4.10- Prioritising Criteria

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来自 University of London 的课程

International Business Capstone

37 个评分

University of London

International Business Capstone

37 个评分

课程 6（共 6 门，Specialization International Business Essentials）

The Capstone project is the culmination of the International Business Essentials specialisation, and brings together knowledge gained in the previous courses and applies this to a real-world scenario. Throughout the Capstone, you’ll be taught new skills, and will use the knowledge you have gained throughout the Specialisation to develop a business plan. This course forms part of a specialisation from the University of London designed to help you develop and build the essential business, academic, and cultural skills necessary to succeed in international business, or in further study. If completed successfully, your certificate from this specialisation can also be used as part of the application process for the University of London Global MBA programme, particularly for early career applicants. If you would like more information about the Global MBA, please visit www.londoninternational.ac.uk/mba This course is endorsed by CMI

从本节课中

Having A Customer Focus

This week will look at the importance of having a customer focus, such as identifying the customer, consumer behaviour, and market segmentation.

4.1- Identifying the Customer2:14

4.2- Factors Affecting Buyers' Behaviour3:15

4.3- Market Segmentation and Target Market2:00

4.4- Methods of Market Segmentation4:17

4.5- Marketing Aspects and Positioning1:59

4.6- The Marketing Mix | Seven Ps4:27

4.7- Marketing Mix | The Four Cs2:15

4.8- Product Portfolio Analysis, Product Lifecycle, and Boston Box Analysis4:15

4.9- Strategic Selection5:51

4.10- Prioritising Criteria4:51

4.11- Initial Selection of the "Best" Option2:55

与讲师见面

Barry McCarthy
Senior Teaching Fellow
School of Management, UCL

[MUSIC]

What must permeate throughout your entire

business plan is some prioritization.

And you need to have a prioritizing criteria when evaluating and

selecting your specific strategy.

Some evaluation criteria may be more important than others.

And this may depend upon the mission and the objectives of the organization,

the environmental and resource factors, the market position of the organization.

Are you there just to survive, or do you want a sustained competitive advantage?

The importance that's attributed to options by parts of the organization.

Headquarters versus a subsidiary, for instance.

Who will be playing an important role within your organization?

Commercial organizations are looking for profit and survival.

These are usually the basic objectives of any commercial organization.

The needs and aspirations of other stakeholders usually modify these goals.

The main issues for prioritizing criteria are to focus on number one,

consistency with the mission and objectives.

Two, building on the core competencies of the organization.

Three, avoiding or eliminating weaknesses of the organization.

These should be ranked in order of general importance to the business.

Not-for-profit organizations.

These organizations focus on public service.

It's important to add value in these bodies,

although the generation of a surplus for shareholders is not the primary objective.

These organizations tend to rely on voluntary support and/or

employee commitment.

They have a strong sense of mission.

They may have multiple goals, and often have complex decision making processes.

They can be exposed to social and political pressures, and

also have less quantifiable objectives.

Remember, they're not there to make a profit.

The evaluation process in a not-for-profit organization may be subject to more

complex pressures than for a commercial organization.

Prioritizing evaluation criteria may depend on similar factors

to commercial organizations, but the process tends to be more ambiguous.

There can be different viewpoints within the organization.

Headquarters and the strategic business units, for instance,

that make up an organization.

And they may perceive the benefits of options differently.

Experience and access to information of the two levels are likely to be different.

Typically, we might expect that the headquarters,

they want an overview of the organization.

An overview of the environment.

They want to identify synergies within the organization.

They have a financial perspective on the allocation of resources.

And they take a lead in national and international decision making.

They have a keen interest in the strategic outcome.

The smaller strategic business units, however,

are much more focused on the specifics of the organizational strategy.

They tend to have better information, more detailed information.

And they have experience of customer needs that are specific to their environment.

They have on the ground local information.

They may be therefore better able to identify opportunities and threats.

And they're more aware of their own core competencies and resources.

They have an interest in their own survival, or development for that matter.

Individual project managers for cross-departmental projects,

they may have better information on the specific project for instance.

They may be best informed to evaluate projects, and

are likely to have an interest in the strategic outcome of a project.

Since organizations rely on their internal and external stakeholders for

achieving their strategy, consideration of their needs and

expectations is important to the success of those specific strategies.

Sometimes compromises may be essential.

[MUSIC]

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