STRATEGIC MARKETING ASSIGNMENT

BCO211 STRATEGIC MARKETING (3CH/4 ECTS)

TASK BRIEF & RUBRICS

You are required to develop a Marketing Strategy Proposal for a commercial business enterprise and their European business activity. Follow the specific tasks
that are set out in the guideline below. The assignment is individual.

Your report consists of two parts and in total should be max. 2,500 words long, excluding Title, Abstract, Table of contents, Images, Bibliography and Appendices.

Submissions

Hand-in this assignment in Word file format, via Moodle (Turnitin). Part 1: max. 13/12/20 23.59h CEST. Part 2 (including part 1): max. 17/01/21 23.59h CEST.

Task

You are required to develop a comprehensive Marketing Analysis and Strategy Proposal for a business of your choice; students will find a list of companies to
choose from in the first class. Therefore, you need to conduct some research of the company, its markets, sector and stakeholders. Follow the different topics as
set out in the following two parts.

PART 1

Describe the BUSINESS and make a SITUATION ANALYSIS

 What is your business´ activity? In what sector does your company compete? What are its generic objectives? What is the mission statement?

 Choose the geography you focus your analysis on. How is the business doing today? Performance in terms sales, market share etc.

 You will use some theoretical paradigms and models to explore the environment of the company:

o PEST analysis (Political, Economic, Social, Technological)
o Competition Analysis

 Choose one of the following ones:

o Life Cycle Analysis
o BCG matrix
o Ansoff Matrix

Mohamed Abbas

Mohamed Abbas

 Finish with the SWOT analysis to describe the strengths, weaknesses, opportunities, and threats of your company using the information above

PART 2

Develop your MARKETING STRATEGY PROPOSAL

 Describe short the main opportunities (max. 5) you see for further growth in terms of (new or existing) products and (new or existing) markets

 Segmentation and Targeting

o Identify the business needs that are addressed, segment the market, breaking down the market and identifying the subgroup(s) targeted
o Describe your target customer(s). Are their customer groups that can be targeted better? Can we find new target audience(s)?

 Use Perceptual Mapping techniques (and additional research) and validate the opportunities with current and potential clients

 Positioning

o Identify the value proposition, what is the unique product/service offer? What sustainable competitive advantage(s) are key to your organization?
o How do you stand out from your (direct) competitors? Find ways to stand out more, making the brand more unique and offering more value to customers.

 Set max. 5 measurable goals (SMART) for the short and medium term (1-3 years)

 Use the Marketing Mix model to describe your proposals concerning product(s), pricing, distribution and promotion (where they apply)

Formalities
 Wordcount: Part 1 750 – 1.000 words. Part 2 1.250 – 1.500 words (total max. 2.500 words)
 Cover, Table of Contents, References and Appendix are excluded of the total wordcount.
 Font: Arial 12,5 pts.
 Text alignment: Justified.
 The in-text References and the Bibliography have to be in Harvard’s citation style.

Weight
Part 1: This task is a 40% of your total grade for this subject.
Part 2: This task is a 60% of your total grade for this subject.

Learning Outcomes
The Strategic Marketing Analysis assesses the following learning outcomes:
Outcome 1: understand the place of the marketing plan in the overall business plan and apply the knowledge on practice
Outcome 2: apply the analytical frameworks used to assess the major decisions facing marketing managers as they attempt to harmonize organizational goals
and resources with market needs and opportunities
Outcome 3: illustrate how to monitor the dynamic changes in the external environment
Outcome 4: illustrate how to monitor the dynamic changes in the external environment

Mohamed Abbas

Mohamed Abbas

Mohamed Abbas

Rubrics

Exceptional 90-100 Good 80-89 Fair 70-79 Marginal fail 60-69
Knowledge &
Understanding
(20%)
Student demonstrates
excellent understanding of
key concepts and uses
vocabulary in an entirely
appropriate manner.
Student demonstrates
good understanding of the
task and mentions some
relevant concepts and
demonstrates use of the
relevant vocabulary.
Student understands the
task and provides minimum
theory and/or some use of
vocabulary.
Student understands the task
and attempts to answer the
question but does not
mention key concepts or uses
minimum amount of relevant
vocabulary.
Application (30%) Student applies fully
relevant knowledge from
the topics delivered in
class.
Student applies mostly
relevant knowledge from
the topics delivered in
class.
Student applies some
relevant knowledge from
the topics delivered in
class. Misunderstanding
may be evident.
Student applies little relevant
knowledge from the topics
delivered in class.
Misunderstands are evident.
Critical Thinking
(30%)
Student critically assesses
in excellent ways, drawing
outstanding conclusions
from relevant authors.
Student critically assesses
in good ways, drawing
conclusions from relevant
authors and references.
Student provides some
insights but stays on the
surface of the topic.
References may not be
relevant.
Student makes little or none
critical thinking insights, does
not quote appropriate
authors, and does not
provide valid sources.
Communication
(20%)
Student communicates
their ideas extremely
clearly and concisely,
respecting word count,
grammar and spellcheck
Student communicates
their ideas clearly and
concisely, respecting word
count, grammar and
spellcheck
Student communicates
their ideas with some
clarity and concision. It
may be slightly over or
under the wordcount limit.
Some misspelling errors
may be evident.
Student communicates their
ideas in a somewhat unclear
and unconcise way. Does not
reach or does exceed
wordcount excessively and
misspelling errors are
evident.

StrategicMarketing Midterm

CAIXABANK

CaixaBank is a banking firm within a socially conscious, long-term universal banking model focused on consistency, confidence and experience, which provides a value proposition of goods and services targeted to each market, which takes creativity as a competitive challenge and a cornerstone of its corporate community, and whose major presence in retail banking in Spain and Portugal makes it a leading leader in retail banking

.

CaixaBank is focused on its organizational principles of excellence, trust and social responsibility to its social and work activities. To satisfy their clients, they use consistency by giving them outstanding service. The effect of honesty, professionalism and vicinity is confidence. It enables them to meet the desires of their clients and to build long agreements that are equitable to both stakeholders and based on shared benefits. The fundamental cornerstone of their development and the factor that establishes close ties with their stakeholders is social engagement. This principle underlines their aim of leading to the creation of a better future and more benefits for everyone. Their aim is to become a biggest creative financial community with the highest client experience and responsible banking standards. The Organization’s mission is to commit to their clients’ financial quality of life and to the advancement of culture.

The planned takeover of Bankia bank by CaixaBank would build the biggest internationally lender in Spain, helping the previous to reduce expenses by shutting branches and boosting its client base at such a period when Spanish banks face rivalry,

 

low interest rates and a financial crisis. Based to researchers, the influence of the coronavirus has exacerbated the difficulties presented by the industry, causing restructuring a necessary move to stay productive. CaixaBank seems to be one of the three largest banks in Spain through assets. Today, CaixaBank has a market share of 16 percent in the Spanish banking market. They have netted sales sideways against 5 billion euro range as of 2018. The expanded company will stay their position among the three largest banks in Spain with assets amounting to 664,03 billion euro, based on data from S&P Global Market Intelligence. The two banks’ aggregate net loans equal 358.74 billion euro. Besides a 25 percent market share in loans and 24 percent in deposits, it will be the biggest domestic participant. Investors began to engage carefully as EU policies restored the economic stimulation of Europe and in the midst of signs that US operation is decreasing momentum as the original applications for unemployment soared towards a 3-month peak. The financial markets were divided, the USD weakened declined and no difference was made in government rates.

The political Committee of CaixaBank is capable of determining the role of CaixaBank on legal and statutory measures. The Board is headed by the Director of the Departments of political Relations and is comprised of top administration members.   CaixaBank leads, via its economic operations, towards the economy. Perhaps it leads implicitly through its investment on goods and services and by the impact that it has on the expenditure of its workers’ wages, the dividends earned from its owners and investors and its suppliers’ staff, as well as from the production operation of the personality workers, corporations and firms it funds. Through its operations and outcomes, CaixaBank leads to the increase of the social structure via its Connection Shareholder Base, ‘la Caixa.’

The budget of the ‘la Caixa’ Organization in 2020 is EUR 560 million, that next year defines that ‘la Caixa’ Organization as a personal Spanish company dedicating additional money to social action. The proposal includes of a loan to fund the technology project of CaixaBank, including the production and deployment for the period 2018-2020 of new IT systems, methods and facilities. The planning, development and overseeing of a new data center are all involved in the project. Here’s list of some of CaixaBank competitors:

· BANCO STANDER

· GROUPE CREDIT AGRICOLE

· LLOYEDS BANKING GROUP

· NATIONAL BANK OF CANADA

· BANKINTER

· MIZUHO FINANCIAL GROUP

A leadership and transformation approach that is expressed in CaixaBank across main actions or strategic competition

1) Within the highest ethical standards and outstanding financial reporting, grow the enterprise

· Excellent corporate management, existing health and safety issue oversight.

· Become the organization’s main model for accountability and outward contact.

2) Placed focus on financial resilience

· Constant liquidity improvement.

· Aggressively handling the investments of property investment especially non loans.

3) Establish leadership between all of executives

· Preserve, in a growing world, the corporate culture.

· Enhance internal and team-work coordination.

· Appreciation of positive results is increased.

4) Represent the maximum degree of service to the customer:

· Having the customer throughout the forefront of the company.

· To become the institution providing the maximum standard of support efficiency.

· Enable a distinction in comparison to the majority of the market’s rivals.

 At the end, Caixabank is a corporation offering financial goods and services. The bank offers a variety of goods and services for

· wealth management

· investment banking

· enterprise banking

· insurance and savings

Appealing to the needs of individuals and corporate clients. Its service portfolio comprises

· mutual bonds

· gift cards

· debit cards

· credit cards

· current accounts

· Deposits

· savings accounts

· rentals

· land rents

· school loans

· personal loans for auto loans, business loans, and structured loans.

In addition, CaixaBank offers retirement securities, pension policies, health benefits, auto insurance, insurance against injuries, home insurance, insurance against liability, corporate insurance, shares, stocks, options and mutual funds. It also offers financial forecasting, administration of receipts and transfers, currency management, foreign exchange services, treasury, online banking, telephone banking and ATM services. The business provides in a lot of countries, together with its branches, across branches and ATM centers. It is a division of the savings bank, la Caixa. The offices of CaixaBank are based in Barcelona, Spain.

CaixaBank. 2020. Search| Caixabank. [online] Available at: [Accessed 13 December 2020].

CaixaBank. 2020. Mission, Vision And Values. [online] Available at: [Accessed 13 December 2020].

Forbes. 2020. Caixabank. [online] Available at: [Accessed 13 December 2020].

Spglobal.com. 2020. Caixabank Set To Slash Costs, Boost Market Share Through Bankia Deal. [online] Available at: [Accessed 13 December 2020].

 

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