Event Management Theory

Main Reading: Solomon, M. R. (2011) Consumer behaviour; buying, having and being, 9th edn. New Jersey: Pearson Education Inc – Consumers as Individuals – How and Why consumers are ‘defining their identities’ – The process of consumer behaviour/buying behaviour – Talk about consumer wants/needs Buyer = transaction-based description Customer = I am doing to you Consumer = ongoing process, consumption & consumer is part of process KEY QUESTIONS Task 1 – understand your current customers and market to them Task 2 – identify your desired customers

Task 3 – understand your desired customers and market to them Realistic choice of customers to match your service? Service matching to your choice of customers? Restrictions of your current customers? i. e. age Clashes between customer groups? i. e. old customers vs newer, younger demographic Situational Analysis to Planning – PESTLE – SWOT – And any others you can use/apply Consumer Requirements, Needs and Expectations social responsibility – Sustainability – Community – THING CHANGE! – corporate – Demographics i. e. roles of women, children & aging population – Technology

DEFINE OUR CONSUMER Psychographics: Lifestyle & Personality PERCEPTION – how we view our emotion toward something i. e. past experiences affect SENSES SENSES – how we feel toward something: – vision: colour, styling (be careful about cultures react to some things) – scent : stress.. (Solomon, 2011, P89). Early associations: Smell -> memory -> mood mood action/inaction – touch – taste STIMULI – learned patterns and expectations SEMIOTICS – symbols to create meaning HEDONIC CONSUMPTION – The pursuit of pleasure SENSORY MARKETING – REFER TO WEEK 1 POWERPOINT

Prepare a report & presentation = both DUE 1 lth DECEMBER Look at UDO for MODULE HANDBOOK Heading to Cromford Mills on 1 lth October – loam until 4pm – sound: strategic decisions have also included the acquisition of petrol stations and Plan A is a good example for how strategic planning can alter an organisation’s brand image altogether, whilst still proving to be a functional and attainable channel for corporate responsibility.

Of Plan A, Chief Executive Mark Bolland states ‘It has the potential to create a first for the World; Plan A was designed to make Marks & Spencer the first ne hundred percent sustainable international multi-channel business… ‘. This one goal is what Marks & Spencer is aiming to achieve by the year 201 5 – but to achieve this the organisation has many targets to reach by set periods of time.

This report will analyse and evaluate what Marks & Spencer have achieved up until this point, using Plan A as an example for their strategic management decisions. For the company’s non-strategic management decisions, this report will provide numerous examples of Marks & Spencer short-term impact methods and show how they are linked to the brand’s

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