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Part B ABC Marketing Plan (Change your name of business here)
Part B: ABC Marketing Plan (Change your name of business here)
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MKT500 Marketing Management
Strayer University
Dr. Your Professor
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Introduction
The marketing plan is the business organization’s crucial aspect that depicts the business’s overall operation in the market. A good marketing plan should entail a well-defined business goal, a rational mission statement, a SWOT analysis, and an environmental analysis. Significantly, it is worth it to encompass market competition analysis on a market plan, enabling the business to establish its position in the market. According to the feedback received earlier, it is essential to use it to improve the marketing plan. For example, the funding challenge received feedback denoted by SWOT Analysis weakness. Create a scalable business model to enhance the marketing plan, determine the amount of money to request, and find the right and best funding option. Lastly, spend the funded money wisely on improving the marketing plan. A scalable business model is needed to ensure the business shows a revenue increase potential with minimal expenditure in the coming months to enable investors to fund a business. A business needs to choose a suitable funding option to increase the chances of getting funds to improve future marketing plans. The company needs to ask for the amount of money it can handle to avoid cash loss in the industry.
Moreover, for future marketing plan strategy, the business needs to spend the funds given wisely to avoid misuse of funds that leads to more losses in the industry. Notably, the contemporary world shifts into different shades of trends precipitated by the consistent advancement of technology. The modern world shift has led to changes in market trends and, therefore, to improve the marketing plan, integrating a critical analysis of market trends that complies with modern times.
The Federation of Female Lawyers (FFL) is a non-profitable organization comprising female lawyers – the organization hinges on its primary objectives of providing legal aid aimed at helping the undermined, despised, and underserved children and women. Its main office is in Tulsa, Oklahoma, and its other subsidiaries are in Mississippi, Missouri, Louisiana, and South Carolina. Comprehensively, FFL provides a wide array of legal aids, such as legal advice, strategic impact litigation, self-representation, and probono schemes (Cimini & Smith, 2020). Using a systematic review, I intend to provide a critical review on; branding strategy, primary and secondary target markets, positioning statement, and consumer behavior.
Branding Strategy
While branding in other diverse industries may seem fun, law firms such as FFL should endeavor to provide a more official branding that reflects the firm’s authoritative and professional image. For the Federation of Female Lawyers, a distinctive approach to brand strategy will build an essential favorability and identification of the firm to its potential customers (Tien et al., 2019). In the contemporary world, technology has necessitated a wide range of internet use and other ecteronic devices, such as radios and televisions. Using websites for FFL remains the best branding strategy. Typically, websites give easy access to potential customers and provide a wide range of information conveyed in images, videos, and writings, enabling the website to offer an in-depth understanding of the firm by acknowledging the firm’s biography, area of specialization, attorneys, and their experience, and location and size of the firm. This branding strategy is appropriate because it provides the client with critical information about the firm. Spectacularly, a brand extension establishes the proper name for new services and products within a firm’s operation. For instance, the brand extension will enable FFL to be upscale and launch new products and services in legal realms, thus presenting the firm’s innovations and establishing a good customer experience.
Brand Name
The company name should be unique, short, and memorable for customers to remember. The company name identifies some of the typical features of the company. In addition, naming the company should entail positive connotations, including what the business deals with outstanding, for the customers to remember. Hence using, the acronym FFL to identify the Federation of Female Lawyers (Cimini & Smith, 2020). The acronym is easy to remember and memorize; therefore, the customers will be impressed to visit or revisit the firm for legal services.
Logo
One of the critical areas of a company or organization’s branding process is the establishment and designation of a logo. For FFL, creating a logo will enable the customers to grasp substantial aspects of the organization by reflecting the firm’s first impression. The logo will wrap in the primary services, products, visions, and mission of the firm, conveyed in identical images and writings. The logo should include a maxim of equity, precisely describing the firm’s core commitment.
Figure 1. A good Logo for the Federation of Female Lawyers
Slogan
A slogan is a typical succinct phrase that reminds customers of the primary goods and services provided by the firm. In law firms, a slogan powerfully communicates a wide range of information about the mission and vision of the firm. In this case, FFL’s “You have sought the right firm” is an excellent slogan to use to attract clients, thus helping to forecast an assurance for the clients., that their worries, legal pursuits, and grievances are in the right hands and will see a satisfactory result (Hadrian et al., 2021). FFL should use a brand extension to leverage its brand equity and awareness to establish more streams for revenue.
Brand Extension
As latterly perceived, brand extension enables a firm to introduce innovations and services within its operations. Comprehensively, a brand extension is a critical technique whereby a company creates a new brand category under the renowned brand name, aiding the launching and integration of new products and services without necessarily interrupting the firm’s operations. The Federation of Female Lawyers uses brand extensions to protect and maintain its reputation (Grove, 2019). In a case where FFL intends to introduce new services and products, it should use a brand extension to keep its core image secured while expanding to other products and services.
Primary and Secondary Target Markets
Primarily, the Federation of Female Lawyers steers to protect women’s rights by advocating for equality and justification of females in society. Most females across many parts of the world encounter tremendous challenges, such as sexual assault and rape, which affect them both physically and mentally. Therefore, FFL protects females’ fundamental rights and freedoms by representing the courts, advocating arrest and detention for perpetrators, and giving legal advice for females (Tien et al., 2019). Notably, men seem more predominant in the modern community than women. This aspect has led to significant inequalities, especially in property sharing. In consent of this relic belief, FFL advocates for women in civil and law courts by ensuring their rights are addressed without favoritism. FFL offers legal advice to females, which ranges from family-related advice to notifying them of their rights, giving them professional opinions, and educating them on human rights.
Age is a compelling factor in establishing the target market for FFL. In most cases, females under the age of 18 years are the one who needs a legal advocate. They are too young to express their grievances and lack the courage to stand in law courts to testify for denial of a specific right or an act that demeans their rights and freedom is perpetrated to them. The current lifestyle has elevated the number of crimes subjected to females. The current lifestyle is more exposed to social media, where a wide range of secular information, videos, and images are shared (Cimini & Smith, 2020). Therefore, FFL protects vulnerable females and children who are feloniously perpetrated.
Positioning Statement
In the modern world, crimes committed against females have elevated at an alarming rate, forcing female organizations to put on top gear in legal fields. Female federations in the community have been prioritized by female advocates and human rights, as females are deemed vulnerable. FFL uses Unique Selling Proposition (USP) to compete with other firms in the market. In order to differentiate itself from other firms, FFL integrates the use of specified gender, female, as its area of specialization (Tien et al., 2019). Among numerous legal firms, FFL stands uniquely to support women in specific. However, in pursuing legal reforms and order for females, FFL has encountered remarkable competition such as law firms, such as Hanson & Nahshon law firm, Pamela Law Firm, Gorospe Law Firms, and Graves McLain.
Amid numerous law firms in Toula, FFL stands to be the best firm in providing profound protection and legal advice. For this reason, for customers who want legal advice and representation], our brand is the best at its unique position and reputation in the market as an assurance for better services in the corridors of legal issues.
Consumer Behavior of Target Market
The behavioral response of females in the community has been pleasing. Females have sought legal reforms enabling them to admit FFL in protecting, promoting, and educating them on legal issues. In addition, females have expressed a positive behavioral response in seeking equity and justice in the community. The brand name, Federation of Female Lawyers, is critical in explaining the firm’s entire obligation and target market. In this breath, females are the target market. In addition, the FFL logo depicts volumes of its core objectives (Smith-Ditizio & Smith, 2022). The modern lifestyle has exposed females to numerous dangers and humiliation, such as sexual abuse and assaults. To ensure dynamic competition, FFL has integrated professional lawyers with good knowledge n regal issues, thus posing a competitive market position for clients.
Conclusion
The Federation of Female Lawyers (FFL) is a non-profitable organization comprising female lawyers. FFL has used diverse branding strategies through typical slogans, logos, and brand extensions. The brand extension will enable FFL to be upscale and launch new products and services in legal realms. FFL earns the best position in the archers as females are perceived vulnerable and thus need critical concentration to protect and safeguard their space in the corridor of legal issues. The Federation of Female Lawyers steers to protect women’s rights by advocating for equality and justification of females in society. Behavior response for the target market has reciprocated as females are on the verge hunt for equality and justice.
ReferencesCimini, C., & Smith, D. (2020). An Innovative Approach to Movement Lawyering: An Immigrant Rights Case Study. Geo. Immigration. LJ, 35, 431. https://www.doi.law.georgetown.edu. Grove, T. L. (2019). The Supreme Court’s Legitimacy Dilemma. The Supreme Court’s Legitimacy Dilemma, p. 132. https://scholarship.law.doi.wm.edu/facpubs/1911.
Hadrian, P., Milichovský, F., & Mráček, P. (2021). Strategic control in marketing management relates to measuring marketing performance: Sustainability, 13(7), 3887. https://ideas.repec.doi.org/a/gam/jsusta/v13y2021i7p3887-d527892.html.
Smith-Ditizio, A., & Smith, A. D. (2022). Olympic Games, media coverage, and brand image/performance from fan and gender perspectives. Benchmarking: An International Journal. https://www.researchgate.doi.net/publication/359240930.
Tien, N. H., Phu, P. P., & Chi, D. T. P. (2019). The role of international marketing in international business strategy. International journal of research in marketing management and sales, 1(2), 134–138. https://www.doi.academia.edu/43174936.
Similarities and differences between Rand six step model and Leppitt seven step model
CHANGE MANAGEMENT
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Similarities and differences between Rand’s six step model and Leppitt’s seven step model
The first similarity between these two models of change management is their treatment of urgency. Rand’s model emphasizes the need for urgency in step one by pointing out the need to act in the present while Leppitt’s model does the same in step three. Herein, Leppitt poses the question of when the right time to act is stimulating the parties involved to think in terms of urgency (Kearney-Nunnery, 2012). In addition, both models insist on research into the problem area that has necessitated change with a view to identifying the problem areas. This is an important step as outlined in step two of both Rand and Leppitt’s model. Finally, from a similarities perspective, both models call for follow up action after change is initiated to make sure the process was successful.
Differences between Rand’s six-step model and Leppitt’s seven-step model start of in the number of steps each model recommends for effective change to occur. Rand uses six steps while Leppitt uses seven. In addition, change through Leppitt’s model takes more time to work as compared to that effected through Rand’s model. This is mainly caused by the fact that Leppitt’s model works only for organizations whose workers are ready for change (Cameron & Green, 2012). The most crucial difference between these models is their application in terms of organizational structure. Rand’s six-step model is fairly straightforward and does not depend on the nature of the organization executing change. On the other hand, Leppitt’s model is more elaborate and effects more structures within the organization during execution.
Organizations that suffer from the complexities of complexity in their structure and operation would benefit more from Leppitt’s seven-step model as it outlines in detail the best approach to managing change in organizations. Those that are small and simpler in terms of organizational structure should settle for Rand’s model. In addition, and depending on the exact objectives of change, Leppitt’s model provides a better opportunity at success in adopting change in instances where resources management and timeliness of the process of change are critical. This is best exemplified in buy-offs and mergers. Vision statements and strategic plans
Vision statements provide the organization with a bearing on which to concentrate all organizational resources and effort in order to succeed. Varma et al. (2008) states “that the organization’s vision statement needs to be aligned with its strategic plans so that the two guide all a firm’s efforts towards achieving success” (pg. 47). However, some organizations are not prudent in lining up both vision statement and strategic plans leading in discrepancies between the organization’s actual achievement and its original targets.
The first way this can be avoided is using performance reviews. As part of performance management processes, these procedures seek to analyze the position of an organization’s performance in relation to that set out in its strategic or annual plans. In case of any problems, remedial action is adopted. The same can be applied to this sensitive issue of strategic goals and vision statements. Midway into the organization’s operational period, an analysis of its achievements and trends and subsequent comparison of the same with its vision statement could identify any issues. Afterward, remedial action could be designed and applied to the cases in point.
Secondly, since the vision statements form the main guideline for the organization’s workers towards success, the same could be extrapolated for use in optimizing the organization’s strategic plans. Most vision statements rely on mobilizing the organization’s workers to use its resources to achieve certain objectives meaning that with enough incentives, this could easily be married into the organization’s strategic plan for both short and long-run planning purposes.
References
Cameron, E., & Green, M. (2012). The underpinning theory. In Making sense of change management: A complete guide to the models, tools and techniques of organizational change (p. 125 ). London: Kogan Page.
Kearney-Nunnery, R. (2012). Critical abilities in Professionalism. In Advancing Your Career: Concepts of Professional Nursing (p. 125). Philadelphia: F.A. Davis Company.
Varma, A., Budhwar, P. S., & DeNisi, A. S. (2008). Motivation and performance management. In Performance management systems: A global perspective (p. 47). Abingdon [England: Routledge.
No other figure in history has played a bigger part in opening the West to Buddhism than the eminent Zen author, D.T. Suzuki
Zen
No other figure in history has played a bigger part in opening the West to Buddhism than the eminent Zen author, D.T. Suzuki. One of the world’s leading authorities on Zen Buddhism, Suzuki authored more than a hundred popular and scholarly works on the subject. A brilliant and intuitive scholar, Dr. Suzuki communicated his insights in a lucid and energetic fashion.
Diasetz Teitaro Suzuki was born in Japan in 1870, received his philosophical training as a Buddhist disciple at the great Zen monastery at Kamakura, and was a distinguished professor of Buddhist philosophy at Otani University, in Kyoto, Japan. Dr. Suzuki dedicated his life to the study of Zen Buddhism and to the interpretation and effective communication of its philosophy and concepts to the Western reader. He passed away in 1966.
In An Introduction to Zen Buddhism, one of his most popular and respected works, Suzuki explains concepts and terminology such as satori, zazen, and koans, as well as the various elements of this philosophy. But while Mr. Suzuki takes nothing for granted concerning the reader’s understanding of the fundamentals, he does not give a merely rudimentary overview. All of his insights, particularly regarding the elements of the unconscious mind and the relation of Zen philosophy to traditional Western philosophy, go far beyond other philosophical and religious sources for their penetrating clarity and timeless wisdom.
What is most important about D.T. Suzuki’s work, however—and what comes across so powerfully in this book, is his unparalleled ability to communicate the experiential aspect of Zen. The intensity here with which Zen philosophy comes to life is without parallel in the entire canon of Buddhist literature. Suzuki stands apart from all other Zen Buddhist teachers and writers before or since mainly because of his exceptional ability to eloquently capture in words the seemingly inexpressible essence of Zen. Where so many other men have failed, he has succeeded, and succeeded brilliantly. Suzuki was a master at teaching by example and anecdote, and this book is a good example of that technique.
As he describes so well in An Introduction to Zen Buddhism, Suzuki’s own realization of who he really was, his grasping of the fundamental principle of existence, came when he was only twenty-six years old. He had been studying Zen for some years but without much success, and was increasingly demoralized by his failure to reach the enlightenment he so fervently sought. Then, in 1896, he was selected by his renowned teacher, Soyen Shaku, to go to North America to help translate the classic text, the Tao Te Ching, into English. (Suzuki 54)
The pressure of his imminent departure turned out to be what was needed. Suzuki realized that the Zen retreat scheduled for just before he was due to leave Japan might be his very last opportunity, in the immediate future at least, of solving the koan he was working on. Determined to solve the puzzle, he redoubled his efforts and threw all his energies into one final attempt to reach an understanding of the concept that had thus far eluded him.
Up until then he had been conscious of the koan in his mind. But to be conscious of Mu is to be separate from it. Towards the end of his stay at the Zen retreat, on about the fifth day, he ceased to be conscious of Mu and understood that he was one with Mu, and identified with Mu, so that there was no longer the separateness implied by being conscious of Mu.
Suzuki explains in the book that this was samadhi, but that samadhi is not enough. One must come out of that state, be awakened from it, and that awakening is wisdom. That moment of coming out of the samadhi and seeing it for what it is—that is satori. He relates that his first thought as he was awakened from that state of deep samadhi by the sound of a small hand bell being struck, was that he finally understood the concept at long last.
Suzuki teaches in An Introduction to Zen Buddhism, that when penetrating deep down into the center of one’s own being one finds a nameless transparency, an awake space filled by all the world, from one’s own thoughts and feelings and body to all of the stars in the heavens. This still, spacious nothingness is the heart of everyone’s being. Thus to find this nothingness is to see that one is fundamentally united with all beings. At root there is only one—the One. (Suzuki 96)
Furthermore, to the Zen Buddhist, awakening to the One is primarily a matter of actual seeing, of bare attention, rather than intellectual understanding—vital as understanding is. This seeing is not yet another state of mind that comes and goes. It is awake No-mind, the foundational ground of being that underlies everything and is the source of all states of mind, including samadhi. The contents of mind come and go in No-mind.
But what Mr. Suzuki strives to make very clear in his book is that seeing who you really are does not mean that you now know what everyone is thinking, or what is going to happen next year. You don’t necessarily develop any special intellectual powers, which can be both confusing and a distraction. Realization is in fact simpler and more available than this. What is given in the present moment, given not to a separate person but arising within the edgeless space of awareness, is seen and understood by a Zen Buddhist to be enough for that particular moment. (Suzuki 145)
But Suzuki cautions that one glimpse of one’s true nature is not enough. We need to stabilize awareness. In other words, we need to continue attending to who we really are, for our nature is already and always stable. Awakening more deeply to our fundamental steadiness, we realize we have never really been rooted in any other place at all. Deepening this awareness involves all of our energies, yet at the same time it is simply being natural.
Growing into adulthood, we became profoundly identified with our self-image. The discovery that this image is not our fundamental nature takes time to get used to. But this is in fact a letting go rather than an accumulation of more information. We come to realize, again and again, that there is at root nothing to achieve, nowhere to go, nothing to be. We are reminded instead by Suzuki that in Zen, each individual is an absolute entity, and as such that person is related to all other individuals; and that this nexus of infinite interrelationships between everyone and everything is made possible in the realm of Emptiness because they all find they are existing there as individual realities. (Suzuki 151)
Also, as we keep reawakening to our ‘Original Face’, as Zen puts it, which is present in the very midst of our busy lives, we discover that this is a natural and effective way of living. Though we discover there is nothing to do at center, and no one there to do it, we find to our amazement that plenty of activity is issuing forth from this inactivity, this stillness, this absence.
Suzuki, in his concise and assuring style, convinces us through a number of insightful examples, that gradually, each in our own way, we can discover that living from the Source, which often feels like living from Not-knowing, has an uncanny wisdom about it. It can be trusted. Others have experienced this revelation, and so can we.
One interesting highlight of An Introduction to Zen Buddhism, is when Suzuki relates that his lay Buddhist name, ‘Daisetsu’, means ‘Great Simplicity’. In later years, however, Suzuki joked that it really meant ‘Great Stupidity’. But this isn’t only a joke, it has a deeper and more profound meaning as well. It is similar to the idea of the holy fool.
It is what the English philosopher Douglas Harding calls ‘alert idiocy’. To grasp the fundamental principle of existence one must ultimately recognize and understand that deep down one knows nothing, yet paradoxically this nothingness is in fact the infinitely wise, loving, and dynamic source of all things.
D.T. Suzuki lived to the ripe old age of 96. He was well-known for his dedicated industriousness, right up to the end of his life, and for his deep-rooted warmth and optimism. One of his favorite teachings was to remember what a frail thing life was, and this being so, to consider everyday of your life your last and dedicate it to the fulfillment of your obligations. Never let the thought of a long life seize upon you, for then you are apt to indulge in all kinds of dissipation, and end your days in dire disgrace.
Having read Mr. Suzuki’s book I have the highest regard for his intellect and his warm humanity, which come through on every page. While trying to read and understand all that he is saying is difficult for someone unfamiliar with Zen Buddhism, the progress I made while reading his words was amazing to me. He has taken an intricate subject and somehow made it decipherable and understandable to anyone who is willing to devote some time and concentration to the task. The man was a gifted communicator indeed.
As a religious philosopher he stands second to none in the Twentieth Century, and has left behind a fine legacy of work for future generations to read and contemplate.
Bibliography:
Source:
Suzuki, D.T. An Introduction to Zen Buddhism. Los Angeles: Grove Press, 1991.