Student Name: Madalena Paulo
Student ID: 29111266
Module Title: International Marketing Planning
Module Code: MKT9700
Course Tutor: Dr Cheryl Greyson
Date of Submission: 20/01/2025(Extension)
Word Count:
Part1-1,065
Part 2-2,598
Contents Page
Part 1- Assessed Discussion Boards
Part 2- Outline Marketing Plan
Part 1 - Assessed Discussion Boards
Week 6 Discussion- Should Employees and Customers Be Treated in the Same
Way?
Employee engagement and customer satisfaction are two essential characteristics
that have a large impact on an organisation’s overall performance. This relationship
is built on the concept that a highly satisfied and engaged workforce has a significant
impact on the amount of satisfaction customers have when interacting with a com-
pany's products or services. Fundamentally, the two are interconnected components
in the matrix of corporate productivity and growth. The relationship between these
ideas demonstrates that employee engagement is more than just a pay cheque. It
also involves employees' emotional commitment to the organisation and its object-
ives. Employees who care are engaged, bringing passion, purpose, presence, and
enthusiasm to their work every day. Customer satisfaction, on the other hand, relates
to how well a company's products or services meet or exceed its customers' expect-
ations. A company that consistently keeps its promises provides great services/
products and maintains strong customer relationships is more likely to have a high
customer satisfaction rating.
According to Fortune (2001), Southwest Airlines' founder Herbert D. Kelleher has a
theory. That states that "You must treat your employees as customers." Believing
that if employees are treated well, they would treat their customers well. That has
been a significant competitive advantage for the corporation. The company never ex-
perienced layoffs. Kelleher also stated that the company could have made more
money by furloughing their employees, but instead, Southwest Airlines consistently
honours them by looking after them and providing them with a good work environ-
,ment, Fortune (2001). Maslow's hierarchy of needs was created by Abraham Maslow
in 1943. He argued that humans have five levels of requirements: top-level (self-ac-
tualisation), fourth level (esteem), third level (love and belonging), second level
(safety), and bottom level (physiological necessities such as food and shelter). Ac-
cording to Maslow, humans are most motivated to meet the requirements at the bot-
tom of the pyramid initially, then progress up as each new level of need is met. If or-
ganisations provide a safe and secure work environment with clear norms and en-
sure that workplace security is suitable, employees will feel more secure. It is also
critical to ensure that the organisation is willing to help without fear of being judged.
Flexibility and equality must also be in place. When corporations do this, they ad-
dress both emotional and social needs, that help employees feel valued and accep-
ted in their social networks.
Response
Hi Madalena, a great post!
Date submitted 13 December 2024
Word count 206
Your discussion effectively highlights the link between employee engagement and
customer satisfaction, referencing Maslow’s Hierarchy of Needs and Southwest Air-
lines (Maslow, 1943; Nocera, 2008). While I agree that addressing employees' emo-
tional and social needs is essential, it could be argued that engagement should be
strategically integrated into broader organisational goals to ensure long-term suc-
cess and productivity (Kozlowski and Ilgen, 200). Balancing these aspects can cre-
ate a more harmonious and motivated workplace environment. Dibb et al. (2019)
emphasise the critical role of employees within the Extended Marketing Mix, particu-
larly the “People” component, which highlights their direct influence on customer sat-
isfaction and loyalty.
Nonetheless, satisfaction alone is not sufficient. Gounaris (2006) argues that viewing
employees as internal customers helps align their satisfaction with organisational ob-
jectives. This alignment is critical for maintaining both employee engagement and
consistent customer outcomes. For instance, during my time as a Community Devel-
opment Officer (CDO) on a youth project, our team’s emotional needs were met
through regular support and flexibility. However, aligning our roles with the project’s
mission achieved through targeted training and clear communication allowed us to
inspire and engage the young people effectively, leading to measurable project suc-
cess. How can organisations ensure employee satisfaction strategies are consist-
ently linked to customer-focused goals?
Week 7 discussion -Challenges in Implementing and Controlling the Marketing Plan.
According to Experian (2024), creating a marketing plan is critical for an organisation
to guarantee that the marketing activity is appropriate for the goals that the business
wants to achieve. It defines the business's unique selling proposition, who the buyers
are, and how to attract them. Developing a marketing model plan requires study and
time, but it is the most effective way to determine where the business is, what needs
to be achieved and how it will get there. The plan will allow you to explain your con-
, tent initiatives and strategies, track the progress of each activity, and make modifica-
tions depending on the findings. (Experian 2024). As well as in today's fast-paced
and ever-changing business environment, firms must always seek out new chances
for growth to remain competitive and succeed. However, selecting the most prom-
ising expansion opportunities and balancing the accompanying risks may be a chal-
lenging task for any business. Implementing a marketing plan comes with a variety of
challenges both internal and external. Regardless of their source, these are issues
that must be addressed. According to John Sculley a former CEO of Apple, a mar-
keting plan involves a series of integrated actions leading to a sustainable competit-
ive advantage.”
Businesses can’t operate without risk. Economic, technological, environmental, and
competitive factors come with obstacles that companies must not only manage but
overcome. According to PwC’s Global Risk SurveyLinks to an external site. organ-
isations that embrace strategic risk management are five times more likely to expect
faster revenue growth. Marketing risk management is the practice of recognising po-
tential hazards in marketing activities and developing plans to mitigate those risks
whenever possible. Marketing risk refers to the possibility of failures or losses during
any marketing activity, from production to promotion. Wrike, (2023)
Marketing risks may include any of the following examples:
• Incorrect product or service pricing
• Inappropriate advertising channels
• Delays in distribution
• Negative feedback from social media or surveys
• Employee turnover
• Changes in business procedures
This is why companies should implement the Ansoff Matrix which is a simple yet ex-
tremely effective strategy framework that helps, organisations successfully traverse
the challenges of corporate growth. The Ansoff Matrix (also known as the Product/
Market Expansion Grid) was created by H. Igor Ansoff in 1957. It gives a structured
framework for analysing different growth strategies based on whether they involve
new or existing products and markets. The framework involves examining four dis-
tinct quadrants - Market Penetration, Market Development, Product Development,
and Diversification. Gaining valuable insights into the potential risks and rewards as-
sociated with each option, allows companies to make better decisions and allocate
resources more effectively.
References
Nocera, J. (2008). The Sinatra of Southwest Feels the Love. The New York Times.
[online] 24 May. Available at: https://www.nytimes.com/2008/05/24/business/
24nocera.htmlLinks to an external site.. [Accessed 9 Dec. 2024].
Student ID: 29111266
Module Title: International Marketing Planning
Module Code: MKT9700
Course Tutor: Dr Cheryl Greyson
Date of Submission: 20/01/2025(Extension)
Word Count:
Part1-1,065
Part 2-2,598
Contents Page
Part 1- Assessed Discussion Boards
Part 2- Outline Marketing Plan
Part 1 - Assessed Discussion Boards
Week 6 Discussion- Should Employees and Customers Be Treated in the Same
Way?
Employee engagement and customer satisfaction are two essential characteristics
that have a large impact on an organisation’s overall performance. This relationship
is built on the concept that a highly satisfied and engaged workforce has a significant
impact on the amount of satisfaction customers have when interacting with a com-
pany's products or services. Fundamentally, the two are interconnected components
in the matrix of corporate productivity and growth. The relationship between these
ideas demonstrates that employee engagement is more than just a pay cheque. It
also involves employees' emotional commitment to the organisation and its object-
ives. Employees who care are engaged, bringing passion, purpose, presence, and
enthusiasm to their work every day. Customer satisfaction, on the other hand, relates
to how well a company's products or services meet or exceed its customers' expect-
ations. A company that consistently keeps its promises provides great services/
products and maintains strong customer relationships is more likely to have a high
customer satisfaction rating.
According to Fortune (2001), Southwest Airlines' founder Herbert D. Kelleher has a
theory. That states that "You must treat your employees as customers." Believing
that if employees are treated well, they would treat their customers well. That has
been a significant competitive advantage for the corporation. The company never ex-
perienced layoffs. Kelleher also stated that the company could have made more
money by furloughing their employees, but instead, Southwest Airlines consistently
honours them by looking after them and providing them with a good work environ-
,ment, Fortune (2001). Maslow's hierarchy of needs was created by Abraham Maslow
in 1943. He argued that humans have five levels of requirements: top-level (self-ac-
tualisation), fourth level (esteem), third level (love and belonging), second level
(safety), and bottom level (physiological necessities such as food and shelter). Ac-
cording to Maslow, humans are most motivated to meet the requirements at the bot-
tom of the pyramid initially, then progress up as each new level of need is met. If or-
ganisations provide a safe and secure work environment with clear norms and en-
sure that workplace security is suitable, employees will feel more secure. It is also
critical to ensure that the organisation is willing to help without fear of being judged.
Flexibility and equality must also be in place. When corporations do this, they ad-
dress both emotional and social needs, that help employees feel valued and accep-
ted in their social networks.
Response
Hi Madalena, a great post!
Date submitted 13 December 2024
Word count 206
Your discussion effectively highlights the link between employee engagement and
customer satisfaction, referencing Maslow’s Hierarchy of Needs and Southwest Air-
lines (Maslow, 1943; Nocera, 2008). While I agree that addressing employees' emo-
tional and social needs is essential, it could be argued that engagement should be
strategically integrated into broader organisational goals to ensure long-term suc-
cess and productivity (Kozlowski and Ilgen, 200). Balancing these aspects can cre-
ate a more harmonious and motivated workplace environment. Dibb et al. (2019)
emphasise the critical role of employees within the Extended Marketing Mix, particu-
larly the “People” component, which highlights their direct influence on customer sat-
isfaction and loyalty.
Nonetheless, satisfaction alone is not sufficient. Gounaris (2006) argues that viewing
employees as internal customers helps align their satisfaction with organisational ob-
jectives. This alignment is critical for maintaining both employee engagement and
consistent customer outcomes. For instance, during my time as a Community Devel-
opment Officer (CDO) on a youth project, our team’s emotional needs were met
through regular support and flexibility. However, aligning our roles with the project’s
mission achieved through targeted training and clear communication allowed us to
inspire and engage the young people effectively, leading to measurable project suc-
cess. How can organisations ensure employee satisfaction strategies are consist-
ently linked to customer-focused goals?
Week 7 discussion -Challenges in Implementing and Controlling the Marketing Plan.
According to Experian (2024), creating a marketing plan is critical for an organisation
to guarantee that the marketing activity is appropriate for the goals that the business
wants to achieve. It defines the business's unique selling proposition, who the buyers
are, and how to attract them. Developing a marketing model plan requires study and
time, but it is the most effective way to determine where the business is, what needs
to be achieved and how it will get there. The plan will allow you to explain your con-
, tent initiatives and strategies, track the progress of each activity, and make modifica-
tions depending on the findings. (Experian 2024). As well as in today's fast-paced
and ever-changing business environment, firms must always seek out new chances
for growth to remain competitive and succeed. However, selecting the most prom-
ising expansion opportunities and balancing the accompanying risks may be a chal-
lenging task for any business. Implementing a marketing plan comes with a variety of
challenges both internal and external. Regardless of their source, these are issues
that must be addressed. According to John Sculley a former CEO of Apple, a mar-
keting plan involves a series of integrated actions leading to a sustainable competit-
ive advantage.”
Businesses can’t operate without risk. Economic, technological, environmental, and
competitive factors come with obstacles that companies must not only manage but
overcome. According to PwC’s Global Risk SurveyLinks to an external site. organ-
isations that embrace strategic risk management are five times more likely to expect
faster revenue growth. Marketing risk management is the practice of recognising po-
tential hazards in marketing activities and developing plans to mitigate those risks
whenever possible. Marketing risk refers to the possibility of failures or losses during
any marketing activity, from production to promotion. Wrike, (2023)
Marketing risks may include any of the following examples:
• Incorrect product or service pricing
• Inappropriate advertising channels
• Delays in distribution
• Negative feedback from social media or surveys
• Employee turnover
• Changes in business procedures
This is why companies should implement the Ansoff Matrix which is a simple yet ex-
tremely effective strategy framework that helps, organisations successfully traverse
the challenges of corporate growth. The Ansoff Matrix (also known as the Product/
Market Expansion Grid) was created by H. Igor Ansoff in 1957. It gives a structured
framework for analysing different growth strategies based on whether they involve
new or existing products and markets. The framework involves examining four dis-
tinct quadrants - Market Penetration, Market Development, Product Development,
and Diversification. Gaining valuable insights into the potential risks and rewards as-
sociated with each option, allows companies to make better decisions and allocate
resources more effectively.
References
Nocera, J. (2008). The Sinatra of Southwest Feels the Love. The New York Times.
[online] 24 May. Available at: https://www.nytimes.com/2008/05/24/business/
24nocera.htmlLinks to an external site.. [Accessed 9 Dec. 2024].
