Given the opportunity to implement the proposed marketing plan, there is a need to identify several possible barriers that will affect the efficiency of the marketing scheme implementation. This is imperative so as to avoid risks and eventually satisfactory return of investment. Primarily, the following are perceived to be potential barriers in the marketing plan implementation of Palm, Inc.
- Disadvantages of the Selected Mediums
The numerous benefits that can be reaped off from the chosen mediums in the marketing communication approach are equaled with the reality of pitfalls present in such. Among them are technical and procedural in nature. In recent years, the public opinion regarding advertising has become very negative. They view it as a medium that only promotes lies. This is of course contrary to the purpose of advertisements to encourage the target market to patronize a particular product or service. Nowadays, most advertisements are either perceived as merely stating opinions or portraying a product or service in a totally distorted idea away from reality (Saunders 2001). It is this alarming situation regarding the true objectives of advertising that have led to an increase in the responsibilities that companies and advertising firms face (Gertler and Gilchrist 2004). There are numerous risks in using the integrated marketing communication standards. But it is duly noted that there are also more beneficial contributions in relation to the economic endeavor. The Palm, Inc. management just need to minimize the disadvantages of the mediums by means of studying the most effective and cost-efficient mechanism to be used. It is a fact that such disadvantages are inevitable and could not be eradicated. But then again, the effort of the management in implementing the most functional operation will result to certainly successful business.
- Organizational Culture and Diversity
Cultural diversity necessitates a contextual and cultural examination of the values, behaviors and attitudes that underlie every individual (Temple, 1997). Thus, while difference in culture itself is sufficient explanation in the misunderstanding and sometimes barriers that governs relationships of different nationalities, extending this dissimilarity is instrumental in establishing better relationships with other people in terms of marketing. Moreover, marketing offer and create opportunities and awareness from other cultures. Basically, Murphie and Potts (2003) believes that the function of culture is to establish modes of conduct, standards of performance, and ways of dealing with interpersonal and environmental relations that will reduce uncertainty, increase predictability, and thereby promote survival and growth among the members of any society. Culture influences behavior and explains how a group filters information; cultural meanings render some forms of activity normal and natural and others strange or wrong. Cultural beliefs, values, and customs continue to be followed so long as they yield satisfaction. However, when a specific standard no longer fully satisfies the members of a society, it is modified or replaced, so that the resulting standard is more in line with the current needs and desires of the society. Thus, culture gradually but continually evolves to meet the needs of society.
- Change Management
Due to the proposed strategy, organizational change is part of and a result of struggles between contradictory forces. Also, change management practice is related with endeavoring to manage their competing demands. To understand why and how to change organizations, it is first necessary to understand their structures, management and behaviour. These systems of ideas, or organizational theories are crucial to change management in two respects. First, they provide models of how organization should be structured and managed. Second, they provide guidelines for judging and prescribing the behaviour and effectiveness of individuals and groups in an organization. It is clear that in many organizations there is no clear understanding of the theories. Change cannot hope to be fully successful under circumstances (Burnes 1996). Again, this simple principle with the ideas embodied on it should not be overlooked by Palm, Inc. management. The Model of Continuous Improvement (see Appendix) may help organisations to have sufficient knowledge on the factors that are directly involved in the process.
It is said that organisational change is one of the critical determinants in organisational success and failure (Appelbaum et al 1998). Further, Appelbaum and colleagues stated that the focus of successful organisations is on customers and their needs, which includes investing in ways to improve sales and provide superior service to clients, and they do not forget that their customers and their customers’ needs underlie their organisation’s existence. In addition, adapting factors crucial to the success of certain missions and the implementation of solutions to problems are common traits of a successful organisation (Appelbaum et al 1998). The lack of such initiatives can throw an organisation into confusion, being stuck in traditional practices that cannot solve or handle the current problems faced. Thus, the lack of such factors stresses the need for a strategic organisational change. It is basically a flexible strategic planning process as opposed to a static form. Further, the Model of Continuous Improvement provides similar and relevant processes and concepts related to learning organisations. It recognises the primary role of culture, communication, and commitment. Also, the model indicates the interconnectedness of teams, tools, and systems. The focal point of the model is the consumers and suppliers, which are the key players of an economic endeavour.
- Knowledge of Consumer Behavior
Initially, the understanding buyer behavior is one of the more perplexing tasks confronting every manager (Schiffman and Kanuk 2000, p. 3). The difficulty arises from the heterogeneity of buyers, from their being groups of individuals who differ from one another. But differences notwithstanding, consumers do share attitudes, opinions, reactions, and desires at various times (Schiffman and Kanuk 2000). Business experience, marketing research, theoretical constructs and models, and trial-and-error methods help to find some of the common denominators.
Furthermore, understanding culture is important in analyzing consumer needs and behaviors. According to Kotler and Armstrong (2001), consumer buying behavior refers to the buying behavior of the individuals and households who buy the goods and services for personal consumption. Consumers around the world are different in various factors such as age, income, education level and preferences which may affect the way they avail of goods and services. This behavior then impacts how products and services are presented to the different consumer markets. Companies now face the challenge of making its target consumers respond accordingly to their marketing efforts. Those who understand its consumers’ responses will have a great competitive advantage. The starting point towards this is through the stimulus-response model of buyer behavior which involves examining the marketing and other stimuli in the consumer’s black box that translates into buyer responses (Kotler and Armstrong 2001). Marketing stimuli often consist of the four Ps of marketing: product, price, place and promotion or marketing mix while the other stimuli may include economic, technological, political and cultural factors which exist in the marketing environment.
Ethical and Social Responsibility Issues
The issue of corporate social responsibility and effectively integrating ethics into business decision making is a major area of debate confronting today's corporate leaders (Klein 1991). Every operating organisation is expected to serve not only their own interest but also to the welfare of the people in which they choose to provide. The social responsibility of every organisation examines alternative concepts of corporate social responsibility including its definition, objectives, and scope. Similarly, the concept of public responsibility and levels of social responsibility and managerial implications are taken at hand.
Palm, Inc. need to maintain the principles of acceptable corporate governance in the implementation of the marketing plan. According to Stapledon (1996), corporate governance can be defined as a system that is used in order to direct and control companies. Corporate governance on this case can be must not only focused on profit acquirement. Palm, Inc. management must coincide with the policies of the area in which they operate particularly in the social and environmental commitment. The management needs to take a closer look and give a significant amount of attention to the various sectors of the organization. Planning and making up practical and applicable plans should not be taken for granted. The authorities are must concentrate in the holistic perspective involving financial capability, human resources, and management strategy. Palm, Inc. corporate social responsibility on this case must be fully implemented. The company served as a venue for economic growth for the management, state, and workforce. With its failure, the corporate social responsibility to provide economic growth opportunity to every party concerned vanished.
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