Marketing Analysis of Hill International
May 15, 2011
Final Exam
(Marketing Audit of your Organization)
Bus 623 - Marketing Management
Instructor: Prof. Stephen L. Vargo, Ph.D
AURELIO DOETSCH (VEMBA 4)
1
CONTENTS
PART I Explicate the difference between Marketing (with a capital M) and marketing (with a small m) 3
PART II CHAPTER 1
Marketing Audit - Hill Intl. KEY FACTS & HISTORY OF ORGANIZATION GOALS & OBJECTIVES MARKET ANALYSIS SWOT ANALYSIS PORTFOLIO ANALYSIS MARKETING STRATEGY MARKETING MIX REFERRENCES 8
CHAPTER 2 CHAPTER 3 CHAPTER 4 CHAPTER 5 CHAPTER 6 CHAPTER 7 CHAPTER 8
14 17 24 29 34 37 43
2
PART 1
Prof. Stephen L. Vargo distinguished between Marketing (with a capital M) and marketing (with a small m). Likewise, Peter Drucker, who many consider to have been the best business thinker in history, commented “marketing is not only much broader than selling, it is not a specialized activity at all. It compasses the entire business. It is the whole business seen from the point of view of the final result, that is, from the customer 's point of view.” Explain what you think Drucker and I are trying to convey and what it implies for management of the firm. Be as specific as possible.
1.1 GOODS versus SERVICES Marketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of “goods,” which usually are manufactured output. This dominant logic focused on tangibles, statics, discrete transactions, and operand resources. The first marketing scholars directed their attention toward commodities exchange, a good -centered model. Viewed in this traditional sense, the goods-centered view, focusing largely on operand resources, postulates the following: The purpose of economic activity is to make and distribute things that can be sold. To be sold, these things must be embedded with utility and value during the production and distribution processes and must offer to the consumer superior value in relation to competitors’ offerings.
Final Exam
(Marketing Audit of your Organization)
Bus 623 - Marketing Management
Instructor: Prof. Stephen L. Vargo, Ph.D
AURELIO DOETSCH (VEMBA 4)
1
CONTENTS
PART I Explicate the difference between Marketing (with a capital M) and marketing (with a small m) 3
PART II CHAPTER 1
Marketing Audit - Hill Intl. KEY FACTS & HISTORY OF ORGANIZATION GOALS & OBJECTIVES MARKET ANALYSIS SWOT ANALYSIS PORTFOLIO ANALYSIS MARKETING STRATEGY MARKETING MIX REFERRENCES 8
CHAPTER 2 CHAPTER 3 CHAPTER 4 CHAPTER 5 CHAPTER 6 CHAPTER 7 CHAPTER 8
14 17 24 29 34 37 43
2
PART 1
Prof. Stephen L. Vargo distinguished between Marketing (with a capital M) and marketing (with a small m). Likewise, Peter Drucker, who many consider to have been the best business thinker in history, commented “marketing is not only much broader than selling, it is not a specialized activity at all. It compasses the entire business. It is the whole business seen from the point of view of the final result, that is, from the customer 's point of view.” Explain what you think Drucker and I are trying to convey and what it implies for management of the firm. Be as specific as possible.
1.1 GOODS versus SERVICES Marketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of “goods,” which usually are manufactured output. This dominant logic focused on tangibles, statics, discrete transactions, and operand resources. The first marketing scholars directed their attention toward commodities exchange, a good -centered model. Viewed in this traditional sense, the goods-centered view, focusing largely on operand resources, postulates the following: The purpose of economic activity is to make and distribute things that can be sold. To be sold, these things must be embedded with utility and value during the production and distribution processes and must offer to the consumer superior value in relation to competitors’ offerings.
References: Hill International, Inc. (HIL)website: www.hillintl.com Hill International, 2009 Annual report, © 2010. Hill International, Inc. All rights reserved Hill International, 2008 Annual report, © 2009. Hill International, Inc. All rights reserved Hill International, 2007 Annual report, © 2008. Hill International, Inc. All rights reserved Hill International, Inc., Employee Handbook Theodoree Levitt, Marketing Myopia, Harvard Business Review 1960 W. Chan Kim, Renee Mauborgne, Blue Ocean Strategy, Harvard Business Review 2004 Robert F. Lusch, Stephen L. Vargo, Alan J. Malter, Taking a Leadership Role in Global Marketing Management, 2006 C.K. Prahalad, Gary Hamel, The Core Competence of the Corporation, Harvard Business Review, 1990 C.K. Prahalad, Venkatram Ramaswamy, The New Frontier of Experience Innovation, MIT Sloan Management Review, 2003 C.K. Prahalad, Venkatram Ramaswamy, Co-opting Customer Competence, Harward Business Review, 2000 James P. Womack, Daniel T. Jonas, Lean Consumptions, Harvard Business review, 2005 Matthew Dixon, Karen Freeman, Nicholas Toman, STOP Trying to Dlight Your Customer, Harvard Business Review, 2010 Clayton M. Christonsen, Scott Cook, Taddy Hall, Marketing Malpractise: The Cause and The Cure, Harvard Business review, 2005 Joseph L. Bower, Clayton m. Christonsen, Disruptive Technologies: Catching the Wave, HBR 1995 C.K. Prahalad, Allen Hammond, Serving the World’s Poor, Profitabilty, Harvard Business Review, 2002 Final Exam - BUS 623 Marketing Management 43 MARKETING AUDIT - HILL INTERNATIONAL Jeffrey R. Immelt, Vijay Govindarjan, Chris Trimble, How GE Disrupting Itself, Harvard Business Review 2009 Lucy Kimbell, From user-centered design to designing for service, Said Business School 2010 Stephen L. Vargo, Robert F. Lusch, Evolving to a New Dominant Logic for Marketing, 2004 the evolution, August 2007 Philip Kotler, Kevin Lane Keller, A Framework for Marketing Management, Fourth Edition Stephen L. Vargo, Robert F. Lusch, Service-dominant logic: continuing Final Exam - BUS 623 Marketing Management 44 MARKETING AUDIT - HILL INTERNATIONAL