Johnson et al 2011 Suitability Acceptability Feasibility
Strategic Action 1 -Introduce new systems to improve efficiency and increase the single customer view and supporter intimacy such as Market Automation. This strategy fits with several elements of the internal and external environment. It takes advantage of opportunities while improving a weakness (TOWS). There are initial costs however there should be returns on this investment in year one, followed by growth in years 2&3. The risk is low and should be acceptable. This strategy is feasible and LMNZ has the resources and capabilities to follow it. LMNZ has the budget to get external expertise where required for its implementation.
Strategic Action 2 -
Training and development of staff to improve communication to supporters and increase retention and income. Using scenario planning we can see that having trained staff who can communicate with customers will be beneficial for a number of future scenarios. This will result in an increase ROI across the whole organisation and increase retention and overall income. The current staff are ‘on brand’ and can be trained. KPIs will need to be clear and carefully managed but the strategy is feasibly.
Tactics …show more content…
LMNZ has the wide segment of older Christian women and this puts it in direct competition with charities like World Vision, who have a 28% market share and 98% brand awareness. LMNZ has a 2.4% market share and has not conducted market awareness research. The PESTLE also showed the market is growing due to an aging population so it is recommended LMNZ choose to become more competitive through becoming more focused. According to Porter (1980) a company can gain competitive advantage through targeting a few groups as opposed to
Strategic Action 1 -Introduce new systems to improve efficiency and increase the single customer view and supporter intimacy such as Market Automation. This strategy fits with several elements of the internal and external environment. It takes advantage of opportunities while improving a weakness (TOWS). There are initial costs however there should be returns on this investment in year one, followed by growth in years 2&3. The risk is low and should be acceptable. This strategy is feasible and LMNZ has the resources and capabilities to follow it. LMNZ has the budget to get external expertise where required for its implementation.
Strategic Action 2 -
Training and development of staff to improve communication to supporters and increase retention and income. Using scenario planning we can see that having trained staff who can communicate with customers will be beneficial for a number of future scenarios. This will result in an increase ROI across the whole organisation and increase retention and overall income. The current staff are ‘on brand’ and can be trained. KPIs will need to be clear and carefully managed but the strategy is feasibly.
Tactics …show more content…
LMNZ has the wide segment of older Christian women and this puts it in direct competition with charities like World Vision, who have a 28% market share and 98% brand awareness. LMNZ has a 2.4% market share and has not conducted market awareness research. The PESTLE also showed the market is growing due to an aging population so it is recommended LMNZ choose to become more competitive through becoming more focused. According to Porter (1980) a company can gain competitive advantage through targeting a few groups as opposed to