STRATEGIC MARKETING PLAN AND REPOSITIONING: A TOOL FOR POLYTECHNICS TRANSFORMATION AGENDA. (A CASE STUDY OF WAZIRI UMARU FEDERAL POLYTECHNIC, BIRNIN KEBBI)
ABASS, Abibu Oshoke
DEPARTMENT OF MARKETING, COLLEGE OF ADMINISTRATION
WAZIRI UMARU FEDERAL POLYTECHNIC, BIRNIN KEBBI
Phone no: 08035838743 e-mail. Address: email@example.com
STRATEGIC MARKETING PLAN AND REPOSITIONING: A TOOL FOR POLYTECHNICS TRANSFORMATION AGENDA. (A CASE STUDY OF WAZIRI UMARU FEDERAL POLYTECHNIC, BIRNIN KEBBI) ABASS, Abibu Oshoke
DEPARTMENT OF MARKETING, COLLEGE OF ADMINISTRATION, WAZIRI UMARU FEDERAL POLYTECHNIC, BIRNIN KEBBI, Phone no: 08035838743 e-mail. Address: firstname.lastname@example.org
This paper is an exploratory study of strategic marketing plan and repositioning: a tool for polytechnics transformation agenda. Since there is a causal relationship between strategic marketing plan and transformation agenda in the Polytechnic Sector, literature and studies have shown that strategic marketing plan is an antecedent for transformation agenda, this paper seeks to find out the key success factors, which lead to higher levels of transformation. This study suggested that the key success factors of assurance, empathy and tangibles are the most important to staff /students’ evaluation of service quality, and thus, may have a positive influence on the productivity of the institution. The strategic aspects of each of these dimensions were discussed and recommendations were made for polytechnics to improve their service to ensure higher levels of transformation. The major limitation of this research is that the experimental context is circumscribed, because the sample survey was addressed to a specific category of staff—students of a Polytechnic campus. A more accurate analysis is suggested.
Keywords: Strategic Marketing, Repositioning, Transformation Agenda, Polytechnics, Key Success Factor
BACKGROUND OF THE STUDY
In times of great uncertainty, strategic planning must shift from a bureaucratic linear process to a more targeted approach that is both analytical and creative. Strong strategic planning is critical to the success of every organization. It is the process by which strategy is translated into concrete short term actions. It can also be a vehicle for deciding which markets are important to your institution’s future and which capabilities you will need to reach those markets effectively. Over the years, the exercise of strategic planning has created strong advocates and fierce critics in equal measure. The recent financial crisis (recession) has received many people’s scepticism about strategic planning – as unimaginably bleak scenarios forces business to rapidly recast their most fundamental business assumptions and recalibrate their priorities. But there is no reason to be sceptical if you orient your strategic planning process to the unique needs of your company. Together, the following five pillars of corporate strategic planning ensure that your processes are up to the challenges of today’s dynamic business environment. Just as strategy means different things to different people, so strategic planning has spawned different approaches across the decades. Some are data rich analytical approaches in which measurable outcomes are expected, others are more artistic, with an emphasis on execution and expectation of achieving an intrinsically satisfying result. The best institutions achieve an appropriate blend of art and sciences. It is worthy to note that:
“The right blend for institutions depends broadly on two factors, the characteristics of the institution and the role the corporate centre assumes in steering the institution” If you have a mature, homogenous company operating in a relatively stable environment, you will be best served by long term, proactive decision making, supported through scientific approaches to strategic planning. When your operating environment is more...
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