2. Understand the key innovative business drivers for organisational success.
Evaluate the relevance of the organisation’s mission and values in a dynamic environment. Assess the current and potential role technological innovations have on influencing organisational success. Analyse the process of creativity and innovation in an organisation by its drivers and barriers. Evaluate how organisational structures, processes and operations underpin strategy in a changing environment.
3. Understand the models and process of analysing business environment and design of Strategic marketing in different
3.1 Compare and contrast tools to undertake external and internal environmental analysis and find opportunities and threats in order to plan for strategic marketing.
London School of International Business | www.LSIB.co.uk
including strategic marketing analysis, marketing strategy objective setting, perceptual mapping, factor analysis, option evaluation, choice, formulation, implementation and control Links to corporate strategy: the nature of strategy and marketing links to corporate strategy e.g. Michael Porter; links to mission statement, organisational structure, corporate responsibility and ethics; dynamic strategy (Carpenter and Sanders); knowledge management systems. Relationship marketing: direct response marketing strategies e.g. offensive strategies, obtaining new customers, increasing customer purchase frequency; defensive strategies, increasing customer satisfaction and increasing switching costs; customer retention strategies e.g. product bundling, cross-selling, cross-promotions, loyalty programmes; customer satisfaction, customer life cycle value; personalised marketing. Vision and mission: influence of vision and mission; indicators of organisational performance; Leading the case for innovation: leadership styles and behaviours – strengths, adopting appropriate style for different circumstances; theory and practice of influencing and motivating others for creativity and innovation. theory and application of lateral thinking, visioning and problem-solving techniques; Obstacles and barriers to innovation: political, bureaucratic and resource barriers, techniques for addressing them, Models: organisation, industry and market environment situation analysis; Value chain analysis, Porter’s Five Forces model; PESTEL (political, economic, social, technological, environmental, legal) analysis, SWOT (strengths,
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