Today’s Business Environment Volatility Uncertainty Complexity Ambiguity Deeper Meaning - Nature and dynamics of change - Lack of predictability - Multiplex

1

Today’s Business Environment

V

U

C

A

Volatility

Uncertainty

Complexity

Ambiguity

Deeper Meaning

- Nature and dynamics of change

- Lack of predictability

- Multiplex of forces, chaos and

confusion surrounding an

organization

- Haziness of reality

2

Global Business Strategy

Introduction Many companies have expanded globally for reasons of trade & wealth;

- Why is it becoming important over the

years? -Why do firms want to expand for example; N. America, Europe, Japan?- Is Global Business Strategy just the same as home strategy but just an expansion of scale of business?

http://www.global-strategy.net/what-is-global-strategy/


3


Introduction- Let’s look at some facts;- In the 1970’s ~ 90’s, world trade was growing much faster than manufacturing. There are few reasons that begin to explain the complexity of international & global business strategy1. Barriers to trade were coming down. E.g; successful negotiations of

trade between countries of GATT (General Agreement on Trade & Tariff) & the completion of the single Europe (Single Europe Act, 1986), coming up of North American Free trade Association, WTO to settle disputes, WB to finance world trade

2. Many international companies like Swiss Co. Nestle, Japanese firm Toyota has increased the breadth & width of their businesses internationally

3. Technology has changed dramatically, which has made the world a much smaller place

What all this means for a business strategy? Does every company need to have an international strategy?



4


Introduction- Small answer to it is;- Foreign Trade: consists primarily of exports & imports- Foreign Direct Investment (FDI): a long term investment in technology, management skills & the physical assets in the local foreign subsidiary. FDI is much more risky than exporting from your home country

- Three strategic approaches that have major implications on International & Global Business Strategies are: 1. International: when a significant proportion of a company’s activities

take place outside its home country. But main focus remains the home country2 Multinational: when a company operates in many countries, even

though it may have a clear home base3 Global: when the company treats the whole world as one market &

one source of supply- The above mentioned three strategies are based on a company's; 1. Resources 2. Capabilities 3. Current international position



5


Introduction1. International: In South Korea, international and global soft drinks

strategy will involve mixing both the global brands like Coke and Sprite with the local brands like Pocara Sweat

2. Global: However, the Apple iPod was essentially following the same strategy everywhere in the world.

- One of the basic decisions in global strategy begins by considering just how much local variation, if any, there might be for a brand

- Another more basic decision might be whether to undertake any branding at all. Branding is expensive. It might be better to manufacture products for other companies that then undertake the

expensive branding. Apple iPods are made in China with the Chinese company manufacturing to the Apple specification. The Chinese company then avoids the expense of building a brand. But faces the strategic problem that Apple could fail to renew its contract with the Chinese company, which might then be in serious financial difficulty

3. International Strategies: Different strategies adapted for different markets. Together, these form the ‘Multinational Strategies’. For example, a car company might have one strategy for the USA – specialist cars, higher prices – with another for European markets – smaller cars, fuel efficient – and yet another for developing countries – simple, low priced cars



6

Do we really have (or even want) a ‘Global’ Strategy?

Sell Internationally


• Companies talk about ‘going global’ when what they really mean is that they are moving internationally, outside their home countries• Strategic Implications for the two words are completely different

Might typically include:•A sales team•Brochures of products in various

languages•An office team to handle sales orders

back in the home country

Sell Globally

Might typically include:•Manufacturing plant in various low labor

cost countries•Global branding and advertising•Sales teams in every major country•Expensive patent and intellectual

property registration in many countries

So, why ‘go global’ if the required resources are much greater and, incidentally, more complex to manage? Because the business rewards are supposed to be much greater for a global strategy. And so are the risks!


7

Even if companies have a global strategy, this takes years to develop and requires substantial resources

- PepsiCo dominates savory snack products around the world- It still has local brands like Walkers Crisps in the UK- It does not use its Lays brand name in the UK, but employs Lays in much of the rest of the world. Why? - Historical reasons that began with the PepsiCo acquisition of Walkers, which was already UK market leader- It needs many millions of US$ and substantial management time and expertise. For example, Coca Cola took many years to develop its current position in the world soft drinks

market

https://www.google.co.in/imgres?imgurl=http://guide.alibaba.com/sport/images/shop/77/09/11/7/walkers-cheese-and-onion-flavour-crisps-32-5g-pack-of-48_4501837.jpg&imgrefurl=http://guide.alibaba.com/shop/walkers-cheese-and-onion-flavour-crisps-32-5g-pack-of-48_4501837.html&docid=JvqXN5O8YEpDOM&tbnid=XMNhet3RwMwhpM&w=425&h=425&ei=W3X1VMjEDY_i8AXd6III&ved=0CAMQxiAwAQ&iact=c

8

Why is Global Strategy Important?

From a Company

Perspective

- Provides the opportunity for new sales and profits. In some cases, profitability is so poor in the home market that international expansion may be the only opportunity for profits. Example: poor profitability in the Chinese domestic market was one of the reasons that the Chinese consumer electronics company, TCL decided on a strategy of international expansion. It has then pursued this with new overseas offices, new factories and acquisitions to develop its market position in the two main consumer electronics markets, the USA and the European Union- Resource Seeking: For example, oil companies expand in order to secure resources- Efficiency Seeking: Clothing companies expand in order to take advantage of low labor costs in some countries - Strategic Asset Seeking: Some companies acquire foreign companies to enhance their market position versus competitors


From a Customer

Perspective

- Lower prices for goods & services – Good quality product - Example: Nike sources its sports shoes from low labor cost countries like the Philippines and Vietnam. Customers buy it because of global image- Example: Disney cartoon characters or ‘Manchester United’ branded soccer shirts


9

Why is Global Strategy Important?

From International

Govt. Organization's

(WB) Perspective

- Recent dominant thinking has been to bring down barriers to world trade- But, giving some degree of protection to some countries and industries is important as well- Global strategy is an important aspect of such international negotiations


From International Non- Govt.

Organization's (Oxfam)

Perspective

-The global strategies of some – but not necessarily all – multinational companies are regarded with some suspicion- Such companies have been accused of exploiting developing countries, for example in terms of their natural mineral resources


10

How do you build a Global Strategy?

http://www.global-strategy.net/how-do-you-build-a-global-strategy/https://www.youtube.com/watch?v=niio9ZV5x_k

Analyzing the Market

Identifying Company’s

Competitive & Other

Resources

Company’s International

Objectives

Circular Process covering two related subjects• Methods of entry: export, alliances, acquisitions• Choosing the country/ geographical region: Where &

Why

Developing a detailed service of product offering:Pricing, PromotionService Levels, Organization,HRetc.

Managing the

Business Internatio

nally: Innovation & Learning

Play Video 1

http://www.global-strategy.net/how-do-you-build-a-global-strategy/

https://www.youtube.com/watch?v=niio9ZV5x_k

11

Five Main Areas in Analyzing International Opportunities

• Customer demand in the main broad geographical areas: market size, growth and history

• Competitors: local and international companies already in country markets, their market

shares and basic facilities -what major competitive advantages do they have?

• International and regional infrastructures: major costs involved in

communicating, transporting and distributing in various parts of the world

• Country politics and economic trends: political risk and economic growth – too much to

analyze in depth at this stage

• International trade barriers, tariffs and quotas: are there any major issues here that will

support or block the market opportunity?


Play Video 2, 3, 4


12

Competitive Advantage for a Company

• Differentiation: unique features or attributes that set a company apart, such as a brand or

special level of service

• Low costs: but these need to be translated into a customer benefit like lower prices than

competitors

• Dominance of a part of a market, such as a market segment or niche

• High performance or technology: perhaps a patented process

• Quality: superior to rivals for example in performance or durability

• Service levels that are superior to rivals: perhaps in national coverage

• Network of relationships: people and business contacts that set the company apart

• Specialist technical skills and other areas of specialist expertise – sometimes called ‘core

competencies’

• Branding: from one country that might be extended elsewhere to other countries



13

Setting Company’s International Objectives

Why go international? The answer will determine the strategic approach

What profits do we expect over what timescale and with what risk?

What commitment is needed and will be given by the top management team?


• Why go international? - Desire to acquire overseas resources such as minerals or oil that are not available in the home country - Need to generate growth beyond the home market - Seeking greater cost reduction and efficiency - Searching for strategic assets, such as attractive takeover targets, to deliver market share and branding - Fierce competition in the home market - World wide web availability• What profits do we expect over what timescale and with what risk? - In early 2010, Ryanair (European budget airline) announced that it had made a loss of 10.9 million Euros, during the period October to December 2009 - However, it was also the fastest growing airline in Europe - From an international strategy perspective, the company was quite prepared to accept a short-term loss as it continued to build market share


14


Market Entry and Mode

Method of entry

Set up an overseas office: this will provide a permanent presence in a country selling a product or service

Export: make in home country

Begin the first overseas manufacture: required the recruitment of local people and the commitment of major finance to a country or region

Develop multinational operations: invest in several countries or a region of the world, e.g. Europe or China. It may involve anacquisition or a Merger witha local company

Develop a global operation: true, integrated co-operation,


15



Choosing the country or geographic region

Population size, density and distributionPolitical issues: ‘dictatorship versus democracy’ and ‘left wing versus right wing’. The

degree of change and the stability of politics are crucialTrading issues: country membership of trade groups, the barriers to entry into the nation

and the ability to export not just good from the nation but profits back to the home country

Financial and tax issues: Taxes imposed, the banking and financial structures, insurance, legal ownership of assets like factories, ownership of intellectual property like patents and

brandsNature of economic activity: largely rural? degree of urbanization?Methods of distribution, e.g. small shops or supermarkets, roads and transport

infrastructure and investmentTelecommunications and the availability of the internetCulture and languageEducation and training: levels, apprenticeships, higher levels of educationReligious and ethical issues: these are important and must be respectedMarketing and communications: how to promote the product? what media available? at

what cost?


16



In choosing a country, it is often appropriate to begin by collecting basic country comparative data on such topics as;

Growth in national wealth, measured both as total wealth (GPD) and also as wealth per head of the population

Balance of payments dataPrice inflation and impact on currencyUnemployment rateExport and import trade statisticsGrowth of money supplyAreas and levels of economic activityBasic political and economic stability


17

Balancing the marketing mix through creative and innovative strategies: A Kellogg's case study

Introduction- The Kellogg company was founded in 1898 by W.K. Kellogg and his brother, Dr. John Harvey Kellogg- Through experimentation with flaked corn, W.K. Kellogg created the recipe for Corn Flakes- In 1906, he opened the “Battle Creek Toasted Corn Flake Company” and recruited his first 44 employees- Brought to life his vision for great-tasting, ‘better-for-you’ breakfast foods- Today, over a hundred years since it was first founded, the Kellogg company still upholds his original values- The company is the world’s leading producer of cereals and a market leader in health and nutrition- Kellogg’s was one of the first companies to print nutrition labels on its packaging and, in 2007, was amongst the first companies to print Guideline Daily Amounts (GDA) on its products to inform the public about the food they are eating- With a vision ‘to enrich and delight the world, through foods and brands that matter’ Kellogg’s employs over 31,000 people worldwide- Its products are manufactured in 18 countries and sold in over 180 countries

Brief Co. Profile

http://businesscasestudies.co.uk/kelloggs/balancing-the-marketing-mix-through-creative-and-innovative-strategies/the-marketing-mix.html


18


- Kellogg’s well known cereal brands include Coco Pops®, Rice Krispies®, Crunchy Nut® and Special K®- With a 37% market share of the value of the UK’s breakfast cereal market, Kellogg’s has a wide range of products including 25 brands of cereals, cereal bars, and snacksThis case study demonstrates how Kellogg’s uses groundbreaking and innovative strategies to market its products


Brief Co. Profile

“Marketing is the management process responsible for identifying, anticipating and satisfying consumer requirements profitably.”

- The Chartered Institute of Marketing- A marketing strategy determines; 1. What a company is going to produce in terms of products or deliver in terms of services 2. How much it is going to charge for these products or services 3. How it will deliver these products or services to the customer 4. How it is going to tell its customers about its products and services

Marketing: Concept


19



Marketing: Concept

4 Ps of Marketing

Product:Creating the right product

Price:Sold at the right

price

Place:In the right

place

Promotion:Using the most

suitable methods of promotion

- Offering a wide range of popular products and regularly introducing exciting new products to the market- Pricing its products to ensure that customers receive the best possible product for their money - Help ensuring its products are available wherever shoppers are, from supermarkets, to the internet or on-the-go, and by understanding shopper behaviors - Delivering engaging and exciting marketing communications

Every business will determine its own balance of the 4Ps to suit the needs of its customers

Kelloggs & 4 Ps


20



Kellogg’s Marketing

Strategies & Research

Kellogg’s marketing objectives- To get its products into as many households as possible by providing new ways to make a positive impact on peopleTo achieve this objective Kellogg’s needs to undertake detailed market research to understand and test the market for customer preferences

In a groundbreaking initiative Kellogg’s created and implemented a Crunchy Nut (CN) restaurant in 2012 & 2013

It invited consumers to a unique ‘outdoor’ experience to taste new products and actively engage with the Crunchy Nut brand

“You are invited to enter the Crunchy Nut restaurant – at your own risk! Inside you can enjoy one of the eight irresistibly tasty options from the menus with a choice of juices to compliment your food.”


21



Results- Located at the Manchester Arndale shopping centre, the 2013 restaurant served 9,049 customers over a 12 day period- Many customers were surprised that everything was free of charge- Over 8000 50p-off coupons were distributed, and the redemption rate of those coupons exceeded the industry average- Kellogg's Digital Marketing Strategy: - Customers were invited to leave feedback on their experience through

the use of social media channels - The use of Facebook and Twitter enabled Kellogg’s to reach almost a million people - The CN restaurant ran a Twitter competition and offered a specially designated Wi-Fi code to encourage Facebook/Twitter usage. The first competition, ‘tip with a pic’, encouraged visitors to take photos of themselves and friends, upload them to Twitter ‘Consumers constantly made comments on their shock that they were being given a free bowl of cereal. The overall look of the stand impressed many people with them thinking it was a proper eatery and queuing up expecting to pay’- As a result of this initiative, £10,000 in media value was delivered across social channels and 2m shoppers were exposed to the CN restaurant


22



Promotion: Concept

AIDA is a tool that can be used to make marketing communication more effective

Initiating awareness amongst non-customers or increasing knowledge of new offers for existing customers

Generating interest for and a desire to have the product

Ensuring action to purchase

Above-the-line promotion aims to inform and raise brand awareness. It includes advertising in magazines, newspapers, online or through television advertisements. These methods are expensive and in an increasingly cluttered media world it is harder to cut through with just advertising

Below-the-line promotional activity is being used in addition to advertising, to reach and engage with consumers. Its promotion gives a business more control over how it communicates with its target audience. Its methods include social media, direct marketing through targeted mailshots, personal selling and sponsorship


23



Kelloggs & Promotion

- Kellogg’s uses both above and below-the-line methods to promote its products- Television, radio, online, cinema and press advertising are examples of its above-the-line activity with on-pack promotions, sampling and coupons examples of its below-the-line activity

2-stage door-drop sampling

campaign

- In 2013, Kellogg’s launched its new Crunchy Nut Oat Granola (CNOG) product- It was promoted through a 2-stage door-drop sampling campaign using specially selected postal areas- Selection Criteria: 1. Homes which were clustered around stores 2. Target ‘adult taste seekers’ aged between18-45, who eat a range of breakfast cereals- The first stage of the door-drop involved the delivery of branded bags to 907,435 targeted homes in 1,014 postal sectors- These bags offered the consumer a free pack of CNOG, and to accept they had to tick a box and leave the bag on their door-step for the following morning- The second stage of the campaign consisted of filling the bags (of households who had chosen to opt-in) with a free full-size packs of Crunchy Nut Oat Granola


24



Results- The campaign was a success with a significant impact on sales through new customers trialling the product- It also had a positive effect on existing customers, demonstrated by an increase of 6.4% in repeat purchase- The outcome of the campaign was £155.500 of extra sales and 64.800 in units, resulting in a small market share increase- As with the CN restaurant campaign, Kellogg’s social media channels were integral to the promotional activity

In- Store Promotional Campaigns

- Kellogg’s also uses promotional campaigns in-store to drive brand awareness at the point of purchase- A five week sampling tour at Tesco stores across the UK- Using branded Crunchy Nut vans, two teams drove around the UK handing out samples of Crunchy Nut chocolate cereal- Locating themselves in prime positions in stores, to capture the highest

footfall, nearly 30,000 samples were distributed to customersThis type of promotion both highlights and increases demand for products close to the point of purchase, as well as creating greater engagement with customers


25



Evaluating Promotional

Activity

- Promotional activity is expensive - Important to be able to measure the return on the investment (ROI) in developing and implementing promotional campaigns- Kellogg’s launched a second competition which allowed the company’s wider Twitter community to get involved for a chance to win a year’s supply of CN Chocolate, reaching 766,132 people and 2,285,167 impressions served by the hash-tag ‘CrunchyNutChocolate’Monitoring and evaluating promotional activity generates sales and financial data that enables a business to measure key information. This includes consumer product preferences, increase or decrease in market share and the level of sales growth as a result of the promotional activity- ROI, for example, targeting households is more effective than mass- sampling at events


26



Conclusion

- Getting the right product or service to the customer, at the right price, in the right place and at the right time is fundamental to business success- Understanding and balancing the marketing mix enables an organization to uniquely position its brand to drive sales of its products and services

This case study has shown how Kellogg’s is able to remain as market leader through its implementation of groundbreaking marketing strategies and by learning from every marketing campaign it undertakes. Through the use of social channels, Kellogg’s is able to innovatively market its new products in creative and interesting ways, generating opportunities to gain new customers and retain existing customers


27

Customer Service as a Strategy: A Parcelforce Worldwide case study

http://businesscasestudies.co.uk/parcelforce-worldwide/customer-service-as-a-strategy/introduction.html#axzz3TauR0frS

Introduction

- Parcelforce Worldwide is part of the Royal Mail Group Ltd. Royal Mail Group has three main operating brands:• The Post Office Ltd provides counter services to the high street

customer• Royal Mail manages the delivery of letters and packets• Parcelforce Worldwide provides express parcel delivery services for businesses and consumers- Parcelforce Worldwide has over 30,000 business customers in the UK- It handles 200,000 parcels a day- It has a turnover of £382 million- It has 23 partners across 30 European countries and access to Postal

Administrations through the Universal Postal Union- It operates:

- Business to Business (B2B) services, delivering parcels and supplies from companies to other companies - Business to Consumer (B2C) services, delivering parcels to individuals

in their homes

http://businesscasestudies.co.uk/parcelforce-worldwide/customer-service-as-a-strategy/introduction.html

28



Need for Change

- In 2002, Parcelforce Worldwide was making a loss- In response, those managing the business decided to change the type of service it offered- Instead of unguaranteed parcel deliveries typically taking between two and four days, Parcelforce Worldwide decided to focus on time and day guaranteed, express delivery- As a result of these changes, Parcelforce Worldwide also increased operational efficiency. The business: - Reduced the number of staff it employed - Closed some of its depots - Opened a new, technologically advanced sorting centre in CoventryThese changes enabled Parcelforce Worldwide to achieve its financial targets- It recognized that more could be done to improve efficiency- It wanted to cut absenteeism staff taking unauthorized or sick leave and reduce the time lost as a result of accidents at work- To do this, Parcelforce Worldwide introduced a more decentralized approach to management. This gives depot managers greater decision- making accountability to improve the effectiveness of the operation in their local area


29



Differentiation

- Parcelforce Worldwide has developed a unique selling proposition (USP) based on high-quality customer service- Parcelforce Worldwide works in partnership with customers, such as the UK's examination boards, to develop and deliver services to meet specific needs. During exam season, Parcelforce Worldwide delivers millions of exam papers, scripts and coursework

This case study examines how a strategy focused on customer service can contribute to long term business development

Business Strategy

- Businesses have aims and objectives- Aims are the long-term targets of the business- Objectives are the steps that help to achieve these aims- Objectives should always be SMART (specific, measurable, achievable, relevant and set within a timeframe)- By carrying out a SWOT analysis, a business can identify the best strategies to pursue


30



Parcelforce & Business Strategy

Parcelforce Worldwide has:- Operational strategies to improve its efficiency and meet customer needs better- Promotional strategies to strengthen its brand presence in key markets- Growth strategies to expand its business outside its core national marketsFor example, the parcel delivery industry has consolidated across the world. This means that there are now fewer global players, but each has a relatively larger market share. Parcelforce Worldwide needs to compete with these global rivals. To increase its market share, it needs either to grow its existing business or merge with other parcel delivery businesses

Customer Service as Strategy

- Customer service means talking and listening to customers The key parts of this customer service are: - Time: making sure that deliveries are on time - Visibility: letting the customer follow a parcel through online tracking - After-sales service: ensuring that any problems are dealt with courteously and promptly


31



Customer Service as Strategy

- Parcelforce Worldwide has identified that its organizational structure is a key strength- Its people are essential to supporting quality customer service. For instance, drivers need to work with depot staff so that parcels are loaded in the right order for delivery

Diversity

- Parcelforce also needs to ensure that services are accessible by all customers- Society is now more diverse, with a larger proportion of the population aged over 60 and with more people from different ethnic backgrounds For example, Parcelforce Worldwide makes sure that: drivers write delivery cards that can be easily read by people with sight problems or by those who do not speak English as a first language- Employees learn the best way of communicating with customers with disabilities- The company also needs to find out what its customers want so that it can provide additional services;For example, in this way, Parcelforce Worldwide discovered that some customers were concerned about the affects of carbon emissions on the environment. It therefore offers a 'carbon neutral parcel' option. The customer pays a few pence more to offset the carbon impact of delivering the parcel


32



Corporate Responsibility

- Parcelforce Worldwide takes its corporate social responsibility (CSR) seriously- This means providing benefits for employees, customers and the communities in which it operates- Its CSR programme focuses on; - Health and safety - Environment - Supporting local communities - DiversityFor example:- Reducing the carbon footprint of the business- Supporting local communities through involvement in education- Removing barriers to its services for all customers


33



Implementation of Customer

Service

- To improve its customer service, Parcelforce Worldwide has undertaken

a “gap analysis”. This is a detailed exercise that assesses: - where the business is now - where it wants to be - what it needs to do to achieve that and howCustomer service has an impact in six main areas of the business: 1. Deliveries to the customer providing timely delivery, prompt response to queries, clear documentation. 2. Re-deliveries ensuring clear procedures are in place3. Collections from customers providing a timely service with documentation4. End-to-end parcel location (tracking) an online service with easy-to- use screens means customers can find out when a parcel has been delivered5. Customer contact improving customer communications and providing help by web or by telephone 6. Making claims making it easy for people to claim if things go wrong In each of these areas, Parcelforce Worldwide has identified best practice in the industry. It compares its performance by benchmarking itself against competitors. It then assesses how to improve its processes to achieve best practice.


34



Evaluating the Impacts, Costs &

Benefits of Customer

Service

- Training to Employees: A customer-orientated needs appropriate training to ensure employees have the skills to meet customer needs- Measuring Performance: 1. Measures customer service by using key performance indicators (KPIs). These set targets for factors such as response times, numbers of staff trained and levels of after-sales service 2. Uses a balanced business scorecard to record progress against below mentioned four targets;- Financial includes operating margin, average unit cost- Process includes on-time deliveries and collections, attempted deliveries- Customer focus includes customer satisfaction scores, complaints- Employee/teams measured by opinion surveys

By tracking performance on a regular basis, Parcelforce Worldwide can identify areas that are performing well, as well as those that need to be improved


35



Conclusion- Parcelforce Worldwide is a major player in the parcel delivery market in

the UK- It also provides international services by partnering with other providers around the globe- The parcel delivery market is highly competitive. Parcelforce Worldwide

needs to differentiate itself from the competition. It has adopted a strategy based on quality customer service- It has improved efficiency and changed its focus from volume (the number of parcels carried) to value (what the customer wants - getting parcels there on time)- Parcelforce Worldwide regards its people as its most important asset. It

is developing the skills of its people to deliver high levels of customer service

By putting customers at the heart of its strategy, Parcelforce Worldwide aims to achieve competitive advantage


36

• http://www.global-strategy.net/what-is-global-strategy/

• http://businesscasestudies.co.uk/business-theory/strategy/developing-a-global-strategy.html#axzz3TIgA0cYA

• http://csis.org/files/publication/130129_competitiveness_Lenovo_casestudy_Web.pdf

• http://businesscasestudies.co.uk/vodafone/using-technology-to-improve-economies/conclusion.html#axzz3TPs2HwGa

• http://businesscasestudies.co.uk/parcelforce-worldwide/customer-service-as-a-strategy/introduction.html#axzz3TauR0frS

• http://businesscasestudies.co.uk/kelloggs/balancing-the-marketing-mix-through-creative-and-innovative-strategies/introduction.html#axzz3TIgA0cYA

• http://businesscasestudies.co.uk/aldi/creating-value-through-the-marketing-mix/introduction.html#axzz3TIgA0cYA

• http://www.1000ventures.com/business_guide/case_studies_main.html

• http://businesscasestudies.co.uk/case-studies/by-industry/automotive.html#axzz3TPs2HwGa



http://businesscasestudies.co.uk/business-theory/strategy/developing-a-global-strategy.html



http://csis.org/files/publication/130129_competitiveness_Lenovo_casestudy_Web.pdf

http://csis.org/files/publication/130129_competitiveness_Lenovo_casestudy_Web.pdf

http://businesscasestudies.co.uk/vodafone/using-technology-to-improve-economies/conclusion.html






http://businesscasestudies.co.uk/kelloggs/balancing-the-marketing-mix-through-creative-and-innovative-strategies/introduction.html



http://businesscasestudies.co.uk/aldi/creating-value-through-the-marketing-mix/introduction.html



http://www.1000ventures.com/business_guide/case_studies_main.html

http://www.1000ventures.com/business_guide/case_studies_main.html

http://businesscasestudies.co.uk/case-studies/by-industry/automotive.html

http://businesscasestudies.co.uk/case-studies/by-industry/automotive.html

Documents

Today’s Business Environment Volatility Uncertainty Complexity Ambiguity Deeper Meaning - Nature and dynamics of change - Lack of predictability - Multiplex