Thank You!
Thank you for your email subscription. Check your email to get Coupon Code.
Marketing Strategy for Merrill Lynch in 2003 Sunny Skies Ahead
Posted by Addison on Mar-29-2023
Introduction
The report primarily focuses on the marketing strategy of Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead 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
Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead operates in multiple countries, there are high chances of various political tensions that can cause instability in market growth trends for Merrill Lynch in 2003 Sunny Skies Ahead. This can limit the company's growth opportunities.
Pressure Groups
Moreover, it is important for Merrill Lynch in 2003 Sunny Skies Ahead to analyze and monitor the activities of pressure groups. Merrill Lynch in 2003 Sunny Skies Ahead can create a close collaboration with these groups to achieve long-term goals.
Corruption and Changing Policies
Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead 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. Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead can benefit from surplus labor with low-cost wages. Furthermore, Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead can also be influenced (Sadeghi, 2020).
Labor Market
It is important for Merrill Lynch in 2003 Sunny Skies Ahead 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
Merrill Lynch in 2003 Sunny Skies Ahead should consider expanding its operations in growing economies to benefit from growth opportunities. It can be challenging for Merrill Lynch in 2003 Sunny Skies Ahead to enter a mature industry at a growing stage (Villamarín & Pinzon, 2017).
Social factors
Demographics
Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead to study and identify social class stratification.
E-commerce
There has been a significant shift in online shopping. Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead so that it can stay ahead of the competitive market. Merrill Lynch in 2003 Sunny Skies Ahead 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). Merrill Lynch in 2003 Sunny Skies Ahead can take it as a great opportunity where can use innovative strategies to expand its customer base.
Environmental factors
Waste Management
Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead. 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. Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead 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
Merrill Lynch in 2003 Sunny Skies Ahead 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
Merrill Lynch in 2003 Sunny Skies Ahead can use Porter's Five Forces to analyze the competitive landscape of the industry. The strategic planners of Merrill Lynch in 2003 Sunny Skies Ahead can use this framework to make effective decisions.
Threat of New Entrants
Merrill Lynch in 2003 Sunny Skies Ahead 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, Merrill Lynch in 2003 Sunny Skies Ahead has a weak threat of new entrants.
Bargaining Power of Suppliers
There are more suppliers in the industry of Merrill Lynch in 2003 Sunny Skies Ahead. This shows that there is less control over prices. Organizations like Merrill Lynch in 2003 Sunny Skies Ahead can easily switch to other suppliers because of less differentiation in products. This makes the bargaining power of suppliers a weak force in Merrill Lynch in 2003 Sunny Skies Ahead's industry (H. Th. Bruijl, 2018).
Bargaining Power of Buyers
The industry in which Merrill Lynch in 2003 Sunny Skies Ahead 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
Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead sell their products at a lower prices. This clearly shows that buyers may feel reluctant when switching to other substitutes.
Rivalry Among Existing Firms
Merrill Lynch in 2003 Sunny Skies Ahead 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, Merrill Lynch in 2003 Sunny Skies Ahead 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
Merrill Lynch in 2003 Sunny Skies Ahead can make use of SWOT analysis to effectively analyze the company's internal strengths, weaknesses, external opportunities, and threats.
Strengths
Strong distribution network
Merrill Lynch in 2003 Sunny Skies Ahead operates in various countries and has multiple outlets that help the company to deliver its products quickly to its customers. This shows that Merrill Lynch in 2003 Sunny Skies Ahead has a strong distribution network (Benzaghta, Elwalda, & Mousa, 2021).
Financial position
Merrill Lynch in 2003 Sunny Skies Ahead 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
Merrill Lynch in 2003 Sunny Skies Ahead 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
Merrill Lynch in 2003 Sunny Skies Ahead 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
Merrill Lynch in 2003 Sunny Skies Ahead has its manufacturing plants on rented properties. This increases the company's overall costs, and a significant portion of Merrill Lynch in 2003 Sunny Skies Ahead's profits go into paying the rent (Comino & Ferretti, 2016).
Research and Development
Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead to take immediate action in conducting its research.
Centralized Power
There has been a centralized decision-making process in Merrill Lynch in 2003 Sunny Skies Ahead. 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 Merrill Lynch in 2003 Sunny Skies Ahead (Comino & Ferretti, 2016).
Opportunities
Presence of Internet
Merrill Lynch in 2003 Sunny Skies Ahead has a great opportunity of expanding its business by using the internet. Since there has been a growing trend in online shopping Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead.
Technological Innovations
Technology is constantly evolving, and Merrill Lynch in 2003 Sunny Skies Ahead can benefit from it by implementing the technology in its various departments. Manufacturing process can be completed automated, which can eventually help Merrill Lynch in 2003 Sunny Skies Ahead to reduce its costs (Taghavifard, Mahdiraji, & Alibakhshi, 2018).
Globalization
The continuous increase in globalization has allowed Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead operates. This means that there are chances of increased competition. This poses a threat to Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead. Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead, 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
Merrill Lynch in 2003 Sunny Skies Ahead operates in a wider range of products. Each of the products has its further product lines that are sold under the Merrill Lynch in 2003 Sunny Skies Ahead. This means that customers can benefit from a large variety of products. Merrill Lynch in 2003 Sunny Skies Ahead sells highly differentiated products with higher quality that, gives it a competitive edge (Khan, 2014).
Price
Merrill Lynch in 2003 Sunny Skies Ahead follows a competitive pricing strategy. The company also takes into account all its costs before setting its prices (Londhe, 2014). Currently, Merrill Lynch in 2003 Sunny Skies Ahead is using a product bundle pricing strategy where customers get bundled products at lower prices.
Place
Merrill Lynch in 2003 Sunny Skies Ahead 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. Merrill Lynch in 2003 Sunny Skies Ahead has its own retail stores where it sells its products directly to consumers.
Promotion
Merrill Lynch in 2003 Sunny Skies Ahead uses traditional and modern promotional techniques. TV ads are used to reach a larger audience. Merrill Lynch in 2003 Sunny Skies Ahead also advertises on social media sites such as Facebook, Instagram, and Twitter. Events are sponsored by the company. Moreover, Merrill Lynch in 2003 Sunny Skies Ahead participates in several exhibitions (Londhe, 2014).
VRIO Analysis
Valuable
Merrill Lynch in 2003 Sunny Skies Ahead engages in corporate social responsibility activities. This has allowed the company to establish a strong brand image. Since, Merrill Lynch in 2003 Sunny Skies Ahead has a well-established distribution network, the products are reached to consumers in a timely manner. Merrill Lynch in 2003 Sunny Skies Ahead has been able to introduce innovation in its various departments, which has lowered its costs (Ariyani & Daryanto, 2018).
Rare
Merrill Lynch in 2003 Sunny Skies Ahead 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). Merrill Lynch in 2003 Sunny Skies Ahead is also able to adapt to different societies, and cultures due to its exposure to various locations.
Inimitable
The products produced by Merrill Lynch in 2003 Sunny Skies Ahead are of a high quality. Customers make repetitive purchases, and thus it is an inimitable source. (Miethlich & G. Oldenburg, 2019). Merrill Lynch in 2003 Sunny Skies Ahead 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
Merrill Lynch in 2003 Sunny Skies Ahead, over the years, has successfully gained a financial strength. Merrill Lynch in 2003 Sunny Skies Ahead can make use of these finances to invest in major acquisitions that give it more growth opportunities. The advancements in technology have allowed Merrill Lynch in 2003 Sunny Skies Ahead to manage its operations more effectively. Distribution channels are another resource for Merrill Lynch in 2003 Sunny Skies Ahead. The supply chain is very efficient, resulting in more revenue (Miethlich & G. Oldenburg, 2019).
Value Chain Analysis
Primary Activities
Merrill Lynch in 2003 Sunny Skies Ahead is involved in primary activities such as the production of goods and then selling them to the target audience.
Inbound Logistics
Merrill Lynch in 2003 Sunny Skies Ahead should ensure to have a strong relationship with its suppliers to avoid any inconvenience in receiving, storing, and distributing the product. This will help Merrill Lynch in 2003 Sunny Skies Ahead to have a more effective transformation of a product (Ariwibowo & Saputro, 2021).
Operations
Operations involves manufacturing as well as services. Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead 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
Merrill Lynch in 2003 Sunny Skies Ahead should use various marketing and sales techniques to differentiate its products from its competitors. Merrill Lynch in 2003 Sunny Skies Ahead 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, Merrill Lynch in 2003 Sunny Skies Ahead 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. Merrill Lynch in 2003 Sunny Skies Ahead can thus develop its customer loyalty.
Secondary Activities
Firm infrastructure
A strong infrastructure of a firm can enable Merrill Lynch in 2003 Sunny Skies Ahead to optimize the entire value chain of the company. Moreover, by controlling the infrastructure activities, Merrill Lynch in 2003 Sunny Skies Ahead can be in a better position to get a strong foothold in the competitive marketplace (Darmawan & Wiguna, 2014).
Human Resource Management
Merrill Lynch in 2003 Sunny Skies Ahead 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). Merrill Lynch in 2003 Sunny Skies Ahead can reduce its costs by identifying and analyzing the costs associated with hiring and training.
Procurement
Procurement is an important element in the Merrill Lynch in 2003 Sunny Skies Ahead'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
Merrill Lynch in 2003 Sunny Skies Ahead can implement Ansoff's Matrix to make decisions regarding its business growth. This framework includes four different strategic choices that can be selected by Merrill Lynch in 2003 Sunny Skies Ahead.
Market Penetration
Production capacity
Merrill Lynch in 2003 Sunny Skies Ahead can increase its overall production capacity. This will allow the company to reach more wider audience in an existing market. Merrill Lynch in 2003 Sunny Skies Ahead can also benefit from the reduced costs by expanding its production capacity. Thus, Merrill Lynch in 2003 Sunny Skies Ahead can attract more customers using competitive pricing (Madsen, 2017).
Marketing Investment
Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead. This will enable the company to reach new segments and groups of customers (Dawes, 2020). In addition to this, Merrill Lynch in 2003 Sunny Skies Ahead can penetrate the market by improving its supply chain, giving more accessibility to customers.
Joint Ventures/Acquisitions
Merrill Lynch in 2003 Sunny Skies Ahead can enter into joint ventures or can take over other leading companies of the market. This will give Merrill Lynch in 2003 Sunny Skies Ahead more market share.
Market Development
Research & Development
Merrill Lynch in 2003 Sunny Skies Ahead should keep on investing in its R&D department, so it is able to identify the changing trends of the market. This will help Merrill Lynch in 2003 Sunny Skies Ahead to target the right market at the right time (Mukangai & Murigi, 2021).
Expanding Regionally
Merrill Lynch in 2003 Sunny Skies Ahead can enter in a new market by expanding its operations regionally. This includes considering different cities of the country. Merrill Lynch in 2003 Sunny Skies Ahead 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). Merrill Lynch in 2003 Sunny Skies Ahead can add new features and product uses to its existing products that satisfies the needs of a different customer segment.
Product Development
Modifications
Merrill Lynch in 2003 Sunny Skies Ahead can modify the existing product by improving its features to enhance the product offerings.
Launching additional products
Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead and will increase profitability (Khajezadeh, Niasar, & Asli, 2019).
Diversification
Vertical Integration
Merrill Lynch in 2003 Sunny Skies Ahead can consider vertical integration. This will allow Merrill Lynch in 2003 Sunny Skies Ahead to develop and launch new products that are similar to its existing product category (Khajezadeh, Niasar, & Asli, 2019).
Horizontal Integration
Merrill Lynch in 2003 Sunny Skies Ahead can diversify its business operation using horizontal integration. This means that the new products and services of Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead. The organization can work towards starting a new business that can give a company more growth prospects in the future (Dhir & Dhir, 2015). Merrill Lynch in 2003 Sunny Skies Ahead can conglomerate with the help of mergers and acquisitions.
Conclusion
To conclude, it could be said that Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead 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 Merrill Lynch in 2003 Sunny Skies Ahead
- Hofstede Cultural Model of Merrill Lynch in 2003 Sunny Skies Ahead
- Net Present Value (NPV) Analysis of Merrill Lynch in 2003 Sunny Skies Ahead
- Marketing Mix (4Ps) Analysis of Merrill Lynch in 2003 Sunny Skies Ahead
- Corporate Social Responsibility of Merrill Lynch in 2003 Sunny Skies Ahead
- Merrill Lynch in 2003 Sunny Skies Ahead Discounted Cash Flow (DCF) Analysis
- VRIO Analysis of Merrill Lynch in 2003 Sunny Skies Ahead
- Merrill Lynch in 2003 Sunny Skies Ahead Case Solution
- Blue Ocean Strategy of Merrill Lynch in 2003 Sunny Skies Ahead
Latest Feedback
Sara Botond
Verified
The design of this service was fine and I made an order with them after the full investigation from the support team. I got the order at the given time and didn’t call them for revision because the paper was okay!
Adrien Chauncey
Verified
I forgot to attach the layout while I filled the form. When the idea of the layout came into the mind, the deadline at the hour. I talked to the support executive who informed me that your paper had been completed. Now it was difficult for me to ask for the modification. I discussed the problem with the executive who is a great personality and stated to the writer to manage the rework of the paper. Every word is short for praising this service.
Brandon Noah
Verified
This service is very helpful and I got quality work. Thanks a lot!
Isla Xavier
Verified
I'll surely contact this service next time because my fellow obtained an A in the assignment.
Gabin Alexis
Verified
The assignment passed in the turnitin without expressing any plagiarism. Thank you and I'll come back with another paper.
Patrick Bieran
Verified
When I find an issue in the paper, I talk to them and the expert corrects errors accordingly. Highly recommended!
Calculate the Price of Your Order
Next Article
- Understanding Securities Markets in the United States and Japan Marketing Strategy
- Shawmut National Corp.'s Merger with Bank of Boston Corp. (B) Marketing Strategy
- Olympic Financial Ltd. Marketing Strategy
- Duty of Care: Susan Field v. Barber Asia Marketing Strategy
- Pinnacle Ventures Marketing Strategy
- Providian Financial Corporation Marketing Strategy
- Leland O'Brien Rubinstein Associates, Inc.: Portfolio Insurance Marketing Strategy
- Beta Management Co. Marketing Strategy
- Gordon Cain and the Sterling Group (A) Marketing Strategy
- Unilever Superannuation Fund vs. Merrill Lynch 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