(Solution) proposed marketing objective and its significance for Proximie’s strategic growth and market positioning
New User Gifts
First Order Deal get Ksh 200 Off.
Original price was: £ 20.00.£ 10.00Current price is: £ 10.00.
Payment Methods:
Description
Solution
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.
Please click herein to access this project in full
Related Papers
(Solution) Value Management (VM) and Risk ManagementIndividual Inquiry-based Report
(Solution) CIPD Level 5 5C002 Evidence Based Practice Technivara
(Solution) New CIPD 5HRO2 Talent Management and Workforce Planning
(Solution) CIPD New 5CO03 Professional behaviours and valuing people Assessment ID / CIPD_5CO03_23_01
(Solution) 7C002 Question 14 (AC4.2) CIPD Purpose champion better work and working lives
(Solution) CIPS Oman LNG LLC Advanced Practitioner Corporate Award (APCE)
- In this assessment, by selecting Oman Liquefied Natural Gas LLC (Oman LNG), contractual terms for identifying the distribution of power and risk between the supplier and the organisation has been pursued.
- In the different areas which have been focused on for evaluation making the contract, it is evident that there are areas where risk and power is distributed to either party.
- There is no dominant stakeholders assuming exclusive risk or power of the contract.
- Further, the findings in this assessment has identified the distribution of risks and power in the contract as being informed by the scale, diversified level and core feature of the contract implementation.