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Strategic Environmental Assessment Areas of Procedural and Methodological Practice in Need of Improvement and Further Advance
Strategic Environmental Assessment: Areas of Procedural and Methodological Practice in Need of Improvement and Further Advancement
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Introduction
In today’s globalized world, one of the best ways to capture current thinking is through the use of a Strategic Environmental Assessment (SEA). SEA, according to Lobos and Partidario (2014), is a methodical approach to evaluating the environmental impacts of potential policies, strategies, or initiatives. It also assesses if policies, plans, or programs have the potential to have negative impacts on the environment and climate resilience, and whether there are ways to improve environmental conditions and contribute to climate-resilient and low-carbon growth (Verheem & Tonk, 2000). SEA’s ability to take into account the broader environmental consequences of strategic ideas is one of its most important features. There has been a shift in the way coastal designs are approached, focusing on both the physical and social aspects of a place. This study will explore those aspects of procedural or methodological practice that demand further growth and refinement, based on conceptions of SEA effectiveness.Strategic Environmental Assessment
SEA is an approach and instrument for evaluating the influence of proposed policies, plans, and programs on natural resources as well as social and cultural contexts and economic conditions, as well as the institutional framework within which decisions are made. Policies, plans, and programs that address environmental issues are considered, and the interdependence of environmental issues with economic and social elements is assessed through the use of a variety of analytical and participatory methodologies (Gauthier, Simard, & Waaub, 2011). As a result, SEA takes a very broad and comprehensive approach to sustainability, taking into consideration all three dimensions of sustainability as well as institutional difficulties. Fischer, Matuzzi, & Nowacki (2010) and González et al. (2011) identify that this is done on design since many of the pressures on the poor and the environment are the consequence of custom, tradition, and institutional issues such as land ownership and administration, and because the breadth is intended to be broad. Because policies have an influence on physical resources, it is difficult to evaluate their impact on physical resources without first understanding the sociocultural, economic, and institutional settings in which they are implemented. As development organizations move their attention away from individual projects and toward wider policies and goals, Noble and Nwanekezie (2017) point to how SEAs are becoming more and more critical. While these conclusions are widely agreed to be the most prudent course of action, the road from contemplation to action, and subsequently to results, has been a bumpy one thus far.
Aside from the holistic approach, SEA gives for some degree of decision-making freedom at various stages of its framework. Therefore, choices are examined at several levels of the planning and management system. Finally, SEA may be utilized as an effective proactive assessment technique, providing valuable input into the creation of public policy and planning (Huang, Fischer, & Xu, 2017). While SEA is not one single rigorous and prescriptive methodology, it may be seen as a family of approaches that utilize a variety of different tools and techniques. An effective SEA, according to Koval et al. (2021), is one that is appropriate for the scenario in which it is used and that is appropriate for the context in which it is used. An emphasis is placed on fully integrating environmental, social, and economic variables into a holistic sustainability assessment at one end of the spectrum, while integrating environmental issues with economic and social concerns into strategic decision-making is placed at the other end of the spectrum.
SEA Effectiveness
From the outset of the decision-making process, SEA is used to assist in the formulation of policies, plans, and programs, as well as to assess their potential for development effectiveness and sustainability. SEA, according to Beaussier et al. (2019), is used to assist in the creation of policies, initiatives, and programs, as well as to analyze their efficacy and sustainability. This sets it apart from other conventional environmental assessment procedures like the Environmental Impact Assessment (EIA), the latter has a demonstrated track record of addressing environmental hazards and opportunities in individual projects but are more challenging to apply to programs, policies, and mass plans due to their more formalized structure. SEA is intended to be used in conjunction with environmental impact assessments and other evaluation approaches and tools, not in substitute of them.
Using SEA in development cooperation has a number of advantages in terms of decision-making processes and development results. It provides environmental data to assist individuals in making more informed decisions and identifying new possibilities by facilitating a systematic and comprehensive examination of development options and alternatives (Bond et al., 2018). SEA helps to prudent resource and environmental management, setting the basis for long-term economic growth and stability. Additionally, SEA can aid in governance promotion by enhancing stakeholder involvement, allowing for trans-boundary collaboration on shared natural resources, and assisting in conflict avoidance.
The Sustainable Development Goals (SDGs) are a worldwide agenda for social, economic, and environmental action adopted by the United Nations and a huge part of the current turnaround by nations on matters regarding the environment. SEA may aid in the implementation of SDG-supporting efforts by providing a systematic framework for incorporating the SDGs into government policies, plans, and programs (Lobos & Partidario, 2014). The SDGs, in turn, have the potential to reaffirm the SEA’s commitment to sustainable development. As a consequence, integrating the two policy instruments results in a mutually beneficial relationship. In this study, we examine existing SEA participation in the SDGs in the scholarly literature as well as in practice to determine what is presently available. To demonstrate SEA’s contribution to sustainable development, it may be necessary to establish clearer and more meaningful connections between SEA and the SDGs, as well as help with implementation and influencing action in support of global goals.
Areas of SEA that Require Further Advancement and Improvement
Environmental impact assessments are becoming increasingly important to institutions, governments, and environmental assessment administrators all around the globe as they consider the environmental repercussions of policy, planning, and program decisions. A growing number of companies are turning to SEA to help them better understand the long-term environmental consequences of their actions. In many countries throughout the world, there is a growing amount of knowledge on various SEA techniques, including institutional frameworks, assessment and review processes, and outcomes attained in specific case applications, which is being collected and compiled (Partidario & Monteiro, 2019). It highlights the unique difficulties associated with building and implementing SEA, despite a paucity of understanding about how to ensure its success. Despite the fact that the SEA’s objectives have long been recognized as important, its implementation did not begin until the mid-1980s (Noble & Nwanekezie, 2017). An important approach in the process of improving EA performance, as well as an important instrument in the integration of environmental concerns into decision-making and the trend toward sustainability objectives, is the use of SEA. The fact that a large quantity of effort has been done in this area does not mean that an agreement on an acceptable SEA structure has yet to be reached.
There are a number of restrictions that apply to SEA. For starters, SEA necessitates a significant investment of time and resources. In the case of a SEA, for example, preparations may take anywhere from 50 to 100 days (Fundingsland Tetlow & Hanusch, 2012). Governmental resources in developing countries are already stretched to their limits, and this might add even more strain to their already overburdened systems. A significant number of procedures (such as gathering baseline data and involving stakeholders) are likely to have not yet been created because seabed exploration is a relatively new technological advancement in the field of oceanography. In order to successfully implement long-term strategic initiatives, SEA must be prepared to deal with uncertainty at all levels, from a local to a national or international one. Flooding or technological advancements, for example, may result in delays and technical difficulties on the road.
In order to be exact and scientific, SEA must be sensitive to the demands of the scenario, adaptable, and quick to respond to changing conditions. When making a decision, it is important to consider a variety of aspects, including SEA. Frequently, the choice is made on the basis of non-sustainable or environmental considerations. For instance, the findings of a SEA may persuade legislators to choose an ecologically friendly approach. Many sources, such as those located in underserved urban regions, are not taken into account by the SEA, which is a significant disadvantage (Partidário, 1996). The importance of social and economic concerns is usually undervalued. As a result, the SEA technique is reliant on a large number of quantitative data points that are not always available inside the boundaries of the affected urban area. Since it interacts with a wide variety of interdependent elements acting on several fronts, as well as with a wide range of societal values and a high degree of uncertainty about anticipated outcomes, SEA necessitates a high degree of adaptability and flexibility in the decision-making environment. Being presented with unexpected events, on the other hand, does not entail the need to make strategic decisions. The presence of uncertainty features is inextricably tied to the character of a strategic decision; yet, there are a number of uncertainties associated with the development of particular projects that lack the broad visionary and prohibitive quality associated with strategic alternatives.
Another important consideration in this context is the potential contribution of SEA to the achievement of environmental integrated decision-making in planning, ideation, policy formulation, and programs development. According to Rega and Baldizzone (2015), SEA is the process of incorporating environmental assessment principles into the decision-making process. However, in the majority of cases, the difficulties presented appear to be related to the employment of a novel environmental assessment tool, which introduces a great deal of uncertainty and ambiguity into typical environmental decision-making (Ciccullo et al., 2018). One of the most common difficulties is a lack of supervision and training, as well as a lack of accountability and responsibility, as well as an inability to use established or proven ways.
The political and organizational structure of the environment in which SEA is used has a significant impact on the importance of the impediments that have been discovered. It is necessary, however, for interest groups to exert some influence on policy development and implementation in order to guarantee that policies are ecologically sound and sustainable (Huang, Fischer, & Xu, 2017). This may be accomplished through critical analysis and political pressure. In addition, problems of secrecy and legality may arise, posing significant obstacles to an open and transparent assessment and decision-making process that might otherwise be possible. In order to be successful in the SEA, a number of complicated limitations must be met, which is especially true in more open political systems.
The success of the SEA is dependent on strong political will on the part of governments and other global institutions. It is necessary for each political and organizational culture to develop the administrative and institutional mechanisms necessary to implement a SEA system, as well as to determine the most effective means of ensuring a certain level of accountability for policy, planning, and program proposals, particularly those that are politically sensitive (Bond et al., 2018: Alshuwaikhat & Abubakar, 2007). On the other hand, if more strict and inflexible political regimes do not include environmental assessment methods or allow for public scrutiny as integral components of the decision-making process, it is expected that further impediments would be encountered. In these circumstances, no procedural or technical solution can be a substitute for political responsibility, as well as for effective and flexible institutional structures and processes.
Suggestions Regarding the Use of SEA in the Future
Nations with adaptable and open cultural and political frameworks are more likely to have produced solid environmental policies and well-defined environmental objectives in comparison to countries with rigid and closed systems. A broad range of ecosystem services (which should include ecosystems, people, and communities, in addition to natural and physical resources (Therivel, 2012)) and the repercussions of those services must be examined in order for SEA to be effective in attaining sustainable development (encompassing ecological, physical, social, cultural, and economic) (Fischer, Matuzzi, & Nowacki, 2010). SEA is confronted with a plethora of severe difficulties pertaining to its long-term existence. The first is the link between short-term environmental usage and long-term output, which includes cumulative impacts, as well as other factors mentioned by Rozas-Vásquez et al. (2018). The second stage involves establishing whether or not any irreversible alterations have occurred (Hayes & Fischer, 2021: Li et al., 2014). Effective organizational structures must be built across and within departments/agencies responsible for policy formulation in order to handle the pre-stages and follow-up, as well as to assure the analysis, integration, and assessment of ideas. Involvement of stakeholders, steering committees, and interdepartmental committees are all examples of stakeholder engagement in action.
Identifying if an integrated environmental assessment and planning system will result in enhanced decision-making and environmental management without the need for a separate SEA technique is one of the challenges. Certain countries, like New Zealand, have a solid legislative framework for SEA, but there is a lack of advice, resources, and ways to help practitioners implement their policies (Beaussier et al., 2019). In other parts of the world such as Sweden, environmental and planning legislation just necessitates the creation of an EIS, without the requirement for an evaluation technique (Beaussier et al., 2019). New guidelines are required to augment current legislation in order to encourage critical thinking and compulsory decision-making rationalization procedures. It is also important that these recommendations should be developed in consultation with experts and with special consideration of elements that are unique to a given country.
Conclusion
In this discussion, it has been established that SEA is a method for taking into account the long-term effects of a decision, as well as its immediate economic and societal implications, from the outset of the decision-making process. The sole purpose of the paper was to explore those aspects of procedural or methodological practice that demand further growth and refinement, based on conceptions of SEA effectiveness. It notes that SEA is an approach and instrument for evaluating the influence of proposed policies, plans, and programs on natural resources as well as social and cultural contexts and economic conditions, as well as the institutional framework within which decisions are made. Using SEA in development cooperation has a number of advantages in terms of decision-making processes and development results. It provides environmental data to assist individuals in making more informed decisions and identifying new possibilities by facilitating a systematic and comprehensive examination of development options and alternatives. However, there are a number of restrictions that apply to SEA. The main issue is that as a new system, SEA is very uncertain, a situation that brings concerns to users. New guidelines are required to augment current legislation in order to encourage critical thinking and compulsory decision-making rationalization procedures.
References
Alshuwaikhat, H. M., & Abubakar, I. (2007). Towards a sustainable urban environmental
management approach (SUEMA): Incorporating environmental management with strategic environmental assessment (SEA). Journal of environmental planning and management, 50(2), 257-270.
Beaussier, T., Caurla, S., Bellon-Maurel, V., & Loiseau, E. (2019). Coupling economic models
and environmental assessment methods to support regional policies: a critical review. Journal of cleaner production, 216, 408-421.
Bond, A., Retief, F., Cave, B., Fundingsland, M., Duinker, P. N., Verheem, R., & Brown, A. L.
(2018). A contribution to the conceptualisation of quality in impact assessment. Environmental Impact Assessment Review, 68, 49-58.
Ciccullo, F., Pero, M., Caridi, M., Gosling, J., & Purvis, L. (2018). Integrating the environmental
and social sustainability pillars into the lean and agile supply chain management paradigms: A literature review and future research directions. Journal of cleaner production, 172, 2336-2350.
Fischer, T. B., Matuzzi, M., & Nowacki, J. (2010). The consideration of health in strategic
environmental assessment (SEA). Environmental Impact Assessment Review, 30(3), 200-210.
Fundingsland Tetlow, M., & Hanusch, M. (2012). Strategic environmental assessment: the state
of the art. Impact Assessment and Project Appraisal, 30(1), 15-24.
Gauthier, M., Simard, L., & Waaub, J. P. (2011). Public participation in strategic environmental
assessment (SEA): Critical review and the Quebec (Canada) approach. Environmental Impact Assessment Review, 31(1), 48-60.
González, A., Gilmer, A., Foley, R., Sweeney, J., & Fry, J. (2011). Applying geographic
information systems to support strategic environmental assessment: Opportunities and limitations in the context of Irish land-use plans. Environmental Impact Assessment Review, 31(3), 368-381.
Hayes, S. J., & Fischer, T. B. (2021). Objectives for, of and in strategic environmental
assessment. Environmental Impact Assessment Review, 47, 29-35.
Huang, Y., Fischer, T. B., & Xu, H. (2017). The stakeholder analysis for SEA of Chinese foreign
direct investment: the case of ‘One Belt, One Road’initiative in Pakistan. Impact Assessment and Project Appraisal, 35(2), 158-171.
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(SEA). Environmental Impact Assessment Review, 48, 34-46.
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Portugal. Impact Assessment and Project Appraisal, 37(3-4), 247-265.
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multiple forms. Impact Assessment and Project Appraisal, 18(3), 177-182.
Strategic Digital Marketing Plan
Strategic Digital Marketing Plan
Description of Business and its Market
Bargain Pages is an ongoing online bookstore. The company’s main goal is to acquire the college-level market share of used textbooks and study materials in the bookstore industry. The main direction that the company has taken is low prices, dominant product selection, competitive services including price cuts, trading-in and buyback programs, and availing hard-to-find books. The company also intends to provide a learning environment, complete with study materials for various courses and programs, including lecture notes, sample solutions, and peer tutorage on different programs. The company will focus primarily on tertiary learning, making use of the already available textbooks and reading materials from students. The marketing point for the company is that almost every text in use this year will not be needed in the coming semester or academic session. Therefore, our company wants to connect one user to the next, using very affordable pricing compared to what is available currently via the school library and other external sources. The process is made easier by the fact that now students are required to purchase e-books and other electronic versions of required materials. The company will offer a form of exchange program, linking one user to the next. Operating in the used bookstore industry, especially one that is as focused as ours, will immediately attract students who use hundreds of dollars on buying textbooks for one-time use. We intend to help customers cut back on such costs, making out products and services very attractive to all-level college students.
Description of the Business’ Current Position and Marketing Strategies
The business is currently on its first week of operation, relying only on its website and social media pages for sales. It is operating as an ecommerce establishment without any physical presence. The business model is quite simple and elaborate that targets students looking to purchase various books, study materials, or reference samples. To get the best prices, students will be encouraged to include some hard to find class content, audio books, ebooks, and reference samples in their accounts. These materials will be seen by others searching for the same content online. Generally, the business model connects buyers and sellers using bargain prices that are very competitive.
Bargain Pages has a mission to offer high-quality used literature of all kinds at the most competitive prices for college students. Currently, the business has targeted all types of university and college students within Australia and New Zealand. Due to the COVID-19 pandemic, learning has largely shifted to online learning, requiring students to manage their time more and study harder without the conventional classroom structures. Bargain Pages will target the same users for supply of used books and other study materials. The main attraction to customers and users is the large selection and availability of books, reference notes, lecture notes, audio books, and other learning content that are specifically required by particular institutions. Therefore, the website will also be categorized by institutions, allowing users to filter search results by institution, course, program, year of study, and year of publication and so on. Additionally, the trade-in and buy back option will lower the cost of acquisition for both the company and the supplier, allowing customers to easily discard books and other materials that are no longer in use for cash or other trade-in options.
The business employ a number of marketing strategies. Specifically, the main strategy used is social media marketing. According to Saravanakumar & SuganthaLakshmi (2012), it is one of the most effective and popular forms of marketing because more than 3 billion people around the world use different social media platforms every day. Additionally, consumers expect every business to have an online presence via social media. The strategy is used because it will improve the company’s levels of engagement as well as brand awareness. Wang & Kim (2017) and Karimi & Naghibi (2015) also point to the main benefits of social media marketing including low entry barriers and ease of use, making the value used per unit excellent for a company. The image below shows some of the available social media platforms, making it one of the most effective ways to reach consumers.
Despite the wide variety of platforms available to choose from, Bargain Pages will focus on Facebook, Twitter, and slideshare. These, as per a recent study by Bucher & Helmond (2017), are the most popular social media platforms for college students. In platforms such as Facebook, there are social groups created specifically for students in the same institutions and further divided into peer groups of those within the same course and study programs.
Critical Analysis of Current Digital Trends and Activities in the Microenvironment
In the company’s micro environment, the main elements include customers, the public, the suppliers, competitors, and resellers. The current digital trends and activities are characterized by a movement away from conventional interactions (offline in brick and mortar stores) to newer online interactions. The demand for education is very high. The COVID-19 pandemic has further complicated the learning environment, forcing learners, instructors, and educational institutions to relocate all teaching and learning activities online. One of the immediate consequences, relevant to the online bookstore industry, is that the demand for learning materials otherwise unavailable elsewhere has gone up. The demand for such material has put a lot of pressure on online libraries that do not fully meet the learning needs of students in colleges and universities. Bargain Pages is using this market gap to provide solutions to students. By providing a platform to sell old notes, books, educational magazines, and all other relevant content, the company is making it easier for students to access materials to facilitate learning. The public is moving more towards online shopping, not just for common household items but also for education needs. With such a trend, the movement towards online shopping has attracted rival companies and suppliers ready to occupy the online and used books market. The suppliers double up as the customers. Main competition will include free websites that provide study materials such as Slideshare and Google Scholar. Online libraries recommended by learning institutions will also pose a threat to the wellbeing of Bargain Pages.
Evidence-Based Digital Marketing Implementation and Timeline
Overview of the Current Situation for the Business
In the current atmosphere in the education sector, institutions of higher learning are facing changing market conditions that have affected their ability to adequately respond to the needs of the teaching and learning process. One of the most notable challenges as students, teachers, and said institutions learn to adopt to a world post-COVID is knowing how to meet the learning needs of students in remote learning setups. Now, more than ever, there is a need to support learning by providing materials more than required classroom textbooks to include audio books, e-books, notes, reference samples, and different forms of learner support. To achieve this, Bargain Pages will work to connect learners to other learners in an effort to create a peer to peer exchange and interaction that creates supply and demand for these learning support. In the current semester, the company will focus on using its preferred social media and search engine marketing approaches as the preferred strategies to reach the target market and to create brand awareness at all levels of tertiary learning. The intention is to create a community of learning support that is self-sufficient and sustainable in the long run.
A Hybrid Approach: Social Media and Search Engine Marketing
Social media marketing promises to deliver ease of use, low cost, a symbiotic relationship, best targeting, brand loyalty, and a ready means to measure success. Platforms such as Facebook and Slideshare are very easy to use because they have been around for quite some time. Customers are already used to spending a lot of time on these social sites. If the platform is easy to use, then it means that they are likely to spend more time there. On low cost, social media allows advertisers to pay when a user takes the desired action, thereby translating to reduced cost and effectiveness. Another major advantage of the social media marketing strategy is its ability to connect with other marketing efforts to form a symbiotic link (Kim & Hastak, 2018). It is easy to link social media marketing with other forms of brand or content marketing including videos, web links, photos, and webinars. Markedly, Wang & Kim (2017) found social media marketing to offer the best targeting because it allows advertisers to focus on audiences using different metrics such as personality, location, habits, interests, and so on. Brand loyalty is also a major factor in social media marketing as satisfied customers will likely recommend a brand to their followers through e-word of mouth. Lastly, social media marketing makes it easier for a business to track success through interactions. On Facebook and Twitter, mentions, likes, shares, and other forms of interactions can be used to determine reach. By checking how users are interacting to posts, a business is able to see which marketing efforts yield the best results at different settings.
Search engine marketing is a huge part of the strategy that Bargain Pages will use this semester. The main idea is for the business to appear first on popular search engines results (Aswani et al., 2018). Key search words such as “sample solutions”, “learning outcomes”, “lecture slides”, and any other key terms relating to study materials will be used to find the company. In search engine marketing, the intention is to increase the business’ chances of being chosen by students when working online. With so many competitors entering the used books resale sector, advertising online ensures better promotion of products and the growth of the business. One of the greatest advantages of using search engine marketing for Bargain Pages is that it will provide the opportunity to place ads in front of already motivated buyers willing to make purchases precisely at the moment of making the search. Search engine marketing and social media marketing will be effective strategies that will guide Bargain Pages to having evergreen traffic on the company website and social media pages. The two strategies used together will drive conversions of visitors to consumers at the bottom of the funnel.
Timeline for Implementation
In this semester, the company will target the following universities as the main target market: University of Adelaide, Australia National University, University of Sydney, University of Western Australia, University of Queensland, University of Melbourne, Monash University, University of New South Wales, University of Technology, and University of Newcastle. These institutions are chosen for their size and infrastructure. The company’s website and social media pages will go live in three weeks, focusing on ensuring that students are able to access all learning materials this semester. The potential market for Bargain Pages is made up of all of the major universities in Australia an institutions in more than 40 universities. In the latter part of the semester, the website will be launched in New Zealand, extending the same benefits to students in New Zealand. In this semester, the company will focus on the Australian market. The main competition include the university bookstores and online retail websites and bookstores. To penetrate the market, Bargain Pages will focus on more than textbook sales to include the provision of class notes, curse materials, and other learning content that is unavailable anywhere. The peer to peer business model will ensure that traffic is gained faster and for the right price.
Conclusion
As a new venture, Bargain Pages will face several hurdles as it tries to enter a market that is laden with barriers. However, it will penetrate by providing low prices, dominant product selection, competitive services including price cuts, trading-in and buyback programs, and availing hard-to-find books. Additionally, Bargain Pages also intends to provide a learning environment, complete with study materials for various courses and programs, including lecture notes, sample solutions, and peer tutorage on different programs. It connect one user to the next, using very affordable pricing compared to what is available currently via the school library and other external sources. Operating in the used bookstore industry, especially one that is as focused as ours, will immediately attract students who use hundreds of dollars on buying textbooks for one-time use. The venture will be live this semester, using social media and search engine marketing to drive sales and gain traffic. References
Aswani, R., Kar, A. K., Ilavarasan, P. V., & Dwivedi, Y. K. (2018). Search engine marketing is not all gold: Insights from Twitter and SEOClerks. International Journal of Information Management, 38(1), 107-116.
Bucher, T., & Helmond, A. (2017). The affordances of social media platforms. The SAGE handbook of social media, 233-253.
Karimi, S., & Naghibi, H. S. (2015). Social media marketing (SMM) strategies for small to medium enterprises (SMEs). International Journal of Information, Business and Management, 7(4), 86.
Kim, J., & Hastak, M. (2018). Social network analysis: Characteristics of online social networks after a disaster. International Journal of Information Management, 38(1), 86-96.
Saravanakumar, M., & SuganthaLakshmi, T. (2012). Social media marketing. Life science journal, 9(4), 4444-4451.
Wang, Z., & Kim, H. G. (2017). Can social media marketing improve customer relationship capabilities and firm performance? Dynamic capability perspective. Journal of Interactive Marketing, 39, 15-26.
Strategic Business Marketing Reflection Paper
Strategic Business Marketing Reflection Paper
By (Name)
24707 Strategic Business Marketing
Tutor
University of Technology Sydney
Sydney and New South Wales
2nd June, 2020
Introduction
Strategic business marketing today has shifted its focus from profit orientation to customer orientation. Digital marketing has made it possible for customers to receive personalized products with digital means of giving feedback. This essay details the position customers occupy today in firms’ priorities in their striving to attain competitive advantage while delivering value to suppliers and customers.
Key Learnings from Guest Speakers
Strategic business marketing today is driven more towards the needs of customers being met as opposed to being driven towards profit realization first. Products are then designed in light of the identified needs (Stern and Sturdivant, 1987). The former allows for customer needs to be met followed by effective relationships, after which profits stabilize. With such great experiences, current customers will conduct marketing apart from the firm (Jaffe, 2010). The company need not take on in depth marketing efforts in such cases. With available customer data, customer relationship management has become more digitized, so much so that marketing can be done in real-time as well as providing effective communication channels that help firms identify issue through customer feedback (Deloitte Digital 2015). Companies ought to take on a prepared approach to pandemics or unexpected occurrences. This ought to be with regard to business continuity plans, suppliers, and emergency plans (Rice, 2020).
With digital technologies, B2B has been able to adopt a global channel marketing view and strategies. This way, products, services, and logistics are planned for a larger market. Strategic business marketing has further taken an authentic and purposeful product branding. Customers are the focus of these branding efforts. The marketing efforts today are pegged on technology. On this note, companies have been forced to adapt to the changes and look for ways of converting leads into revenue generating sources (Pino, 2010). The various social media platforms come in handy as a result, with a number of them enabling this conversion.
Key Learnings from Course
The management of business marketing is based on guiding principles which are value, business networks, market processes, and business across borders. The purchasing process considers the weightiness of value (Session 1, Lesson 1& Session 2, Lesson 2). On this note, the understanding, creation, and delivery of value are important aspects in B2B marketing, for both consumers and suppliers. Good seller-customer relationships result in established networks that bear fruit in form of value for parties involved (Session 3, Lesson 3& Session 4, Lesson 4). Strategic business marketing can be further seen in looking at what the competitors are doing, customer value assessment, market definition, and segmentation (Session 5, Lesson 5). Strategies developed for the business and market alike ought to be value-based.
In B2B selling, the most important aspects are products, services, and logistics. Differentiation at any one point of this chain helps create competitive advantage for the seller (Session 6, Lesson 6). Competitive advantage can be in product or service differentiation, or present in the logistical process in the way the product is delivered (Session 7, Lesson 7). For sales to be made within a company during the digital age, digital communication is an effective addition, on top of collaborative selling which helps the seller understand their market to enable customer needs to be met (Session 8, Lesson 8). As for matters distribution, the partnerships formed ought to be dependable and effective in value creation.
Customer relationship management ensures constant profit realization through value creation for the suppler and customer, while ensuring that competitive advantage is attained. CRM thrives when the organization has a personalized relationship with individual customers for marketing success and customer retention (Session 9, Lesson 9; Session 10, Lesson 10; & Session 11, Lesson 11). Digital marketing has made it possible for customer retention to be successful; especially since need personalization is possible, which is already a marketing strategy.
Summary
To conclude, strategic business marketing has effectively and efficiently shifted to customer-centric efforts from the traditional profit-centric efforts. This way, firms are able to create long-term relationships with their customers while managing to realize profits in their continued efforts.
References
24707 Session 1, Lecture 1
24707 Session 10, Lecture 10
24707 Session 11, Lecture 11
24707 Session 2, Lecture 2
24707 Session 3, Lecture 3
24707 Session 4, Lecture 4
24707 Session 5, Lecture 5
24707 Session 6, Lecture 6
24707 Session 7, Lecture 7
24707 Session 8, Lecture 8
24707 Session 9, Lecture 9
Deloitte Digital, 2015. Digital CRM. [Online] (updated June 2015) Available at: <https://www2.deloitte.com/content/dam/Deloitte/de/Documents/technology/DELO_Digital%20CRM%20Studie_v21_ks3.pdf> [Accessed 2 June 2020].
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