1.

Introduction:
Strategic planning is an organizational management activity that is used to set priorities,
focus energy and resources, strengthen operations, ensure that employees and other
stakeholders are working toward common goals, establish agreement around intended
outcomes/results, and assess and adjust the organization's direction in response to a changing
environment. It is a disciplined effort that produces fundamental decisions and actions that
shape and guide what an organization is, who it serves, what it does, and why it does it, with
a focus on the future. Effective strategic planning articulates not only where an organization
is going and the actions needed to make progress, but also how it will know if it is successful.
Meanwhile, Strategic management is the comprehensive collection of ongoing activities and
processes that organizations use to systematically coordinate and align resources and actions
with mission, vision and strategy throughout an organization. Strategic management
activities transform the static plan into a system that provides strategic performance feedback
to decision making and enables the plan to evolve and grow as requirements and other
circumstances change. The strategic management of an organization entails three ongoing
processes: analysis, decisions, and actions. That is, strategic management is concerned with
the analysis of strategic goals (vision, mission, and strategic objectives) along with the
analysis of the internal and external environment of the organization. (ned, 2013)
Decisions are of little use, of course, unless they are acted on. Firms must take the necessary
actions to implement their strategies. This requires leaders to allocate the necessary resources
and to design the organization to bring the intended strategies to reality. As we will see in the
next section, this is an ongoing, evolving process that requires a great deal of interaction
among these three processes. Second, the essence of strategic management is the study of
why some firms outperform others. Thus, managers need to determine how a firm is to
compete so that it can obtain advantages that are sustainable over a lengthy period of time.
However, it is critical to define the whole strategic involvement of the entity into the business
world, where every component is critical to examine. Besides, strategic management policies
are established to gain competitive advantage from the business environment as well as to
gain sustainability while doing business in the long run.

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2. Research overview/summary
The overall research indicates the management policy of Walton Bd. to determine if the
policy aligns with the goals of the organization to gain them competitive advantage in the
business environment. However, modern business world is worthy of competition and the
emerging rise of Globalization has made the world into a business village to operate.
However management planning is necessary to operate the organization from the functional
level but strategic management is the core of putting the organization into the run to compete
and obtain the goals of the organization. This research paper reflects the core functional areas
of WALTON which helped the organization to establish a recognized brand in this highly
competitive electronics market. However, I have tried my level best analyze the strategic
planning of Walton if that actually aligns with the basic theories of strategic planning. On the
other hand, further research findings are described specifically to give clear views of the
strategic management policy of WALTON.

3. Aim and Objective of the research report:

3.1 Objective of the study:
Specific Objectives of the Study

To find out the problems Walton is facing in marketing its products.

To know the efficiency and effectiveness of the marketing executives.

To identify the strengths and weaknesses of the marketing of Walton.

To identify the satisfaction level of dealers toward the company

To detect the problems faced by the respective persons of distribution.

4. Literature review:
4.1 Levels of strategy:
The top level is corporate-level strategy, concerned with the overall scope of an organization
and how value will be added to the different parts (business units) of the organization. This
could include issues of geographical coverage, diversity of products/services or business
units, and how resources are to be allocated between the different parts of the organization.
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In general, corporate-level strategy is also likely to be concerned with the expectations of

owners the shareholders and the stock market. Being clear about corporate-level strategy is
important: determining the range of business to include is the basis of other strategic
decisions.
The second level is business-level strategy, which is about how the various businesses
included in the corporate strategy should compete in their particular markets (for this reason,
business-level strategy is sometimes called competitive strategy). In the public sector, the
equivalent of business-level strategy is decisions about how units should provide best value
services. This typically concerns issues such as pricing strategy, innovation or differentiation,
for instance by better quality or a distinctive distribution channel. So, whereas corporatelevel strategy involves decisions about the organization as a whole, strategic decisions relate
to particular strategic business units (SBUs) within the overall organization.
The third level of strategy is at the operating end of an organization. Here there are
operational strategies, which are concerned with how the component parts of an organization
deliver effectively the corporate- and business-level strategies in terms of resources,
processes and people. Indeed, in most businesses, successful business strategies depend to a
large extent on decisions that are taken, or activities that occur, at the operational level. The
integration of operational decisions and strategy is therefore of great importance, as
mentioned earlier.
4.2 Strategic management process:
Strategic planning is part of the strategic management process. Strategic management entails
both strategic planning and implementation, and is the process of identifying and executing
the organizations strategic plan, by matching the companys capabilities with the demands
of its environment. The strategic management process is more than just a set of rules to
follow. It is a philosophical approach to business. Upper management must think
strategically first, then apply that thought to a process. The strategic management process is
best implemented when everyone within the business understands the strategy. The five
stages of the process are goal-setting, analysis, strategy formation, strategy implementation
and strategy monitoring.
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Goal-Setting:

The purpose of goal-setting is to clarify the vision for your business. This stage consists of
identifying three key facets: First, define both short- and long-term objectives. Second,
identify the process of how to accomplish your objective. Finally, customize the process for
your staff.

Analysis:

Analysis is a key stage because the information gained in this stage will shape the next two
stages. In this stage, gather as much information and data relevant to accomplishing your
vision. The focus of the analysis should be on understanding the needs of the business as a
sustainable entity, its strategic direction and identifying initiatives that will help your
business grow.

Strategy Formulation:

The first step in forming a strategy is to review the information gleaned from completing the
analysis. Determine what resources the business currently has that can help reach the defined
goals and objectives. Identify any areas of which the business must seek external resources.
The issues facing the company should be prioritized by their importance to your success.

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Strategy Implementation:

Successful strategy implementation is critical to the success of the business venture. This is
the action stage of the strategic management process. If the overall strategy does not work
with the business' current structure, a new structure should be installed at the beginning of
this stage. Everyone within the organization must be made clear of their responsibilities and
duties, and how that fits in with the overall goal. Additionally, any resources or funding for
the venture must be secured at this point. Once the funding is in place and the employees are
ready, execute the plan.

Evaluation and Control:

Strategy evaluation and control actions include performance measurements, consistent

review of internal and external issues and making corrective actions when necessary. Any
successful evaluation of the strategy begins with defining the parameters to be measured.
These parameters should mirror the goals set in Stage 1. Determine your progress by
measuring the actual results versus the plan. Monitoring internal and external issues will also
enable you to react to any substantial change in your business environment. If you determine
that the strategy is not moving the company toward its goal, take corrective actions.
4.3 The strategic position:
The strategic position is concerned with the impact on strategy of the external environment,
the organizations strategic capability (resources and competences), the organizations goals
and the organizations culture. Understanding these four factors is central for evaluating
future strategy.

Environment:

Organizations operate in a complex political, economic, social and technological world.

These environments vary widely in terms of their dynamism and attractiveness. The
fundamental question here relates to the opportunities and threats available to the
organization in this complex and changing environment.

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Strategic capability:

Each organization has its own strategic capabilities, made up of its resources (e.g. machines
and buildings) and competences (e.g. technical and managerial skills). The fundamental
question on capability regards the organizations strengths and weaknesses.

Strategic purpose:

Although sometimes unclear or contested, most organizations claim for themselves a

particular purpose, as encapsulated in their vision, mission and objectives. The strategic
purpose is a key criterion against which strategies must be evaluated. This strategic purpose
is influenced by both the governance structure of the organization. (F. Frry, 2006)
4.4 Strategic choice:
Strategic choices involve the options for strategy in terms of both the directions in which
strategy might move and the methods by which strategy might be pursued. For instance, an
organization might have a range of strategic directions open to it: the organization could
diversify into new products; it could enter new international markets; or it could transform its
existing products and markets through radical innovation. These various directions could be
pursued by different methods: the organization could acquire a business already active in the
product or market area; it could form alliances with relevant organization that might help its
new strategy; or it could try to pursue its strategies on its own.

Business strategy:

There are strategic choices in terms of how the organization seeks to compete at the
individual business level. Typically these choices involve strategies based on cost (for
example, economies of scale) or differentiation (for example, superior quality). Crucial is
deciding how to win against competitors (for this reason, business strategy is sometimes
called competitive strategy).

Corporate strategy and diversification:

The highest level of an organization is typically concerned with corporate-level strategy,

focused on questions of portfolio scope. The fundamental question in corporate-level strategy
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is therefore which businesses to include in the portfolio. This relates to the appropriate
degree of diversification, in other words the spread of products and markets. Corporate-level
strategy is also concerned both with the relationship between the various businesses that
make up the corporate portfolio of the business and with how the corporate parent (owner)
adds value to the individual businesses.

International strategy:

Internationalization is a form of diversification, but into new geographical markets. It is often at least
as challenging as product or service diversification.
Page 7 of 23

Innovation strategies:

Most existing organization has to innovate constantly simply to survive. Entrepreneurship,

the creation of a new enterprise, is an act of innovation too. A fundamental question,
therefore, is whether the organization is innovating appropriately. (G. Johnson, 2010)
4.5 Strategy in action:
To achieve results, strategic intent must be turned into implementable projects that are
understood and owned by capable teams. Few organizations do this well. Most lack a
systematic way to turn strategy into action through projects. (John Wiley, 2009)

5. Theoretical framework:
5.1 Theoretical frame work:
Prof. Michael Porter teaches at the Harvard Business School. He has identified five forces that
determine the state of competitiveness in a market. The forces also influence the profitability of
firms already in the industry. These five forces are summarized in the above diagram. (The fifth
force is the degree of rivalry that currently exists among firms already in the industry.) Here are a
few additional details about Porters model. (Simon & Schuster, 1985)

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5.1.1. Barriers to Entry

Economies of scale mean larger firms can produce at lower cost per unit. This tends to lower the
number of firms in the industry and reduce competition. Proprietary product differences are the
characteristics that make a product appeal to a large market segment. But only those
characteristics that cannot be copied at low cost by competitors (proprietary) will be a barrier
to entry. Brand identity is the extent to which buyers take the brand name into account when
making purchase decisions.
5.1.2. Bargaining Power of Suppliers
Differentiation of inputs means that different suppliers provide different input characteristics for
inputs that basically do the same job. The greater the degrees of differentiation among suppliers
the more bargaining power suppliers have. Presence of substitute inputs means the extent to
which it is possible to switch to another supplier for an input (or a close substitute). The greater
the number and closeness of substitute inputs the lower the bargaining power of suppliers.
5.1.3. Threat of Substitutes
Relative price performance of substitutes is the price of substitutes for your output compared to
the price you are charging. If the price of substitutes is lower, the competitive threat increases as
the price differential increases. Switching costs refers to the cost to the buyer of switching from
one seller to another. The greater the switching costs the lower the threat of substitutes because
buyers have a stronger incentive to stick with a single supplier. Buyer propensity to substitute is
the extent to which buyers are willing to consider other suppliers.
5.1.4. Bargaining Power of Buyers
Buyer concentration versus firm concentration refers to the extent of concentration in the buyers
industry compared to the extent of concentration in your industry. The more concentrated the
buyers industry relative to your industry the greater the bargaining power of buyers. Buyer
volume is the number of units of your product the buyer purchases from all sources. The greater
buyer volume compared to the quantity purchased from you, the greater the bargaining power of
buyers.

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5.1.5 Rivalry Determinants [with other firms in the industry]

Industry growth is the speed at which the market is growing. Rapidly growing markets provide
less incentive for firms to aggressively compete with each other. Intermittent overcapacity is the
amount demand fluctuates during a year and the impact lower demand has on how efficiently the
firm is able to use its plant and equipment. In some industries a decrease in demand leads to
significant idle productive capacity, while other industries are not as susceptible to this factor.
More intense rivalry is likely to be fostered in an industry in which firms face either large
amounts of unused plant capacity or face frequent idle capacity. Concentration and balance is the
number of firms in the industry and their relative size. An industry in which a few firms supply
most of the output is likely to not be very competitive because the large firms will control the
market. (Simon & Schuster, 1985)

6. Methodology:
6.1 Source of Information:

Primary sources

Primary data has been collected by interviewing the head of the marketing department,
marketing executives, promotion officers and sales Executives by questionnaire & oral
conversation.

Secondary sources

Secondary data has been collected from the previous studies on marketing strategy of the
company, different text books, research findings, magazines, articles etc.
6.2 The research approach:
In the procedure of primary data collection two approaches were used and these are:

Personal interview

Observation method

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While collecting the primary data the instant response were found and it was possible for me to
observe the real situation.
6.3 Instruments to be used:

Questionnaires: One set of questionnaire would present to the marketing executives,

promotion officer, salespersons for their answers.

Personal interview: Respective persons regarding marketing.

6.4 Data collection method:

Interview through questionnaire:

I collected data through personal interview by using questionnaires. In conducting interviews I

have not limited approach only on it observation method will also be followed to collect
necessary information.
6.5 Data Analysis Technique:
Data has been presented in an easy understandable form. Graphs are used to elaborate the
findings. I have tried to relate the data analysis with the theoretical framework as I explained
above.

7. Data analysis and relevant example:

7.1 Company profile:
R. B. Group of Companies Ltd. is one of the largest registered Limited Company in the electrical
and electronics, automobiles sector in Bangladesh using the brand name WALTON. Walton a
sister concern of R.B Group is providing latest technology based products with innovative
design, excellent quality and different models & capacities. WALTON brands main products are
different types of Televisions (CRT, LCD, and LED), DVD Players, Motorcycles, Refrigerators
& Freezers, Microwave Ovens, Steam Ovens, Domestic and Industrial Generators, Air
conditioners, Mobile Phone, Iron, Washing machine and various types of home appliances.

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In Bangladesh establishment of Walton HIL & other sister concerns to manufacture refrigerator,
freezer, air conditioner, motorcycle, LCD, LED & CRT TV etc. is a milestone in the path of
glorious success & reputation of the brand WALTON. All the manufacturing industries have
introduced first advanced research and manufacturing technologies and equipments for the
manufacturing & development of the products. It has a large sales & after sales service network
in home & abroad. With a proud commitment to quality control, Walton consistently surpasses
all the rigorous quality requirements of international markets. (www.waltonbd.com/)
7.2 Strategic Position:
Michael Porter provided a framework that models an industry as being influenced by five forces.
The strategic business manager seeking to develop an edge over rival firms can use this model to
better understand the industry context in which the firm operates. These five forces are given
below: 1) Rivalry 2) Threat of Substitutes, 3) Buyer Power 4) Supplier Power 5) Threat of New
Entrants and Entry Barriers. WALTON also influenced by Porters five forces. WALTON can
use this model to better understand the industry context in which the company operates.
7.3 Strategic Choice:
7.3.1 Threat of new entrants and entry barriers:
It is not only incumbent rivals that pose a threat to firms in an industry. The possibility that new
firms may enter the industry also affects competition. In theory, any firm should be able to enter
and exit a market, and if free entry and exit exists, then profits always should be nominal. In
reality, however, industries possess characteristics that protect the high profit levels of firms in
the market and inhibit additional rivals from entering the market. These are barriers to entry.
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Barriers to entry arise from several sources: 1) Government creates barriers. 2) Patents and
proprietary knowledge serve to restrict entry into an industry. 3) Asset specificity inhibits entry
into an industry. 4) Organizational (Internal) Economies of Scale. WALTON bargaining power
of Threat of new entrants and entry barriers is low.
7.3.2 Supplier power:
A producing industry requires raw materials labor, components, and other supplies. This
requirement leads to buyer-supplier relationships between the industry and the firms that provide
it the raw materials used to create products. Suppliers, if powerful, can exert an influence on the
producing industry, such as selling raw materials at a high price to capture some of the industrys
profits. The following tables outline some factors that determine supplier power and WALTON
bargaining power of supplier power is moderate.
7.3.3 Threat of Substitutes:
A threat of substitutes exists when a WALTON products demand is affected by the price change
of a substitute product. A WALTON products price elasticity is affected by substitute products
as more substitutes become available, the demand becomes more elastic since customers have
more alternatives. A close substitute product constrains the ability of firms in an industry to raise
prices and WALTON bargaining power of Threat of substitutes is moderate.
7.3.4 Buyer Power:
The power of buyers is the impact that customers have on a producing industry. In general, when
buyer power is strong, the relationship to the producing industry is near to what an economist
terms a monopsony a market in which there are many suppliers and one buyer. Under such
market conditions, the buyer sets the price. In reality few pure monophonies exist, but frequently
there is some asymmetry between a producing industry and buyers. The following tables outline
some factors that determine buyer power and Walton bargaining power of buyer power is
moderate.
7.3.5 Rivalry:
In pursuing an advantage over its rivals, WALTON can choose from several competitive moves:
Page 13 of 23

Changing prices raising or lowering prices to gain a temporary advantage.

Improving product differentiation improving features, implementing innovations in

the manufacturing process and in the product itself.

Creatively using channels of distribution using vertical integration or using a

distribution channel that is novel to the industry.

Exploiting relationships with suppliers.

WALTON Bargaining power of Rivalry is high.

7.4 Strategy in Action:

7.4.1 Marketing Strategy:
In Bangladesh it is targeting the mass market for their home appliance products commencing
their marketing strategy as of their high quality and reasonable products. They do not do their
marketing for a particular group of people. They do their marketing those who has the ability to
buy their product. For that they are offering free installment and after sales service. For example
Walton refrigerator has 5 years sales service without payment.

Customers perception to products of Walton:

WALTON HIL is emphasis on the Electric & Electronics and Automobiles and
Telecommunication industry in Bangladesh. Customers are also want to products of Walton
better quality, long lasting, nice looking, brand reputation and after sales services.

Customers perception to price of Walton:

WALTON Hi-Tech Industries Ltd. A sister concern of R.B Group is the pioneer of
Refrigerator, Freezer, Air Conditioner and Motorcycle Manufacturing Technology in
Bangladesh. Customers are thinking also price of Walton price is reasonable, price of body kit is
low, price should be less than other electronics product price and they also provide discount price
to corporate customer. Promotional Activity of Walton: As for promotional campaign Walton
Distribute the brochures to the customer by going door to door. Give their advertisements on the
TV, Newspaper, and Billboard and Give cash discount while purchasing Walton product and

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Give sponsor of different types of event also. Participate in DITF every year. Sometimes give
mobile phones while purchasing their product. Arrange many fair in different time period.
7.4.1.1 Marketing mix:
The Marketing mix gives a plan by which to operate to influence and satisfy the
buyer/customers. The four Ps approach is not perfect, and is certainly not intended to cover all
the marketing activities, e.g. Marketing research, research, of course, is the provider of
information for the decisions in all of the four Ps areas. This is a traditional approach to
marketing planning which is based on the four Ps:

Product policy:

Product is, in fact, the range of the products (goods or services) that WALTON offers to the
marketplace. Decisions have to be made about quantities, timing, product variations, associated
services, quality, style and even the packaging and branding.

Price policy:

Price is a vitally important decision area because although it is a promotional tool in many
respects, it is the main income source of WALTON. If prices are lowered for promotional
purposes, the case flow within the company, and its long-term profitability, could be seriously
affected. As with products, there is normally a range of prices. These can vary according to the
quantities bought, the importance of the customer, and the market segment. Pricing can be longterm and short-term. Pricing can involve discounts, special offers, allowances, credit, and tradeins. It is vitally important to get price decisions right.

Place policy:

A business when planning its marketing will ask a number of questions relating to place i.e.
through which outlets should WALTON sell the product? How does WALTON physically
move the product to these chosen outlets? How far afield does WALTON wish to operate
(locally, nationally, or internationally)? Place, or distribution policy, is a massive, complex
decision area.

Page 15 of 23

Promotion policy:

Advertising is an evolving business function. It was traditionally used to announce the

availability of WALTON products in customer, brand building, positioning conveying the USP
(Unique Selling Proposition) and so on. In recent years, advertising has undergone a number of
significant changes in both strategy and execution.
7.5 BCG matrix: The BCG growth share matrix of WALTON products is given below:
Dogs: WALTON Television (CRT),
WALTON DVD Player, WALTON Charger
Light.

Question Mark: WALTON Microwave &

Steam Oven, WALTON Mobile Phone.
Washing Machine, LED Light

Stars: WALTON Motorcycle, WALTON Air

conditioner , WALTON Domestic and
Industrial Generator.

Cash cows: WALTON Television (LCD,

LED), WALTON Refrigerator & Freezer.

7.6 PESTEL Analysis:

Political Factor:

High Import Duty on Imported Home Appliance Product

Export promotion schemes of Bangladesh Government.

Tax Incentives on Import of Plant.

Constant Government Support

Economic Factor:

Increase in per capita income

Growing GDP high disposable income

Increase in Spending Power

A huge prospect of a profitable export sector

Socio-cultural Factor:

Manufacturing Eco-Friendly product

Changing lifestyle of middle income people

Page 16 of 23

 Technological Factor:

Improvement in Technology made electronics cheaper

Increased quality of production

7.7 SWOT Analysis of WALTON

The overall evaluation of a companys strengths, weakness, opportunities and threats is called
SWOT analysis. SWOT Analysis is an important planning tool that helps a person or
organization to identify and understand its internal strengths and weaknesses. It also matches
these strengths/weaknesses with the opportunities/threats in the environment.
7.7.1 Strengths:

Wider product range

Strong local presence

Quality products at low price and top quality of products with solution

Comprehensive knowledge of the total market and client

Using advance high-tech technology Because of long term experience, customers

reliability and loyalty.

Efficient after sales service.

7.7.2 Opportunities:

Achievement of sales growth through introduction of new products.

Increase of sales in major cities.

Competitors weaknesses offer extra opportunities to increase sales further.

Introduction of new products every year.

7.7.3 Weaknesses:

Lack of skills men power and after seals service Transportation problem

Proper monitoring problem facing in marketing activities

Week distribution Channel

Less organized distribution & compliance to market demand.

Page 17 of 23

7.7.4 Threats:

Unethical competition prevailing in the market

Political unrest hamper sales

Entry of more competitors in the market

Change of customers demand

8. Critical analysis and Discussion:

8.1 Findings:

Continuous monitoring:

Continuous monitoring system is very important to observe the market. Therefore Marketing
Executives visit to the distributors should be more frequent like other competitor companies. So
this is one of the big problems WALTON is facing by not monitoring properly. Distributors are
the main sources for the sales of electronic products. So my recommendation is that, the
company should extend and increase good relationship with all dealers and salesmen.

Price Stability:

Presently because of Under rate process the distributors are facing different problems. As
Under rate of product price creates a great problem in smooth selling, therefore price stability
of all product is very much necessary.

Availability of marketing executives:

In present competitive market situation most of the competitive companies are engaging big
marketing executives to capture the market. In compare with that Walton marketing executives
are not sufficient to cover all of the distributors. So marketing executives availability should be
ensured.

Low price of products:

Page 18 of 23

At present the price of Walton products is relatively high in comparing to other competitor
companies product. But to capture the market and reach their product to all kind of
customers, my recommendation is that, Walton should reduce somewhat their product price.

Standard Advertisement:

Advertisement plays a vital role to run any business well. But in my survey, I have found that the
TV advertisement of Walton is not satisfactory at all. So the company should pay more attention
to advertising.

Quality of the products:

From my survey I came to know that some products of Walton are very low quality. Some
products create disturb even two or three months after selling. If Walton wants to exist in the
market for long time and face the competition, it must concentrate on better quality products.

9. Conclusion:
When finishing this research it can be found that the strategic management did play a significant
role in the success of WALTON. To achieve the leading position, success, lot of improvement is
required for every divisions of it. As home appliance or auto products became essential for the
consumer day by day, many marketers are coming with these products in this electronic industry.
So that it has also become a competitive market for WALTON in spite of having a good brand
image and local presence in Bangladesh. They should also take much more attention and careful
action to establish its product line in the market. Also should be identify their customers
behavior and keep the commitment with them strongly. To build a positive perception and
awareness among the consumers about their product they have to be stronger in their
promotional activities and should maintain a good relationship both internally and externally in
their corporate life. However it can be concluded that every company needs an accurate strategy
before they explore the market. They should be clear about the marketing analysis and the
advantage, disadvantage, mission, vision and goals. Then found the place of them. People can
learn some successful experiences from some examples, but cant copy the strategy from others.
Since every company has its own way of operation and characteristics.

Page 19 of 23

10. References:
D. Collis and M. Rukstad, April 2008, pp. 6373. Can you say what your strategy is?
Harvard Business Review.
F. Frry, (2006), pp. 7175, vol. 48, no. 1 The fundamental dimensions of strategy,
MIT Sloan.
G. Johnson, R. Whittington and K. Scholes, 9th edition, Pearson, 2010, Exploring
Strategy.
(John Wiley, 2009) http://onlinelibrary.wiley.com/subject/code/000028
M. Porter, NovemberDecember 1996, pp. 6178; What is strategy?, Harvard
Business Review.
Palich, L.E., L.B. Cardinal, and C.C. Miller (2000), 21(2), pp. 155-174. Curvilinearity
in the diversification-performance linkage: An examination of over three decades of
research. Strategic Management Journal.
Rumelt, R. (1974). Strategy, Structure, and Economic Performance, Cambridge, MA:
Harvard University Press.
Retrievedfrom:
https://balancedscorecard.org/Resources/StrategicPlanningBasics/tabid/459/Default.aspx
on 18th November 2013.
Retrieved from:
http://assignmentpoint.com/business/internship-report-on-the-market-position-ofwalton.html on 18th November 2013.
Retrievedfrom:
http://risingbd.com/english/detailsnews.php?nssl=5c572eca050594c7bc3c36e7e8ab9550
&nttl=15012013743#.UpXI4sRQG5- on 20th November 2013.
Retrieved from: (www.waltonbd.com/) 19th November 2013.
Retrievedfrom:
http://catalogue.pearsoned.co.uk/assets/hip/gb/hip_gb_pearsonhighered/samplechapter/0
273757253.pdf on 20th November 2013.
Simon & Schuster, New York, 1985, p. 5, Michael Porter, Competitive Advantage.
Scott Gallagher 2003, Why Does Firm Performance Differ? Updated: 14 Feb. 2013
Page 20 of 23

Appendix:
Interview Questionnaires:

Strategy Formulation:

Has your association articulated a vision for the association? Is the vision statement relevant to
the associations activities and mandate? Has your association developed a mission statement?
Do you feel that your current mission statement is compatible with the activities being carried on
by the association?
Has your association defined a set of value statements? How would you rate the competencies of
your association to conduct a SWOT analysis? How would you rate the priority that your
association places on the SWOT analysis process? How would you rate the importance of the
SWOT analysis process to the effective operation of your association? Is a SWOT analysis
employed when dealing with significant issues outside of strategic planning? How important is it
to establish long-term objectives for your association? How important is it to generate strategies
to deal with issues for your association?

Strategy Implementation:

Does your association maintain a policy manual? What do you think the relevance of your
associations policies to current association activities? How appropriate the current structure of
your association is to support the implementation of strategic initiatives? Do you the
performance of your Board as it relates to the delivery of support to strategic initiatives is
enough?

Strategic Evaluation:

What is your thinking about your associations current practices as they relate to the ongoing
assessment of strategic initiatives? Has your association developed a set of key performance
indicators or some other form of accountability to track the success of strategic initiatives? Rate
the relevance and suitability of the strategic management model to your association.

Page 21 of 23

 Specific Questions for marketing strategy (formulation, implementation and

evaluation):
What business you are in? What is the market opportunity? What is the market size? How can
the market be segmented into logical customer groupings? What are the key industry trends that
are fueling our success? What industry trends can inhibit our success? What is your customers
primary reason for buying or wanting to use our product or service?
What categories of competition threaten your success? How will you differentiate yourselves to
best combat competition? What barriers to entry into the marketplace are you creating for
yourselves? What features and associated benefits does your offering provide? How do you
deliver the features identified in previous question? How important is price in the decision
process?
Are competitive price changes anticipated in the near future? What can be done to reduce costs
without affecting quality? What kind of personality do you want to portray in our
communications? What new offerings would your customers most like to develop? What
improvements can you make to your offering to better meet customer needs?

Diagrams, Chat and logo:

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Dogs: WALTON Television (CRT),

WALTON DVD Player, WALTON Charger
Light.

Question Mark: WALTON Microwave &

Stars: WALTON Motorcycle, WALTON Air

conditioner, WALTON Domestic and
Industrial Generator.

Cash cows: WALTON Television (LCD, LED),

Steam Oven, WALTON Mobile Phone.

Washing Machine, LED Light
WALTON Refrigerator & Freezer.

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