MARKETING ASSIGNMENT

Marketing Assignment

Table of Contents

INTRODUCTION2

MARKETING PLAN FOR THE BUD LIGHT COMPANY3

Company & Marketing Objectives3

Company Resources4

Customer Analysis4

Analysis of Internal Market Environment: SWOT Analysis6

Strengths6

Weaknesses6

Opportunities6

Threats6

Analysis of External Market Environment: PEST analysis6

Political environment6

Economic Environment7

Social Environment9

Technological Environment10

Product life Cycle12

REFERENCES17

Marketing Assignment

Introduction

Because of the globalization of the marketplace, marketing is more and more important. It becomes a key which help companies or organizations open different markets in different countries or maintain their products as a leader. Before that, it has to make the marketing plan that is the soul of marketing(Lee, Denise, 2001, pp.23-29). Therefore, this essay will first indicate the definition of strategic marketing plans. Then it will look at how important the strategic marketing plan is and the role that it plays in a firm or in a strategic business unit (SBU). After this, it will examine the process to make a strategic marketing plan that starts with mission statement. Finally, there will be an analysis of how to control the plan and implement it. For this report we are choosing a Bud Light company which is a Bud Light company.

Marketing Plan for the Bud Light company

Company & Marketing Objectives

At several junctures since the industrial era, advances in technology and increasing access to information have fostered the development of new management models. The Bud Light company began to adopt a productivity model. Technological innovation in manufacturing, along with the creation of regional and national distribution channels, enabled organizations to mass-produce products for customers beyond their local markets. As a result, a company's profitability began to depend on the scale of its operations: its ability to achieve cost-effective production and distribution. Under this model, managers focused on costs and capacity. Today, using the information and technology tools currently available, companies such as The Bud Light company can link their investments in customer relationships directly to the returns those customers generate. For example, companies can more easily identify the customers that have the highest profit-improvement potential, use databases to understand the specific needs of those sub-segments, and take advantage of flexible manufacturing and delivery to provide cost-effective offerings tailored to each sub-segment--offerings such as product features, price discounts, service arrangements, and purchase warranties. They can integrate and orient every function toward maximizing customer profitability. In other words, companies can now optimize what we call the value exchange: the relationship between the financial investment a company makes in particular customer relationships and the return that customers generate by the specific way they choose to respond to the company's offering.

Company Resources

Value exchange as a concept is not new. Early adopters of each preceding management model earned superior returns because they were, in fact, improving the value exchanges with their target customers(Ackoff, 1987, pp.67-74). Those improvements, however, were only by-products of efforts to increase productivity, create product differentiation, or achieve higher quality. Adopting value exchange as a direct focus--operating a company under a value-exchange model--is only now possible. In a dynamic marketplace, shortening the new product development process can be a competitive ...