Course: Strategic management
WRSX
GLOBAL ADVERTISING & MARKETING
COMMUNICATION
Phase 1
Introduction
The aim of WRSX is to become a specialist provider in order to improve the competition in the business processing. As a specialist provider, the company can provide more service to the existing customers and attract more new customers for the company. To diversify and move into foreign markets, a variety of considerations ought to be put in place. The company will use tools and techniques to assess foreign markets as well as succeed in creating a huge market share back home. The success of any company will be based on strategic positioning and feasibility study capability.
Expectations and Purposes
Services
The company WRSX expects to create quality and a variety of advertising and marketing communications to support global client targets. This company requires increased creativity and innovation which will lead to more development to the company. The aim of the company is to become a specialist provider in order to improve the competition in the business processing. As a specialist provider, the company can provide more service to the existing customers and attract more new customers for the company.
Company
The company is quoted in the London stock exchange but has been underperforming in the last 18 months. Goodwill and positive reputation is extremely essential for a company. So WRSX should keep an outstanding reputation in this area and let the clients know it is a wise choice when they choose WRSX to do marketing for them. It also has to improve the relationship with the suppliers because now WRSX does not have a healthy relationship with suppliers which will bring the negative influences of the channel for the resources. Moreover, skilled managers will bring the principal function for the company so appointing skilled managers to the suitable position will let these managers
References: Coulter, M, 2005, Strategic management in action. Upper Saddle River, NJ: Pearson Prentice Hall. IMF, 2011 World Economic Outlook, the people 's Republic of China data. Jacobs, Alex, et al. 2010, “Three approaches to monitoring: feedback systems, participatory monitoring and evaluation and logical frameworks.” Katsoulakos, P & Tait, A 2004, strategic knowledge management solutions Jacobs, Alex, et al. (2010), “Three approaches to monitoring: feedback systems, participatory monitoring and evaluation and logical frameworks.” P Katsoulakos, A J Tait (2004), strategic knowledge management solutions Bleak, J, and Robert, F 2009, Best practice in leadership development Handbook. San Francisco: Pfeiffer, 2009. Corporation, IBM. 2004, Boston Coach drives to the new heights of efficisncy with real time dispatch system. Retrieved on October 2nd 2012 from . Orlikowski, W, 2000, Using technology and constituting structures: A practice lens for studying technology in organizations. Organization sceince, 11(4), 404-428. Outlook, Global CXO. 2012, Growth strategies for 2012 and beyond. Retrieved on October 2nd 2012 from . WRSX. 2008, Company report and profile. Learning Dynamics. Cockburn M, Henderson R Hambrick D. C. & Fredrickson J. W. “Are You Sure You Have a Strategy?” Academy of Management Executive 15 (2001): 48–59. Singer A. E. “Strategy as Moral Philosophy,” Strategic Management Journal 15 (1994): 191-213. Wright P, M. Kroll, & Parnell J. A. Strategic Management: Concepts. Upper Saddle River, NJ: Prentice Hall, 1998. Wysocki B Jr, “How Dr. Papadakis Runs a University Like a Company,” Wall Street Journal (23 February 2005): A1