to select the main source of funding the development of their hold funds (depreciation, profit, the issue of shares, etc.) or through debt financing (bank loans, bonds, commodity suppliers credits, etc.). organisational strategy- decision on the organization of the staff (choos e the type of organizational structure, compensation system, etc.).May be allocated and other functional strategies, for example, the strategy for research and experimental development (R D), investment strategy, etc. In addition, each of the functional strategies can be divided into components. For example, organizational strategy can be divided into three components strategy of building organizations to select the type of structure (divisional, functional, project, etc.) strategy to work with the staff a way of knowledge (mainly administrative staff), training of staff (in a business or educational institutions), career planning, etc.Strategy wages (in the broader sense rewards and penalties) in particular, the approach to the compensation of senior managers (salary, bonuses, profit sharing, etc.). Organization for the implementation of the strategy at the functional area responsible senior special(prenominal)ist (Ch. Engineer, Director of Finance), at the go-a bespeak di rect the general director or director of the department, at the level of groups of companies a collegiate body (management, climb on of directors).2. Human resourcesRole in Strategy Formulation HRM is in a unique position to ply competitive intelligence that may be useful in strategy formulation. Details regarding advanced incentive plans apply by competitors, opinion survey data from employees, elicit information about customer complaints, information about pending legislation etc. can be provided by HRM. Unique HR capabilities apparitional service as a driving force in strategy formulation.3. Marketing strategiesMarketing management is a business discipline which is focused on the practical application of marketing techniques and the management of a firms marketing resources and activities. Globalization has led firms to market beyond the borders of their home countries, making international marketinghighly significant and an integral part of a firms marketing strategy. Ma rketing managers are often responsible for influencing the level, timing, and composition of customer demand authoritative definition of the term. In part, this is because the role of a marketing manager can vary significantly found on a businesss size, incarnate culture, and industry context.For example, in a large consumer products company, the marketing manager may act as the overall general manager of his or her assigned product. To create an effective, live-efficient marketing management strategy, firms must possess a detailed, objective understanding of their own business and the market in which they operate. In analyzing these issues, the discipline of marketing management often overlaps with the related discipline of strategic planning. To achieve the desired objectives, marketers typically identify one or more target customer segments which they intend to pursue. Customer segments are often selected as targets because they score highly on two dimensions1) The segment is attractive to serve because it is large, growing, makes shop at purchases, is not price sensitive (i.e. is willing to gestate high prices), or other factors and 2) The company has the resources and capabilities to make out for the segments business, can meet their needs better than the competition, and can do so profitably. 3 In fact, a unremarkably cited definition of marketing is simply meeting needs profitably. 4. Financial strategyTo get the most out of your financial resources and achieve sustainability youll need to successfully manage all your funding and financing sources in an overarching strategy for your organisation. Many organisations manage income from a number of different funding and finance sources from donations, reserves, contracts and income generated from trading. A financial strategy enables your organisation to assess your financial needs and the sources of support required to meet your objectives and fulfil the organisational mission, whilst also plann ing for continued ingathering to enable stability. Youre financial strategy will derive from your mission. So the first step is to clearly define why you exist and you plan to achieve your mission before preparing any budgets.Cadbury taradiddleBirmingham 1824 bum Cadbury was one of ten children of Richard Tapper Cadbury, a big Quaker who had moved to Birmingham, England from the West terra firma in 1794. In 1824, 22-year-old rump Cadbury opened his first shop at 93 Bull Street, next to his grows drapery and silk business in the then fashionable part of Birmingham. Apart from selling tea and coffee, washbowl Cadbury sold hops, mustard and a new sideline hot chocolate and drinking chocolate, which he prepared victimization a mortar and pestle. chocolate and drinking chocolate had been introduced into England in the 1650s but remained a luxury enjoyed by the elite of English society.Customers at John Cadburys shop were amongst the most prosperous Birmingham families, the only ones who could afford the delicacy. Cocoa beans were imported from South and Central America and the West Indies. Experimenting with his mortar and pestle, John Cadbury produced a range of chocolate and chocolate drinks, the latter with added sugar.The products were sold in blocks customers scraped a little off into a cup or saucepan and added hot milk or water. John Cadbury had a considerable flair for advertising and promotion. John Cadbury is wishful of introducing to particular notice Cocoa Nibs, prepared by himself, an article affording a most nutritious drink for breakfast, announced his first advertisement in the Birmingham Gazette in March 1824. He soon found himself as one of the leading coffee and drinking chocolate traders in Birmingham.The popularity and growing sales of John Cadburys chocolate and drinking chocolate of superior quality determined the future direction of the business. In 1831, John Cadbury rented a small factory in Crooked Lane not far from his sh op. He became a manufacturer of drinking chocolate and umber, laying the foundation for the Cadbury chocolate business. These early hot chocolate and drinking chocolates were equilibrise with potato starch and sago flour tocounter the high chocolate butter content, while other ingredients were added to give healthy properties. By 1842, John Cadbury was selling sixteen lines of drinking chocolate and cocoa in stripe and powder forms. The Quaker InfluenceThe Cadbury family were prominent members of the Society of Friends or Quakers, one of the many nonconformist religious groups formed in the 17th century. Their strong beliefs carried into campaigns aimed at ending poverty and deprivation and many prominent Quaker-run businesses were part of reforms of mixer and industrial society in Victorian Britain. John Cadburys lifelong involvement with the temperance Society influenced the direction of his business enterprise. By providing tea, coffee, cocoa and chocolate as an alternative to alcohol he felt he was helping to alleviate some of the alcolohol-related causes of poverty and deprivation amongst working nation. He also incorporated some of these principles in his industrial tellings philosophy. (See A Progressive Workplace) Cadbury Brothers of BirminghamJohn CadburyAs the enterprise prospered, in 1847 John Cadbury rented a larger factory in Bridge Street, off Broad Street, in the centre of Birmingham and went into partnership with his brother Benjamin trading as Cadbury Brothers of Birmingham. The retail side of the business in Bull Street was passed to a nephew, Richard Cadbury Barrow in 1849. Barrow Stores, as it became, traded in Central Birmingham until the 1960s. A major turning point for the cocoa and chocolate industry came in the mid-1850s, when taxes on imported cocoa beans were reduced by Prime Minister William Gladstone.The previously prohibitive chocolate products were now within the reach of the larger population. Cadbury Brothers authori zed their first Royal Warrant on February 4, 1854 as manufacturers of cocoa and chocolate to Queen Victoria. The company continues to hold royal warrants of appointment. During the 1850s business began to decline. The partnership between the first Cadbury brothers was dissolved in 1860, a catchy time in the companys history. John Cadburys sons Richard and George, who had joined the company in the 1850s, became the second Cadbury brothers to run the business when their father retired due to failing health in 1861. John Cadbury devoted the rest of his life to civic and social work in Birmingham until his death in 1889.Although they had worked in their fathers business for some old age, the prospects for Richard. 25, and George, 21, were daunting. Their first five years were a period of unremitting toil with few customers, long hours and very frugal living. Both gravely considered taking up other vocations Richard as a surveyor in England and George as a tea planter in India. Geor ge was focused on manufacturing, and Richard with sales, but in the early days both brothers went out and promoted their goods. collectible to their dedication, sheer hard work and improvements in the quality of Cadbury cocoa products, the business survived and prospered. Technological AdvancementsHistoric packageDissatisfied with the quality of cocoa products, including their own, the Cadbury brothers took a momentous step in 1866 that not only had a bearing on their business but revolutionised the whole of the British cocoa business. Until that time English cocoa had been heavily adulterated with starch substances like potato flour or sago to mask the excess cocoa butter. The cocoa drink, as described by George Cadbury himself, was a comforting gruel. Following a visit to the cutting edge Houten factory in Holland to see their new cocoa complot, the brothers introduced this new process to their Bridge Street factory. The press removed some of the cocoa butter from the beans, p roducing a less rich and more palatable cocoa essence the forerunner of the cocoa we know today.There was no need to add flour and Cadburys new cocoa essence was advertised as Absolutely puretherefore Best At that time there was much concern in Parliament about the adulteration of food, including cocoa. The new unadulterated Cadburys cocoa essence was tell as a major breakthrough and resulted in the passing of the Adulteration of Food Acts in 1872 and 1875. Cadbury received a remarkable amount of free publicity during this period and sales increased dramatically. The marketing of this cocoa essence helped turn a small business into a vast worldwide company.The introduction of cocoa essence was not the only innovation that improved the Cadbury Brothers trade. The plentiful supply of cocoa butter stay after the cocoa was pressed made it possible to produce a wide variety of new kinds of eating chocolate, leading to the development of the smooth creamy chocolate produced today. The q uality of the chocolates made by the company following the introduction of the cocoa press was such that in the 1870s, Cadbury broke the monopoly which French producers had previously enjoyed in the British Market.Cadburys Chocolate BoxA chocolate for eating had been produced at the Cadbury factory since 1849 but it was not, by todays standards, a very palatable product. With the availability of cocoa butter a new chocolate normal produced chocolate similar to that which we enjoy today. Refined plain chocolate was made for moulding into blocks or making exclude and chocolate creams that with chocolate-covered fruit-flavoured centres. Cadburys stick out chocolates- or assortments as they are now called were sold in adorn boxes, with small pictures that children could cut out to stick into scrapbooks.Richard Cadbury applied his considerable artistic talents to introduce more thought-provoking and attractive box designs from his own paintings, using his own children as models or depicting flowers and scenes from his travels. They were the first British-made fancy chocolate boxes and were very popular. almost of his original boxes still exist. Elaborate chocolate boxes were much prized as special gifts by the late Victorians as they could later be used as trinket or handout boxes.Chocolate box designs ranged from superb velvet covered caskets with bevelled mirrors and silk lined jewel boxes to pretty boxes with pictures on the lid. The popularity of these excellent Cadbury boxes continued until their disappearance during the Second World War. Victorian and Edwardian chocolate boxes are now collectors items. Cadbury Brothers LtdThe business became a private limited company Cadbury Brothers Limited in 1899 following Richard Cadburys sudden death at the age of 63. George Cadbury became chairman of the new board and his fellow directors were Barrow and William A. Cadbury, sons of Richard and two of his own sons, Edward and George Cadbury Junior. By 1899, th e Bournville factory had trebled in size with more than 2,600 employees. With the formation of the limited company, Bournville entered a new era as the junior members of the Board introduced new ideas analytical laboratories, advertising and cost offices, a sales department, works committee, medical department, bonus funds, education and training for employees.The Bournville factory site became a series of factories within a factory, as everything needful for the business was produced on site, including tin box pressing plants, carton making units, a design studio and printing plant. This policy continued until well after the Second World War when the rationalisation of the business to mainstream activity production and marketing of chocolate confectionery- led to the use of outside specialised suppliers for ancillary items. .Cadbury India began its trading operations in India in 1948 by importing chocolates. It now has manufacturing facilities in Thane, Induri (Pune) and Mal anpur (Gwalior), Bangalore and Baddi (Himachal Pradesh) and sales offices in New Delhi, Mumbai, Kolkata and Chennai. The corporate head office is inMumbai. Since 1965 Cadbury has also pioneered the development of cocoa cultivation in India. For over two decades, Cadbury has worked with theKerala clownish University to undertake cocoa research. Cadbury was incorporated in India on 19 July 1948. Currently, Cadbury India operates in five categories Chocolate confectionery, Beverages, Biscuits, mucilage and Candy.Some of the key brands are Cadbury dairy farm milk, Bournvita, 5 Star, Perk, Bournville, Celebrations, Gems, Halls, clairs, Bubbaloo, Tang and Oreo. Its products include Cadbury Dairy Milk, Dairy Milk Silk, Bournville, 5-Star, Perk, Gems (a version of MMs), Eclairs,Bournvita, Celebrations, Bilkul Cadbury Dairy Milk Shots, Toblerone, Halls, Tang and Oreo. It is the market leader in the chocolate confectionery business with a market share of over 70%. ProductsMajor chocolate brands produced by Cadbury include the bars Dairy Milk, Crunchie, Caramel, Wispa, Boost, Picnic, Flake, nappy Wurly, Chomp, and Fudge chocolate Buttons the boxed chocolate brand Milk Tray and the twist-wrapped chocolates Heroes.As well as Cadburys chocolate, the company also owns Maynards and Halls, and is associated with several types of confectionery including former Trebor and Bassetts brands or products such as licorice Allsorts, Jelly Babies, Flumps, Mints, Black Jack chews, Trident gum, and Softmints. Notable product introductions include1866 Cocoa Essence1875 Easter nut1897 Milk Chocolate and Fingers1905 Dairy Milk1908 Bournville1914 Frys Turkish Delight1915 Milk Tray1920 Flake1923 Creme Egg (launched as Frys)1926 Cadbury Dairy Milk Fruit Nut1929 Crunchie (launched as Frys)1938 Roses1948 Fudge1958 Picnic1960 Dairy Milk Buttons1968 Aztec1970 Curly Wurly1974 Snack1976 Double Decker1981 Wispa (relaunched 2007)1985 Boost1987 Twirl1992 Time Out1995 Wispa Gold (relaunched 2009 a nd 2011)1996 Fuse2001 Brunch Bar, ambitiousness and Flake Snow2009 Dairy Milk Silk2010 Dairy Milk cheer2011 Big Race oreo cookie2012 Marvellous Creations and Crispello.Advertising controversyIn May 2011 the model Naomi Campbell described the new advertisement for the Bliss bar as insulting and hurtful. Reacting to the advertisement, which had the tag line Move over Naomi there is a new diva in town, Campbell said, I am shocked. Its upsetting to be described as chocolate, not just for me, but for all unappeasable women and black people. I do not find any witticism in this.A spokesperson for the company insisted that the campaign was a light-hearted take on the social pretensions of Cadbury Dairy Milk Bliss. The campaign was, he later added, no longer in circulation we have no plans to adopt the campaign. Reacting to Campbells outburst, comedian Reginald D. Hunter, on the BBC television comedy quiz Have I Got News For You, suggested that it was complimentary for black people to be compared to chocolate, and that enjoyment of the Bliss bar might even be enhanced by a love of black people.Health and safety2006 Salmonella scareOn 19 January 2006, Cadbury Schweppes detected a rare strain of the Salmonella bacteria, affecting seven of its products, said to have been caused by a leaking pipe. The leak occurred at itsMarlbrook plant, in Herefordshire, which produces chocolate crumb mixture the mixture is then transported to factories at Bournville and formerly Somerdale to be turn into milk chocolate.It was not until around six months after the leak was detected that Cadbury Schweppes officially notified the Food Standards Agency, before long after which it recalled more than a million chocolate bars. In December 2006, the company announced that the cost of dealing with the contamination would reach 30 million. In April 2007, Birmingham City Council announced that it would be prosecuting Cadbury Schweppes in relation to three alleged offences of breaching food safety legislation. At that time, theHealth Protection Agency identified 31 people who had been infected with Salmonella Montevideo.One of the alleged victims had to be kept on a hospital isolation ward for five days after eating a Cadburys caramel bar. An investigation being carried out at that time by Herefordshire Council led to a further six charges being brought. The company pleaded guilty to all nine charges, and was fined one million pounds at Birmingham Crown Courtthe sentencing of both cases was brought together.70 Analysts have said the fine is not material to the group, with mitigating factors adjustment the fine being that the company quickly admitted its guilt and said it had been irrational that the infection did not pose a threat to health.Head officeCadburys head office is the Cadbury domicil in the Uxbridge Business Park in Uxbridge, London Borough of Hillingdon, England. The building occupies 84,000 square feet (7,800 m2) of space inside twist 3 of the busines s park. Cadbury, which leases space in the building it occupies, had relocated from central London to its current head office. Cadburys previous head office was in 25 Berkeley Square in Mayfair, City of Westminster. In 1992 the company leased the space for 55 per 1 square foot (0.093 m2). In 2002 the company agreed to pay 68.75 per square foot.The Daily Telegraph reported in 2007 that the rent was expected to increase to a quantitative sum. In 2007 Cadbury Schweppes had announced that it was moving to Uxbridge to cut costs. As of that year the head office had 200 employees. after the Kraft Foods acquisition of Cadbury, Kraft announced that the Cadbury head office would remain the Cadbury House. Mission statement of cadbury.Cadburys mission statement says simply Cadbury means quality this is our promise. Our reputation is built upon quality our commitment to straight improvement will ensure that our promise is delivered . VisionThe Vision into action (VIA) plan embodies all aspect s of our strategy. Our brass objective is to deliver superior shareowner returns by realizing our vision to be the worlds biggest and best confectionery company. At the heart of our plan is our financial scorecard, judiciously reinforced by our priorities, commitments and culture . focus information strategy.A management information system (MIS) provides information that organizations require to manage themselves efficiently and effectively.1 trouble information systems are typically computer systems used for managing five primary components 1.) Hardware, 2.) Software, 3.) Data (information for decision making), 4.) Procedures (design,development and documentation), and 5.) mountain (individuals, groups, or organizations). Management information systems are distinct from other information systems, in that they are used to analyze and facilitate strategic and operational activities.2Academically, the term is commonly used to refer to the study of how individuals, groups, and organ izations evaluate, design, implement, manage, and employ systems to generate information to improve efficiency and effectiveness of decision making, including systems termed decision support systems, expert systems, and executive director information systems.2 Most business schools (or colleges of business administration within universities) have an MIS department, alongside departments of accounting, finance, management, marketing, and sometimes others, and grant degrees (at undergrad, masters, and PhD levels) in MIS. Characteristics of management information strategiesStrategic information management is a salient feature in the world of information technology (IT). In a nutshell, strategic information management helps businesses and organizations categorize, store, process and expatriation the information they create and receive. It also offers tools for helpingcompanies apply metrics and analytical tools to their information repositories, allowing them to recognize opportuniti es for growth and pinpoint ways to improve operational efficiency. AutomationIT professionals design strategic information management systems to automatize the management of incoming and outgoing information to the greatest possible degree. While each company has its own unique IT needs, strategic information management systems typically include built-in controls that filter, sort, categorize and store information in easy-to-manage categories.CustomizationStrategic information management systems are typically customized to meet the unique needs of each individual company. Incoming and outgoing data can be sorted and cross-referenced according to a wide range of individually specified controls and parameters, which include the companys business verticals and horizontals, individual clients, demographics, geographic location and business function.Strategic information management systems are extensively categorized, allowing for an optimal level of organization. Access controls can be as strict or as lax as the client wants, allowing for company-wide rile to information databases or limiting information accessibility to key personnel. User-specific controls can also be set, in case employees need access to certain information but management wants to limit their access to sensitive data.BenefitsThe benefits of strategic information management can be felt from the executive level right down to the functional staff level. It can help businesses expand their operations into new areas, set goals, measure performance and improve overall productivity.RisksSome of the risks involved with strategic information management systems include implementation challenges, incompatibility with client databases and human error. As with other IT management techniques, data protection and information security is also an on-going concern.ConclusionCadbury is one of the best known brands in the world today. It is a brand which is associated with high levels of quality and customer sa tisfaction. The ongoing growth of Caf Cadbury provides a flagship that further helps to enhance the reputation of the Cadbury Masterbrand. At the same time, it provides customers with the opportunity to indulge themselves in the enjoyment of high quality products in a welcoming environment.