Thank You!
Thank you for your email subscription. Check your email to get Coupon Code.
Marketing Strategy for Siemens Building a Structure to Drive Performance and Responsibility A
Posted by Addison on Mar-29-2023
Introduction
The report primarily focuses on the marketing strategy of Siemens Building a Structure to Drive Performance and Responsibility A to give a reader an overview of the growth dynamics of the company. Recently, several strategic issues and managerial problems have been identified in marketing strategy of Siemens Building a Structure to Drive Performance and Responsibility A that have drawn the attention of the entire management to devise new marketing strategies that can help the company to resolve the problems to continue its expansion and future growth to achieve a competitive edge in the marketplace. This report is written to provide Siemens Building a Structure to Drive Performance and Responsibility A marketing strategy with the required strategic solutions using multiple frameworks and tools.
External Environmental Analysis
PESTLE Analysis is the most popular strategic tool that is used by many organizations when conducting an external environmental analysis. This framework typically focuses on political, economic, social, technological, legal, and environmental factors that can impact the macro environment of the business (Zalengera, E.Blanchard, & C.Eames, 2014).
Political factors
Political Stability
Siemens Building a Structure to Drive Performance and Responsibility A operates in a politically stable environment, which means that it provides the company with more friendly and stable business growth opportunities (Christodoulou & Cullinane, 2019). However, since Siemens Building a Structure to Drive Performance and Responsibility A operates in multiple countries, there are high chances of various political tensions that can cause instability in market growth trends for Siemens Building a Structure to Drive Performance and Responsibility A. This can limit the company's growth opportunities.
Pressure Groups
Moreover, it is important for Siemens Building a Structure to Drive Performance and Responsibility A to analyze and monitor the activities of pressure groups. Siemens Building a Structure to Drive Performance and Responsibility A can create a close collaboration with these groups to achieve long-term goals.
Corruption and Changing Policies
Siemens Building a Structure to Drive Performance and Responsibility A must keep a close check on the changes in any government policies because they can directly impact the performance of the business. The operations of Siemens Building a Structure to Drive Performance and Responsibility A are its different countries can become unpredictable if there is a high level of corruption and weak enforcement of the law (Achinas, Horjus, & Achinas, 2019).
Trade and Taxes
The profitability of a company is directly influenced if there are high taxes in a country. Siemens Building a Structure to Drive Performance and Responsibility A should look into the taxation policies in each country before further expanding its operations (Eierle, Hartlieb, & C. Hay, 2022). Similarly, if there are high trade restrictions, it can get difficult for Siemens Building a Structure to Drive Performance and Responsibility A to import and export its products, impacting the relationships with trade partners.
Economic factors
GDP, Employment, and Exchange Rates
The long-term growth strategies of Siemens Building a Structure to Drive Performance and Responsibility A are majorly determined by the GDP growth of the economy. The purchasing power of consumers significantly increases with a high GDP. High unemployment in an economy shows that Siemens Building a Structure to Drive Performance and Responsibility A can benefit from surplus labor with low-cost wages. Furthermore, Siemens Building a Structure to Drive Performance and Responsibility A should monitor interest rates as it can affect the borrowing ability. With that being said, if there is a high fluctuation in currency, the profitability of Siemens Building a Structure to Drive Performance and Responsibility A can also be influenced (Sadeghi, 2020).
Labor Market
It is important for Siemens Building a Structure to Drive Performance and Responsibility A to make appropriate predictions regarding the labor market conditions in a specific economy (Sadeghi, 2020). This can help the company to hire a more talented workforce that can improve the performance of the company.
Industry lifecycle stage
Siemens Building a Structure to Drive Performance and Responsibility A should consider expanding its operations in growing economies to benefit from growth opportunities. It can be challenging for Siemens Building a Structure to Drive Performance and Responsibility A to enter a mature industry at a growing stage (Villamarín & Pinzon, 2017).
Social factors
Demographics
Siemens Building a Structure to Drive Performance and Responsibility A should study the changing patterns of demographics, such as socio-economic variables, the aging population, and trends in migration (Barbara & Cortis, 2017). This can help the company to identify the right segment to target with a high potential for growth opportunities.
Cultural norms
Every country and society has a distinctive culture with different norms and values. It is important for Siemens Building a Structure to Drive Performance and Responsibility A to study and identify social class stratification.
E-commerce
There has been a significant shift in online shopping. Siemens Building a Structure to Drive Performance and Responsibility A needs to adopt necessary changes considering the growing use of social media networking sites and mobile phones to increase its revenue and overall profitability (Villamarín & Pinzon, 2017).
Technological factors
Technological innovations
On-going technological innovations should be considered carefully by Siemens Building a Structure to Drive Performance and Responsibility A so that it can stay ahead of the competitive market. Siemens Building a Structure to Drive Performance and Responsibility A should continue working on introducing major technological transformations to achieve a competitive advantage (Rastogi & TRIVEDI, 2016).
Social Media Marketing
The collaboration with consumers has been growing rapidly because of the development of communication technologies (Rastogi & TRIVEDI, 2016). Siemens Building a Structure to Drive Performance and Responsibility A can take it as a great opportunity where can use innovative strategies to expand its customer base.
Environmental factors
Waste Management
Siemens Building a Structure to Drive Performance and Responsibility A should implement the latest technological tools to minimize environmental pollution. Waste management is now getting popular and has been considered a major business norm (Igliński, Iglińska, & Cichosz, 2016).
Climatic Conditions and Eco-friendly products
Climatic conditions can influence the efficiency of Siemens Building a Structure to Drive Performance and Responsibility A. The cost of a company's operations can be increased if there are extreme weather conditions. Similarly, there has been an increasing demand for eco-friendly products. Siemens Building a Structure to Drive Performance and Responsibility A should work towards adopting more sustainable business practices to gain customer trust (Barkauskas, Barkauskienė, & Jasinskas, 2015).
Legal factors
Employee protection laws
It is important for Siemens Building a Structure to Drive Performance and Responsibility A to follow the health and safety laws for its employees that are issued by the authorities to ensure the safety of its labor.
Consumer laws
Siemens Building a Structure to Drive Performance and Responsibility A should protect its customer data to ensure their security and privacy concerns. Moreover, it should set the right price with the right product quality (Igliński, Iglińska, & Cichosz, 2016).
Porter's Five Forces
Siemens Building a Structure to Drive Performance and Responsibility A can use Porter's Five Forces to analyze the competitive landscape of the industry. The strategic planners of Siemens Building a Structure to Drive Performance and Responsibility A can use this framework to make effective decisions.
Threat of New Entrants
Siemens Building a Structure to Drive Performance and Responsibility A operates in an industry where it is difficult to achieve economies of scale, making it difficult for new entrants to enter the industry (Yunna & Yisheng, 2014). There is a strong product differentiation with high capital requirements. Moreover, it is difficult to establish a distribution network easily in this industry. Thus, Siemens Building a Structure to Drive Performance and Responsibility A has a weak threat of new entrants.
Bargaining Power of Suppliers
There are more suppliers in the industry of Siemens Building a Structure to Drive Performance and Responsibility A. This shows that there is less control over prices. Organizations like Siemens Building a Structure to Drive Performance and Responsibility A can easily switch to other suppliers because of less differentiation in products. This makes the bargaining power of suppliers a weak force in Siemens Building a Structure to Drive Performance and Responsibility A's industry (H. Th. Bruijl, 2018).
Bargaining Power of Buyers
The industry in which Siemens Building a Structure to Drive Performance and Responsibility A operates has many suppliers as companies to buyers. This means that buyers have fewer options and do not have control over prices (H. Th. Bruijl, 2018). The high product differentiation shows that there are few alternative products for buyers, and there is a high switching cost. This makes the bargaining power of buyers a weak force in the industry.
Threat of Substitute Products and Services
Siemens Building a Structure to Drive Performance and Responsibility A operates in an industry that offers very few substitutes to its customers. The substitutes that are available are expensive because of their high quality (Zhao, Zuo, & Wu, 2016). However, companies like Siemens Building a Structure to Drive Performance and Responsibility A sell their products at a lower prices. This clearly shows that buyers may feel reluctant when switching to other substitutes.
Rivalry Among Existing Firms
Siemens Building a Structure to Drive Performance and Responsibility A operates in a less competitive industry. The already established companies have a large market share, meaning that any move by the existing companies will be noticed. Moreover, Siemens Building a Structure to Drive Performance and Responsibility A has to take several competitive actions to become a market leader, as the industry is likely to grow rapidly in the coming years (Aithal, 2020).
SWOT Analysis
Siemens Building a Structure to Drive Performance and Responsibility A can make use of SWOT analysis to effectively analyze the company's internal strengths, weaknesses, external opportunities, and threats.
Strengths
Strong distribution network
Siemens Building a Structure to Drive Performance and Responsibility A operates in various countries and has multiple outlets that help the company to deliver its products quickly to its customers. This shows that Siemens Building a Structure to Drive Performance and Responsibility A has a strong distribution network (Benzaghta, Elwalda, & Mousa, 2021).
Financial position
Siemens Building a Structure to Drive Performance and Responsibility A has established itself as a strong financial company over the past few years. It has generated enough profits that can be used to finance any future expenditure (Basset & Mohamed, 2018).
Automation
Siemens Building a Structure to Drive Performance and Responsibility A has adopted the latest and innovative technology in its business operations, which has allowed the company to reduce its production costs (Benzaghta, Elwalda, & Mousa, 2021).
Social media presence
Siemens Building a Structure to Drive Performance and Responsibility A has been successful in establishing itself as a strong brand on social media platforms that, includes Facebook, Twitter, and Instagram. This increases customer engagement (Basset & Mohamed, 2018).
Weaknesses
High rent costs
Siemens Building a Structure to Drive Performance and Responsibility A has its manufacturing plants on rented properties. This increases the company's overall costs, and a significant portion of Siemens Building a Structure to Drive Performance and Responsibility A's profits go into paying the rent (Comino & Ferretti, 2016).
Research and Development
Siemens Building a Structure to Drive Performance and Responsibility A has not been able to conduct effective and in-depth market research regarding new markets and products (Comino & Ferretti, 2016). Customer trends are always evolving, and it is important for Siemens Building a Structure to Drive Performance and Responsibility A to take immediate action in conducting its research.
Centralized Power
There has been a centralized decision-making process in Siemens Building a Structure to Drive Performance and Responsibility A. This means that employees have to consult their managers before taking any decision themselves. This slow down the decision-making process. and employees feel demotivated. Thus, impacting the operations of Siemens Building a Structure to Drive Performance and Responsibility A (Comino & Ferretti, 2016).
Opportunities
Presence of Internet
Siemens Building a Structure to Drive Performance and Responsibility A has a great opportunity of expanding its business by using the internet. Since there has been a growing trend in online shopping Siemens Building a Structure to Drive Performance and Responsibility A can boost its sales by expanding its online stores (Yan, Xia, & X.H.Bao, 2015). Additionally, social media platforms can be updated constantly to engage customers with all the new products introduced by Siemens Building a Structure to Drive Performance and Responsibility A.
Technological Innovations
Technology is constantly evolving, and Siemens Building a Structure to Drive Performance and Responsibility A can benefit from it by implementing the technology in its various departments. Manufacturing process can be completed automated, which can eventually help Siemens Building a Structure to Drive Performance and Responsibility A to reduce its costs (Taghavifard, Mahdiraji, & Alibakhshi, 2018).
Globalization
The continuous increase in globalization has allowed Siemens Building a Structure to Drive Performance and Responsibility A to expand its business operations across borders. It has the opportunity of entering new markets (Yan, Xia, & X.H.Bao, 2015).
Threats
New Entrants
Recently, many companies are entering the industry in which Siemens Building a Structure to Drive Performance and Responsibility A operates. This means that there are chances of increased competition. This poses a threat to Siemens Building a Structure to Drive Performance and Responsibility A as it has to put more effort into gaining market share (Taghavifard, Mahdiraji, & Alibakhshi, 2018).
Fluctuations in exchange rates
The exchange rates are highly subjected to fluctuations that negatively impact the sales of Siemens Building a Structure to Drive Performance and Responsibility A. Siemens Building a Structure to Drive Performance and Responsibility A needs to study the changing fluctuations to keep up with its profitability (Vlados & Chatzinikolaou, 2019).
Consumer trends
The consumer trends are constantly changing, that causes changes in their demands. This puts pressure on companies like Siemens Building a Structure to Drive Performance and Responsibility A, who have to continuously meet their consumer demands. Moreover, there is a significant threat from substitute products because consumers tend to switch to these companies (Vlados & Chatzinikolaou, 2019).
Marketing Mix
Product
Siemens Building a Structure to Drive Performance and Responsibility A operates in a wider range of products. Each of the products has its further product lines that are sold under the Siemens Building a Structure to Drive Performance and Responsibility A. This means that customers can benefit from a large variety of products. Siemens Building a Structure to Drive Performance and Responsibility A sells highly differentiated products with higher quality that, gives it a competitive edge (Khan, 2014).
Price
Siemens Building a Structure to Drive Performance and Responsibility A follows a competitive pricing strategy. The company also takes into account all its costs before setting its prices (Londhe, 2014). Currently, Siemens Building a Structure to Drive Performance and Responsibility A is using a product bundle pricing strategy where customers get bundled products at lower prices.
Place
Siemens Building a Structure to Drive Performance and Responsibility A has adopted various distribution channels to reach its customers. The company sells its products through its website directly (Thabit & Raewf, 2018). Apart from this, it also distributes its products to wholesalers, who then further sell it to small retailers. Siemens Building a Structure to Drive Performance and Responsibility A has its own retail stores where it sells its products directly to consumers.
Promotion
Siemens Building a Structure to Drive Performance and Responsibility A uses traditional and modern promotional techniques. TV ads are used to reach a larger audience. Siemens Building a Structure to Drive Performance and Responsibility A also advertises on social media sites such as Facebook, Instagram, and Twitter. Events are sponsored by the company. Moreover, Siemens Building a Structure to Drive Performance and Responsibility A participates in several exhibitions (Londhe, 2014).
VRIO Analysis
Valuable
Siemens Building a Structure to Drive Performance and Responsibility A engages in corporate social responsibility activities. This has allowed the company to establish a strong brand image. Since, Siemens Building a Structure to Drive Performance and Responsibility A has a well-established distribution network, the products are reached to consumers in a timely manner. Siemens Building a Structure to Drive Performance and Responsibility A has been able to introduce innovation in its various departments, which has lowered its costs (Ariyani & Daryanto, 2018).
Rare
Siemens Building a Structure to Drive Performance and Responsibility A operates in multiple countries. This means that its global presence is a rare factor. It works towards an organizational culture that encourages teamwork, and creativity among employees (Ariyani & Daryanto, 2018). Siemens Building a Structure to Drive Performance and Responsibility A is also able to adapt to different societies, and cultures due to its exposure to various locations.
Inimitable
The products produced by Siemens Building a Structure to Drive Performance and Responsibility A are of a high quality. Customers make repetitive purchases, and thus it is an inimitable source. (Miethlich & G. Oldenburg, 2019). Siemens Building a Structure to Drive Performance and Responsibility A has a significant placement of its stores that gives an easy access to its customers. Additionally, the company has been using a competitive pricing strategy because it has been able to achieve economies of scale, thus lower production costs.
Organization
Siemens Building a Structure to Drive Performance and Responsibility A, over the years, has successfully gained a financial strength. Siemens Building a Structure to Drive Performance and Responsibility A can make use of these finances to invest in major acquisitions that give it more growth opportunities. The advancements in technology have allowed Siemens Building a Structure to Drive Performance and Responsibility A to manage its operations more effectively. Distribution channels are another resource for Siemens Building a Structure to Drive Performance and Responsibility A. The supply chain is very efficient, resulting in more revenue (Miethlich & G. Oldenburg, 2019).
Value Chain Analysis
Primary Activities
Siemens Building a Structure to Drive Performance and Responsibility A is involved in primary activities such as the production of goods and then selling them to the target audience.
Inbound Logistics
Siemens Building a Structure to Drive Performance and Responsibility A should ensure to have a strong relationship with its suppliers to avoid any inconvenience in receiving, storing, and distributing the product. This will help Siemens Building a Structure to Drive Performance and Responsibility A to have a more effective transformation of a product (Ariwibowo & Saputro, 2021).
Operations
Operations involves manufacturing as well as services. Siemens Building a Structure to Drive Performance and Responsibility A should conduct an in-depth analysis of its operational activities to remain ahead of its competitors (M.El-Sayed, W.Dickson, & O.El-Naggar, 2015). This will increase the productivity of the company, and more profits can be generated.
Outbound Logistics
It is important for Siemens Building a Structure to Drive Performance and Responsibility A to analyze, and optimize its outbound logistics so that it is able to achieve the long-term corporate goals. Managing outbound activities properly reduces the chance of late deliveries (M.El-Sayed, W.Dickson, & O.El-Naggar, 2015).
Marketing and Sales
Siemens Building a Structure to Drive Performance and Responsibility A should use various marketing and sales techniques to differentiate its products from its competitors. Siemens Building a Structure to Drive Performance and Responsibility A can adopt marketing and sales activities such as promotional activities, advertising, and building strong relationships with suppliers and customers (Ariwibowo & Saputro, 2021).
Services
In terms of services, Siemens Building a Structure to Drive Performance and Responsibility A must ensure that it provides its customers with the pre-sale and post-sale services (Jaligot, C.Wilson, & R.Cheeseman, 2016). The post-sale service typically falls into the promotional activities of a company. Siemens Building a Structure to Drive Performance and Responsibility A can thus develop its customer loyalty.
Secondary Activities
Firm infrastructure
A strong infrastructure of a firm can enable Siemens Building a Structure to Drive Performance and Responsibility A to optimize the entire value chain of the company. Moreover, by controlling the infrastructure activities, Siemens Building a Structure to Drive Performance and Responsibility A can be in a better position to get a strong foothold in the competitive marketplace (Darmawan & Wiguna, 2014).
Human Resource Management
Siemens Building a Structure to Drive Performance and Responsibility A should place its major focus on analyzing the different aspects of HR, such as recruitment, selection, training, and performance evaluation of employees (Darmawan & Wiguna, 2014). Siemens Building a Structure to Drive Performance and Responsibility A can reduce its costs by identifying and analyzing the costs associated with hiring and training.
Procurement
Procurement is an important element in the Siemens Building a Structure to Drive Performance and Responsibility A's value chain. It is important for the company to assess its overall procurement activities so that the inbound, outbound, and operational activities can be optimized (Kumar & P. V., 2016).
Ansoff's Matrix
Siemens Building a Structure to Drive Performance and Responsibility A can implement Ansoff's Matrix to make decisions regarding its business growth. This framework includes four different strategic choices that can be selected by Siemens Building a Structure to Drive Performance and Responsibility A.
Market Penetration
Production capacity
Siemens Building a Structure to Drive Performance and Responsibility A can increase its overall production capacity. This will allow the company to reach more wider audience in an existing market. Siemens Building a Structure to Drive Performance and Responsibility A can also benefit from the reduced costs by expanding its production capacity. Thus, Siemens Building a Structure to Drive Performance and Responsibility A can attract more customers using competitive pricing (Madsen, 2017).
Marketing Investment
Siemens Building a Structure to Drive Performance and Responsibility A can penetrate the market by investing more in marketing and sales activities. This will help the company to engage with its customer more effectively, leading to more potential customers (Dawes, 2020).
Distribution Channels
Innovative and unique distribution channels can be explored by Siemens Building a Structure to Drive Performance and Responsibility A. This will enable the company to reach new segments and groups of customers (Dawes, 2020). In addition to this, Siemens Building a Structure to Drive Performance and Responsibility A can penetrate the market by improving its supply chain, giving more accessibility to customers.
Joint Ventures/Acquisitions
Siemens Building a Structure to Drive Performance and Responsibility A can enter into joint ventures or can take over other leading companies of the market. This will give Siemens Building a Structure to Drive Performance and Responsibility A more market share.
Market Development
Research & Development
Siemens Building a Structure to Drive Performance and Responsibility A should keep on investing in its R&D department, so it is able to identify the changing trends of the market. This will help Siemens Building a Structure to Drive Performance and Responsibility A to target the right market at the right time (Mukangai & Murigi, 2021).
Expanding Regionally
Siemens Building a Structure to Drive Performance and Responsibility A can enter in a new market by expanding its operations regionally. This includes considering different cities of the country. Siemens Building a Structure to Drive Performance and Responsibility A must consider any cultural differences when entering a new market (Mukangai & Murigi, 2021).
New Segments
New segments of the current market can be explored (Mukangai & Murigi, 2021). Siemens Building a Structure to Drive Performance and Responsibility A can add new features and product uses to its existing products that satisfies the needs of a different customer segment.
Product Development
Modifications
Siemens Building a Structure to Drive Performance and Responsibility A can modify the existing product by improving its features to enhance the product offerings.
Launching additional products
Siemens Building a Structure to Drive Performance and Responsibility A should invest in its R&D department so it can come up with new and innovative products that attracts and fulfill the needs of the target audience. This will boost the sales of Siemens Building a Structure to Drive Performance and Responsibility A and will increase profitability (Khajezadeh, Niasar, & Asli, 2019).
Diversification
Vertical Integration
Siemens Building a Structure to Drive Performance and Responsibility A can consider vertical integration. This will allow Siemens Building a Structure to Drive Performance and Responsibility A to develop and launch new products that are similar to its existing product category (Khajezadeh, Niasar, & Asli, 2019).
Horizontal Integration
Siemens Building a Structure to Drive Performance and Responsibility A can diversify its business operation using horizontal integration. This means that the new products and services of Siemens Building a Structure to Drive Performance and Responsibility A will not be related to its current products (Dhir & Dhir, 2015).
A new business diversification
Entering into a completely new business can be considered by Siemens Building a Structure to Drive Performance and Responsibility A. The organization can work towards starting a new business that can give a company more growth prospects in the future (Dhir & Dhir, 2015). Siemens Building a Structure to Drive Performance and Responsibility A can conglomerate with the help of mergers and acquisitions.
Conclusion
To conclude, it could be said that Siemens Building a Structure to Drive Performance and Responsibility A can resolve its current managerial and strategic problems by focusing on its existing products. The company can adopt more attractive marketing strategies that can help Siemens Building a Structure to Drive Performance and Responsibility A to boost its revenue and profitability. It is recommended to focus on maintaining strong supplier relationships. Moreover, it is also advised to focus on more innovative products so Siemens Building a Structure to Drive Performance and Responsibility A can remain competitive in the market.
References
Achinas, S., Horjus, J., & Achinas, V. (2019). A PESTLE Analysis of Biofuels Energy Industry in Europe. Sustainability, 11(24), 5981.
Aithal, P. S. (2020). Study on Siemens Building a Structure to Drive Performance and Responsibility A Analysis Technique for Business Models, Business Strategies, Operating Concepts & Business Systems. International Journal in Management and Social Science, 95-115.
Ariwibowo, P., & Saputro, F. B. (2021). Analysis of Strength & Weakness, Using the Concept of Resource-Based View with the VRIO Framework in Sharia Cooperatives. Jurnal Manajemen Strategi Dan Aplikasi Bisnis, 279 - 294.
Ariyani, W., & Daryanto, A. (2018). Operationalization of Internal Analysis Using the VRIO Framework: Development of Scale for Resource and Capabilities Organization (Case Study: XYZ Company Animal Feed Business Unit). Asian Business Research Journal, 9–14.
Barbara, C., & Cortis, D. (2017). The European Insurance Industry: A PEST Analysis. International Journal of Financial Studies, 5(2), 14.
Barkauskas, V., Barkauskienė, K., & Jasinskas, E. (2015). Analysis of Macro Environmental Factors Influencing the Development of Rural Tourism: Lithuanian Case. Procedia - Social and Behavioral Sciences, 167-172.
Basset, M. A., & Mohamed, M. (2018). An Extension of Neutrosophic AHP–SWOT Analysis for Strategic Planning and Decision-Making. Symmetry, 10(4), 18.
Benzaghta, ,. M., Elwalda, A., & Mousa, M. M. (2021). SWOT analysis applications: An integr T analysis applications: An integrative literature review. Journal of Global Business Insights, 55-73.
Christodoulou, A., & Cullinane, K. (2019). Identifying the Main Opportunities and Challenges from the Implementation of a Port Energy Management System: A SWOT/PESTLE Analysis. Sustainability, 11(21), 6046.
Comino, E., & Ferretti, V. (2016). Indicators-based spatial SWOT analysis: Supporting the strategic planning and management of complex territorial systems. Ecological Indicators, 1104-1117.
Darmawan, M. A., & Wiguna, B. (2014). Value chain analysis for green productivity improvement in the natural rubber supply chain: a case study. Journal of Cleaner Production, 201-211.
Dawes, J. (2020). The Ansoff Matrix: A Legendary Tool, But with Two Logical Problems. SSRN.
Dhir, S., & Dhir, S. (2015). Diversification: Literature Review and Issues. Wiley Online Library.
Eierle, B., Hartlieb, S., & C. Hay, D. (2022). External Factors and the Pricing of Audit Services: A Systematic Review of the Archival Literature Using a PESTLE Analysis. A Journal of Practice & Theory, 95–119.
H. Th. Bruijl, D. G. (2018). The Relevance of Porter's Five Forces in Today's Innovative and Changing Business Environment. SSRN.
Igliński, B., Iglińska, A., & Cichosz, M. (2016). Renewable energy production in the Łódzkie Voivodeship. The PEST analysis of the RES in the voivodeship and in Poland. Renewable and Sustainable Energy Reviews, 737-750.
Jaligot, R., C.Wilson, D., & R.Cheeseman, C. (2016). Applying value chain analysis to informal sector recycling: A case study of the Zabaleen. Resources, Conservation and Recycling, 80-91.
Khajezadeh, M., Niasar, M. S., & Asli, S. A. (2019). Application of Neural Network in Portfolio Product Companies: Integration of Boston Consulting Group Matrix and Ansoff Matrix. International Journal of Economics and Management Engineering, 13(6), 809-813.
Khan, D. M. (2014). The Concept of ‘Marketing Mix’ and its Elements. International Journal of Information, Business and Management, 16(2), 95-107.
Kumar, D., & P. V., R. (2016). Value Chain: A Conceptual Framework. International Jorunal of Engineering and Management Sciences, 74-77.
Londhe, B. (2014). Marketing Mix for Next Generation Marketing. Procedia Economics and Finance, 335-340.
M.El-Sayed, A.-F., W.Dickson, M., & O.El-Naggar, G. (2015). Value chain analysis of the aquaculture feed sector in Egypt. Aquaculture, 92-101.
Madsen, D. Ø. (2017). Not Dead Yet: The Rise, Fall and Persistence of the BCG Matrix. Problems and Perspectives in Management, 19-34 .
Miethlich, B., & G. Oldenburg, A. (2019). The Employment of Persons with Disabilities as a Strategic Asset: A Resource-Based-View using the Value-Rarity-Imitability-Organization (VRIO) Framework. Journal of Eastern Europe Research in Business and Economics, 1-13.
Mukangai, W. I., & Murigi, E. M. (2021). The Effect of Market Development on Sales Performance of Agro-Based Dealers in Nairobi City County, Kenya. Journal of Marketing and Communication, 4(1), 23-35.
Rastogi, N., & TRIVEDI, D. (2016). Pestle Technique- A Tool to Identify External Risks in Construction Projects. International Research Journal of Engineering and Technology, 3(1), 385-388.
Sadeghi, V. a. (2020). The motivational factors of business venturing: Opportunity versus necessity? A gendered perspective on European countries. Journal of Business Research, 279-289.
Taghavifard, M. T., Mahdiraji, H. A., & Alibakhshi, A. M. (2018). An Extension of Fuzzy SWOT Analysis: An Application to Information Technology. Information, 9(3), 46.
Thabit, T., & Raewf, M. (2018). The Evaluation of Marketing Mix Elements: A Case Study. International Journal of Social Sciences & Educational Studies, 4(4), 100 - 109.
Villamarín, J. M., & Pinzon, B. D. (2017). Key Success Factors to Business Intelligence Solution Implementation. Journal of Intelligence Studies in Business, 48-69.
Vlados, C., & Chatzinikolaou, D. (2019). Towards a Restructuration of the Conventional SWOT Analysis. Business and Management Studies, 76-84.
Yan, J., Xia, F., & X.H.Bao, H. (2015). Strategic planning framework for land consolidation in China: A top-level design based on SWOT analysis. Habitat International, 46-54.
Yunna, W., & Yisheng, Y. (2014). The competition situation analysis of shale gas industry in China: Applying Porter’s five forces and scenario model. Renewable and Sustainable Energy Reviews, 798-805.
Zalengera, C., E.Blanchard, R., & C.Eames, P. (2014). Overview of the Malawi energy situation and A PESTLE analysis for sustainable development of renewable energy. Renewable and Sustainable Energy Reviews, 335-347.
Zhao, Z. Y., Zuo, J., & Wu, P. H. (2016). Competitiveness assessment of the biomass power generation industry in China: A five forces model study. Renewable Energy, 144-153.
Related Article
- PESTEL Analysis of Siemens Building a Structure to Drive Performance and Responsibility A
- Hofstede Cultural Model of Siemens Building a Structure to Drive Performance and Responsibility A
- Net Present Value (NPV) Analysis of Siemens Building a Structure to Drive Performance and Responsibility A
- Marketing Mix (4Ps) Analysis of Siemens Building a Structure to Drive Performance and Responsibility A
- Corporate Social Responsibility of Siemens Building a Structure to Drive Performance and Responsibility A
- Siemens Building a Structure to Drive Performance and Responsibility A Discounted Cash Flow (DCF) Analysis
- VRIO Analysis of Siemens Building a Structure to Drive Performance and Responsibility A
- Siemens Building a Structure to Drive Performance and Responsibility A Case Solution
- Blue Ocean Strategy of Siemens Building a Structure to Drive Performance and Responsibility A
Latest Feedback
Theodore Finn
Verified
Productive dissertation was provided by here. I’m grateful for this!
Wang Fang
Verified
Cooperative guys who really care about their customers. I like their way of concerning about students' grades!
Zheng Xie
Verified
I kept informing them of the significance of the document and they supplied the assignment that was suited to expectations.
Arthur Damien
Verified
The writer formulated the incorrect paper but I was responsible for this because I didn’t provide enough information to him. The revised assignment was without fault. Thanks!
Wolfgang Samuel
Verified
Very thankful that this service has the plagiarism checker on my paper. Will carry on to use this service for future tasks.
Benjamin
Verified
They always deliver assignments before the targeted time, even if there is a complicated topic, they resolve it promptly.
Calculate the Price of Your Order
Next Article
- ABB Deutschland (Abridged) Marketing Strategy
- Miles Everson at PricewaterhouseCoopers Marketing Strategy
- Exercise on Employee Stock Option Dilution Marketing Strategy
- Managing Creativity at Shanghai Tang, Chinese Version Marketing Strategy
- Nordstrom: Dissension in the Ranks? (A), Spanish Version Marketing Strategy
- United Rentals (A) Marketing Strategy
- Ensina! Marketing Strategy
- Amazon, Apple, Facebook, and Google Marketing Strategy
- Change Without Compromise (A): The Decline and Turnaround of Temple Baptist Church Marketing Strategy
- Change Without Compromise (B): The Growth of NorthRidge Church Marketing Strategy
Previuos Article
- Making the Case Marketing Strategy
- Joe Smith's Closing Analysis (B) Marketing Strategy
- Joe Smith's Closing Analysis (A), Spanish Version Marketing Strategy
- GMAC: The Pipeline Marketing Strategy
- On Writing Teaching Notes Well Marketing Strategy
- Exxon Corp.: Trouble at Valdez Marketing Strategy
- Ashland Oil, Inc.: Trouble at Floreffe (A) Marketing Strategy
- Ashland Oil, Inc.: Trouble at Floreffe (B) Marketing Strategy
- Ashland Oil, Inc.: Trouble at Floreffe (C) Marketing Strategy
- Ashland Oil, Inc.: Trouble at Floreffe (D) Marketing Strategy
Be a great writer or hire a greater one!
Academic writing has no room for errors and mistakes. If you have BIG dreams to score BIG, think out of the box and hire EssayPandas with BIG enough reputation.
Our Guarantees
- Quality assured
- Proof of no plagiarism
- Qualified writers
- Data security
- 24/7 support
- On time delivery
Interesting Fact
Most recent surveys suggest that around 76 % students try professional academic writing services at least once in their lifetime!
Order Now