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(Solution) proposed marketing objective and its significance for Proximie’s strategic growth and market positioning
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Description
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Conclusion
In particular, this report identifies the key marketing challenges faced by Proximie, including, differentiation in a competitive market, gaining market penetration in diverse economic contexts, and compliance with regulatory environments. A unique solution approach to these challenges through a Regionalised Marketing Strategy is proposed, leveraging regional insights and strategic partnerships to develop tailored, localised marketing strategies. With a view to improve its branding, building trust in a variety of healthcare ecosystems, and achieve sustainable growth, Proximie can implement this strategy. In the end, the importance of the Regionalised Marketing Strategy lays in its ability to help position Proximie in the digital healthcare landscape, and ensure the company fulfils its aim of democratising surgical expertise worldwide.
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Executive Summary
This report provides a background of a formal commercial negotiation which has been developed for ROSHN organisation operating in Saudi Arabia (KSA) real estate industry. To achieve the intended aim of this report, the data used has been sourced from information, figures, desk research, external data which guide the negotiation process. The selected category of spend is vehicles. To develop the negotiation plan, different approaches, techniques, theories and concepts have been referenced to analyse and present successful bargaining approach. Further, with different projects being pursued by ROSHN in urban and rural areas, negotiating for good quality vehicles is essential. Hence, over the years, ROSHN demand for different categories of vehicles has been increasing in the past years. As part of negotiation, ROSHN involves experts, basing it to terms and conditions, adequate plan and optmised supply chain and procurement management.
The findings in this report evidence that ROSHN pursues a series of negotiations which are guided by CIPS module models. The phases pursued include preparation, evaluation, proposal, negotiation, settlement and closing. For all these phases, they are resources intensive hence a necessity for pursing a detailed negotiation. Also, the findings in this report evidence the need for involving multiple stakeholders for a successful implementation of the negotiation process. This is essential for managing their competitiveness in their business sector. Part of this report findings also highlight on the need for customising the negotiation plan based on the different stakeholders expectations. This is with optimum success in the negotiation being dependent on how the organisation manage BATNA, MLA and any battle of the forms with good results obtained.
In line with the summary of the findings and conclusions offered, the recommendations include;
- To carry out a detailed planning in their negotiation process to ensure entire stakeholders are engaged with their interests given a priority
- A successful inclusion of technology and innovation to harness process of negotiation plan
- To improve documenting of their operations for optimum involvement of all stakeholders and to manage conflicts of interests in negotiation
- To ensure that customised negotiations are pursued in their different spend categories as opposed to using a single negotiation strategy
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In this report, the area of focus is on ROSHN’s procurement and vendor management strategies in alignment with Saudi Arabia’s Vision 2030. ROSHN, a leading real estate development company, is committed to building sustainable communities and increasing homeownership within the Kingdom. The company manages its entire development pipeline, from land acquisition to home construction and distribution, ensuring control over quality and costs. One of ROSHN’s key objectives is to achieve 70% homeownership by 2030, while promoting employment and economic growth in Saudi Arabia. The Procurement and Commercial functions at ROSHN play a critical role in achieving these goals. The Vendor Management Team (VMT) employs various strategic tools, such as Porter’s Five Forces and PESTLE Analysis, to evaluate suppliers and market conditions. These tools help ROSHN in negotiating better terms, securing reliable suppliers, and maintaining project timelines. Furthermore, ROSHN’s procurement cycle is structured to ensure compliance, cost efficiency, and project quality through a Pre-Qualification Questionnaire (PQQ) and supplier registration processes. ROSHN’s sourcing strategies, including sole, single, dual, and multiple sourcing, allow the company to manage supply risks while maintaining competitive pricing and consistent quality. The company also utilizes the Kraljic Matrix to categorize suppliers based on their strategic importance and supply risks, ensuring that critical infrastructure needs are met.
The conclusions generated lead to development of the following recommendations;
- Streamline the PQQ process to reduce onboarding time and ensure suppliers meet compliance and quality standards more efficiently.
- Cultivate long-term relationships with key suppliers for critical infrastructure projects to ensure timely and high-quality delivery.
- Use data analytics to enhance supplier evaluation, improving decision-making accuracy and reducing supply chain risks.
- Increase the use of eSourcing tools to boost competition among suppliers, potentially reducing procurement costs.
- Regularly run mini-competitions to ensure competitive pricing and maintain high service quality.