GIVE GIVE ME WHAT YOU WOULD PUT ON THE SLIDE AND I WILL REWO

(GIVE GIVE ME WHAT YOU WOULD PUT ON THE SLIDE AND I WILL REWORD AND TYPE IN MY OWN POWERPOINT THANKS)

Module 06 Global Expansion Project - Marketing, Human Resources, Final Conclusio

It is time to assign a workforce along with a marketing strategy to your plan. At the end, a presentation generally concludes with a look ahead, so that will be the last portion of the plan.

Create a 5-7 slides presentation using the speaker\'s notes section for your content and the slides for presentation purposes. Include the following information:

Create a Marketing Plan

Concentrate on the changes you will need to make for global promotion efforts. Can any of the current marketing efforts be kept? What type of marketing does your chosen global market respond to? What will not work well in your market that may work for your domestic marketing plan?

Create a Human Resources Plan

How will you handle staffing and recruitment activities? Turnover?

How will you address the differences with Global HR needs?

Conclusion forecasting what\'s next

Your presentation should be proofread for spelling and grammar. Your presentation slides should be concise.

Solution

A marketing plan has eight sections which are described below:

However, the development of a marketing plan is not the end of the marketing process. High-performance firms must hone their expertise in organizing, implementing, and controlling marketing activities as they follow marketing results closely, diagnose problems, and take corrective action when necessary. In today’s fast-paced business world, the ability to effectively manage the marketing process—beginning to end—has become an extremely important competitive advantage.

To create a market- and customer-focused company, one must: convince senior managers of the need to be more customer-focused; appoint a senior marketing officer and marketing task force; get outside help and guidance; change reward measurement and system to encourage actions that build long-term customer satisfaction; hire strong marketing talent; develop strong in-house marketing training programs; install a modern marketing planning system; establish an annual marketing excellence recognition program; consider restructuring as a market-centered organization and shift from a department focus to a process-outcome focus.

Human resource planning,includes Preparing forecasts of human resource requirements and plans for the acquisition,retention and effective utilization of employees, which ensure that the company’s needs for people are met.

It is ‘a decision making process that combines three important activities: (1) identifying and acquiring the right number of people with the proper skills, (2) motivating them to achieve high performance, and (3) creating interactive links between business objectives and people-planning activities’

The pressure for improved performance to meet more intense global competition explains why many organizations are setting higher standards for employees and are not retaining those who do not meet those standards. This may be done through disciplinary procedures, but performance management processes are being used to identify under-performers. Properly administered, such processes will emphasize positive improvement and development plans but they will inevitably highlight weaknesses and, if these are not overcome, disciplinary proceedings may be invoked.

Increasingly, HR services, which would previously have been regarded as a business’s own responsibility to manage, are now routinely being purchased from external suppliers.The HR function is well positioned to outsource some of its activities to management consultancies and other agencies or firms that act as service providers in such fields as training, recruitment, executive search, occupational health and safety services, employee welfare and counseling activities, childcare, payroll administration and legal advisory services.

The advantages of outsourcing seem to be high, but there are problems. Some firms have unthinkingly outsourced core activities on an ad hoc basis to gain short-term advantage, while others found that they were being leveraged by their suppliers to pay higher rates. Firms may focus on a definition of the core activities and those that can be outsourced that may be justified at the time but do not take account of the future.