Smirnoff Ice Marketing Planning Process

This marketing plan will give an overview of the existing organization and describe a new product or service. An explanation of the importance of marketing for the selected organization’s success will be addressed. A SWOTT analysis on the new product or service will be written. In addition, the marketing research approach used to develop the marketing strategy and tactics for this new product or service will be stated (University of Phoenix, 2011).

Whilst making marketing decisions a business must decide their method of marketing. This will then be the way in which all future marketing activities will be planned. This is marketing planning. It has a huge number of benefits for any business. It’s influenced by the strategic plans of the business and its corporate objectives. Large public limited companies such as Nestle will usually have an overall plan for the business and has set objectives which they’re able to achieve. Smaller companies within the business will then create their own marketing plans which fit in with the overall strategic plan. The business has to consider several questions before coming up with the marketing plan:

However, there is a large market for it and reputable brands like DPSGs’ with their bottling and distribution network which covers 80% of the US energy beverage market could gain a small share of the market. As the above quote eluded to, manufacturers with an extensive product offering and distribution network can gain shelf space in the off-premise retail channels.

The Daniel Gill, the chairman and CEO faces the possibility of changing the organizational structure of Europe, Asia/Pacific, and the Western Hemisphere. The current organization includes an International Division which oversees production and marketing for countries outside the United States. The goal of changing the organizational structure of these three regions is to increase sales growth internationally and decentralize responsibility away from headquarters to field operations.

DG’s business strategy focuses on “serving others” by providing consumers with affordable products in a convenient format. Although they developed the dollar-store concept, over time they had difficulty sustaining it. This can be attributed to competitors adopting similar strategies. DG adopts a strategy of cost leadership rather than differentiation, as such their main advantage stems from the ability to offer similar products at a lower cost. This intends to appeal to consumers in lower income brackets.

“In 2011, Enterprise 's European operations included only the UK, Ireland and Germany . Today, the company 's three-brand European network covers more than 1,100 neighborhood branch offices and more than 200

Managers who represent key operations of each business segments or specialized functional operations are assembled in the Group Operating Committee. The prime duty of the Committee is to oversee and coordinate domestic and international companies related to each of the segments. However, all of the companies are responsible for their own strategic plans and day-to-day operations. Because of the principles of decentralization, international companies are managed in most cases by local managers, who are citizens of the country in question. (J&J)

When one of these divisions is planning to do something, an advertising campaign for example, the division has to communicate with their superiors to get approval. Since the company’s hierarchy is so tall, communication has to travel back to corporate headquarters in the U.S, where the Executive Committee has the final decision making power for activities the divisions have proposed. Below is an organizational chart of the company.

P&G set up the newly reorganized global operations. I’m going to explain how the company works with its new global operations strategy and how P&G could push SK-II to world brand by using P&G’s target market – China, Europe, and Japan. By using the implement of Organization 2005 (O2005), the company is expected to have more annual growth rate together with less expense. P&G gives more compensation along with more responsibility tasks. P&G allows every employee in company to hold firm’s stock. P&G transferred primary profit responsibility from P&G four regional organizations to seven global business units.

Building on its success with the strong regional organization in Europe, P&G replaced its International Division with four regional Entities that assumed responsibility for profitability:

Deriving from this structure, with regard to separate businesses, each division demanded standardization and had an overall "Frankfurt is Orlando" mindset. However, it was recognized that each division was very different than the next and had varying distribution and selling methodologies. Hence, each division would have its own instance of the system to manage the customer fulfillment process, and a decentralized approach to implementation details (such as each division choosing its own partners). This minimized the risk of having the relative requirements of one organization driving the practices of another.

Diageo, one of the world’s leading consumer goods companies, was formed from the merger of GrandMet and Guinness. In 2000, the company announced its intention to sell its packaged food subsidiary, Pillsbury, and 20% of its Burger King subsidiary. Because of the restructuring opportunity, the company wanted to rethink its financing mix.

Africa has many distribution issues from underdeveloped infrastructure, a disorganized and fragmented retail landscape, which make Diageo product not widely available in the remote area. (Insights, 2012).

DANONE is one of the largest multinational companies in the food and beverage industry. By the end of 2016, counting from the consolidated companies to the sub-divisions in more than 130 countries, DANONE has 99,187 people as full-time employees (Danone, 2016). Base on the geographical area, majority of the employees, they work in European countries

With direct-connect structure, the business leaders or functional managers of specific business divisions report to their headquarters in the U.S.. After the direct-connect structure is implemented, it has changed the operation in GE Canada. In the past, the Canadian CEO was fully responsible for the profitability of the Canadian operating division, with the manufacturing plants made a full line of products primarily for the Canadian market with some exporting possibilities. After the new management system implemented, the U.S. divisional bosses is responsible for the profitability of each operational business division both in the U.S. and Canada. With the change in management system, the business development group has changed its position in GE Canada by switching the role of conducting feasibility studies and new market development for the business unit in Canada to the role of looking for opportunities to leverage the strengths of Canadian activities on a global basis. The business development group felt that the change in management system has made the U.S.-based business leaders to ignore the potential business opportunity in Canada and added more uncertainty to the business development group role. Most decisions need approval from the U.S. divisional bosses, whom do not have a complete picture of the business potential in Canada and want full control of the business operations