Internal Analysis

Question 1

BHAG

Answer 1

big hairy audacious goal

Question 2

smart objectives

Answer 2

specific
measurable
achievable
realistic and relevant
time bound

Question 3

what is a strategy

Answer 3

a gameplan for long run survival given a specific situation, opportunities and resources

Question 4

what is a gameplan

Answer 4

an action plan for successfully achieving your goal

Question 5

swot analysis

Answer 5

strengths
weaknesses
opportunities
threats

Question 6

what is strategic planning

Answer 6

strategic planning is the process of developing and maintaining a strategic fit between the organizations goals and capablities and the ever changing external environment

Question 7

STRATEGIC PLANNING IS A PROCESS

Answer 7

Mission statement and market definition
internal analysis + external analysis
swot
organizational goals and strategies
marketing goals and strategies
market strategies = 4Ps and marketing execution

Question 8

internal analysis + external analysis

Answer 8

buyers analysis
industry analysis
competitor analysis
distribution analysis

Question 9

levels of strategic planning

Answer 9

Concern or company
strategic business units (SBU)
product or market combination (PMC)
goals of a plan or strategy on a lower level must fit with a higher level

Question 10

Concern or company

Answer 10

mission and vision
industry play field
margers and acquisitions
5y or 3y strategic plan

Question 11

strategic business units (SBU)

Answer 11

a division product line within a division or even a single product or brand with its own mission, objectives, customers and competitors and for which a separate strategic business plan can or should be created

Question 12

product or market combination (PMC)

Answer 12

clearly defined product group, targeted towards a clearly defined market

Question 13

vision statement

Answer 13

a vision statement focuses on tomorrow and depicts the future the organization seeks to create

Question 14

a mission statement

Answer 14

focuses on today and what an organization does to achieve it

Question 15

both mission and vision

Answer 15

vital in directing goals, a vision is related to a BHAG and a mission is related to business objectives

Question 16

in short the vision is the .. and the mission is the .. and …

Answer 16

why, what and how

Question 17

market definition

Answer 17

demarcation of the activities, business domain
describes how the basic needs of the customer are served and the solutions he can look for
model of abell and hammond

Question 18

model of abell and hammond

Answer 18

what: served customer fuctions
for whom: served customer groups
how: technologies utilized

Question 19

abell and hammond diagram

Answer 19

it makes a picture of the market you operate in and the position of your company within this market
the cube in the figure indicate the existing activities of the company
the elements outside the cube indicate growth opportunities
its also interesting to depict your most important competitors in the cube

Question 20

how do you think daimler group defined its market?

Answer 20

what customer segments can you identify
what are their needs
what technologies are provided

Question 21

the marketing environment in three different parts

Answer 21

micro
meso
macro

Question 22

micro: value chain of porter

Answer 22

the series of internal departments that carry out value creating activities to design, produce, market, deliver and support a firms products
value chain of porter
how value chain activities are carried out, determines costs and affects profits

Question 23

working together in an ecosystem is the new normal

Answer 23

via partnerships you deliver a superior customer experience and can create a sustainable competitive advantage

Question 24

internal organization analysis

Answer 24

Technology and innovation
production capabilities
financial posibilities
management and organization

Question 25

sustainable competitive advantage

Answer 25

VRIO value rarity imitability organization

Question 26

mc kinsey 7 s model

Answer 26

strategy Structure Systems Shared values Style Staff Skills

Question 27

mc kinsey 7 s model Strategy

Answer 27

the plan devised to maintain and build competitive advantage over the competition

Question 28

mc kinsey 7 s model structure

Answer 28

the way the organization is structured and who reports to whom

Question 29

mc kinsey 7 s model systems

Answer 29

the daily activities and procedures that staff members engage in to get the job done

Question 30

Mc kinsey 7 s model shared values

Answer 30

called superordinate goalss when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the generic work ethic

Question 31

called superordinate goalss when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the generic work ethic Style

Answer 31

The style of leadership adopted

Question 32

mc kinsey 7 s model Staff

Answer 32

The employees and their general capabilities

Question 33

mc kinsey 7 s model Skills

Answer 33

the actual skills and competencies of the employees working for the company

Question 34

macro environment pest analysis Pestel De pest

Answer 34

pest analysis - political - economic - social - technological pest el - ecological - legal de pest - demographic - ecological threats and opportunities

Question 35

Customer equity

Answer 35

the total combines customer lifetime values of all the companies current and potential customers size customer base, acquisition and retention

Question 36

customer life time value

Answer 36

the present value of the future cash flows attributed to the customer during his her entire relationship with the company (average monthly revenue per customer * gross margin per customer) / monthly churn rate

Question 37

Customer relationship management

Answer 37

the overall process of building and maintaining profitable customer relationships by delivering superior customer value and customer satisfaction - target selectively - customer profitability analysis - involves: acquisition, stimulation and the retention of customers

Question 38

target to the right customers

Answer 38

strangers barnacles butterflies true friends

Question 39

the CBBE model

Answer 39

explains what is needed to build a strong brand and brand preference

Question 40

the concept behind the brand equity model is simple

Answer 40

in order to build a strong brand you mut shape how customers feel about your product. You have to build the right type of experiences around your brand, so that customers have specific, positive thoughts, feelings, beliefs, opinions and perceptions about it

Question 41

the cbbe PYRAMID

Answer 41

brand behaviour brand preference heartshare mindshare

Question 42

mindshare

Answer 42

part of the evoked set in a specific category

Question 43

the evoked set is

Answer 43

the group of brands a consumer takes into consideration when buying a specific product or service. The consumer will compare these brands and make a final buying decision

Question 44

heart share

Answer 44

the purpose of creating heartshare is to build strong positive and differentiating brand associations can be functional and emotional associations

Question 45

brand preference

Answer 45

consumers develop a preference for one or a couple of brands, because this brand answers the specific needs and desires of a consumers

Question 46

brand behaviour

Answer 46

the ultimate goal of a successful positioning is to create a strong brand that consumers want to buy

Question 47

3 levels of behaviour

Answer 47

Buying intention brand loyalty brand ambassador ship