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MKT30016 Marketing Strategy And Planning

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Question 1 (3.2)
Review your organisation’s strategy and consider in relation to each of the four qualifications.
Which qualifications apply to your organisation’s strategy? How universal do you expect them to be in other organisations? What steps can be taken to address these qualifications. Comment on other student’s posts.
Question 2 (4.3)
View the following clip:
1. Why is organisational design important?
2. How could the information outlined assist your organisation?
Question 3 (5.2)
Our board and CEO comply fairly well with the principles and practices described. Our board is heavily focussed on governance  and scrutiny surrounding acquisitions. They tend to leave day to day business management to the CEO and other Partners. That said, our board is comprised completely of Partners who have equity in the firm. They are therefore not really independent and often hold senior business management roles as well. This could cause tension if the CEO or board were discussing changes that would have a negative impact on the area of the business a board member is responsible for. 
Question 4 (6.4)
How important are a CEO’s characteristics on their commitment to CSR. What implications does that have for your organisation? And for you as a future CEO?
Question 5 (1.3)
Reflect on the 4 environmental categories:
1. The macro-environment
2. Competitive forces
3. Industry life cycle
4. Competitors and markets
Briefly discuss how well your organisation takes each into account in setting its own strategy.
Question 6 (3.4)
Q: Use the ‘varieties of capitalism’ approach to recommend where your current organisation should conduct business abroad
Question 7 (4.3)
1.  Should governments drive cluster creation?  Have you seen cases of the government being the prime driver of success/failure?
2. Apply the diamond model to your business sector: does it work; is it useful?
Question 8 (6.2)
What strategies have – or could – you put in place to deal with the next crisis?
The sheer size of global debt could set the stage for an unprecedented private deleveraging process that could ‘thwart the fragile economic recovery’ (International Monetary Fund 2016) and reduce available capital required to sustain the electricity grid.
 The potential impacts for industry are;
1.Borrowing costs rise significantly as lenders factor in a higher risk premium.
2.Counterparties default on contract payments as derivatives are unwound and notional exposures result in financial market contagion.
3.Reserve Banks have no fiscal measures to promote growth.
4.The ability for Governments to intervene is reduced.
Question 9 (3.4)
Q: Use the ‘varieties of capitalism’ approach to recommend where your current organisation should conduct business abroad
Question 10 (2.2)
Watch the interview https://www.youtube.com/watch?v=nLQxU8BbGCY   with Geert Hofstede and read the blog by Horacio Falcão
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