Strategic Marketing Management Case Studies

Strategic Marketing Management Case Studies-34
No unique value proposition existed, services were haphazard. End users and repair/support network valued legacy performance, trusted and purchased the brand.

No unique value proposition existed, services were haphazard. End users and repair/support network valued legacy performance, trusted and purchased the brand.

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Organization’s unique position in the market is their nimble, responsive, entrepreneurial mindset, a values-driven culture and mindset of innovation.

Because of its values, vision and culture, the company provides more value for the major food manufacturer looking for fast-track product and ingredient innovation.

The company culture generally shared the values and vision of the leader, specifically integrity, generosity, an entrepreneurial attitude, creativity, responsiveness and excellence.

A vision was present in leadership but not widely understood.

Without understanding, senior decisions were confusing and misunderstood.

The organization was constrained by geographic reach, existing customer relationships, and internally-focused organizational structure.Client: A niche industry B2B leader with million in sales, 220 employees and operations and sales in 8 countries.Project: Align two separate organizations under a single vision and new brand, including the core selling proposition.Client: A 60-year-old Christian ministry working with children in the U. and 107 other countries, with annual revenue in contributions and sales of million.Objective: To assist the organization in repositioning for significant growth over five years by focusing, prioritizing, and targeting ministry development opportunities in their ministry niche, including new levels of international expansion.Recommendation: Reorganize the company with the customer in the center of innovation cycle.Give customer access to key relationships in sales, R&D, innovation & fulfillment putting customer in the center.The Valcort Group did an in-depth analysis and made recommendations on vision and values, assets and associations, lens on the market, creative development of the organization’s value proposition, outreach and communications, relationships, and tracking.Established a detailed roadmap for implementation of findings and recommendations, and 25 initiatives for operational excellence and program growth.The organization was generally servicing existing customers well, but missing focus on acquisition of new customers, a strategic growth plan and innovation platform to identify and acquire new customers.Client: B2B Holding company managed business unit, Mid-cap legacy truck component/assembly manufacturer Niche: B2B, transportation, manufacturing, component sales Offering: Suspension and drive train componentry, parts, support Engagement: Full VALCORT Services Result: Revenue increased by 30% in 24 months.

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