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Introduction
Before proceeding directly to the assignment performance, it is required to identify the essence of fundamental conceptions. Primarily, internal environment analysis is an overview of a wide range of elements of a company, its activities, mission, and leadership. Consequently, the value-adding strategies mean the formation of the working environment and norms of behavior, financial needs, relationships and reporting structure, information flows and human resource needs (Ginter et al., 2018). In addition, action plans are a list of mandatory tasks to complete a project or achieve specific goals. Finally, service marketing is a form of business that provides benefits to consumers in order to maximize sales and brand awareness. On the contrary, physical product marketing implements tactics to sell tangible goods with physical characteristics. Thus, this paper is a thorough assessment and comprehensive analysis of the connections and differences between the terms in management.
Linkage
Internal environmental analysis coupled with strategies for delivering and supporting value-adding services has relatively deep and close connections in terms of common approaches based on a clear assessment of the situations picture, a correct examination of strengths and weaknesses, an objective estimation of the competitive environment and significance, as well as several other equally important aspects. In particular, the concepts can be complementary and interchangeable within the framework of common goals and tasks the realization of good results and outstanding achievements for a company, its place among opponents, and its general reputation among clients. Moreover, taken together, they allow managers to draw certain conclusions and make cardinal decisions by understanding and identifying areas that need to be preserved, improved, changed, or eradicated. Therefore, an organizations effective functioning, sustainable development, or survival is the merit of the synthesis and the linkage of the internal analysis and the strategies.
Value-Adding Strategies and Action Plans
One must recognize that the value-adding strategies directly linked with action plans are established on their primary purpose and role to contribute to implementing service delivery strategies. It is no secret that the stages of production and marketing, as practice shows, add value-added strategies, and elements such as the quality of packaging or material are indeed included in the action plan in all functions of the organization. As an essential component of the value chain, the tactics provide the basis for maintaining strategic momentum through action plans (Ginter et al., 2018). Together, these concepts propose clear and precise guidance on the path to success, setting priorities and putting fewer essential tasks on the back burner. Thus, due to this procedure, the expansion of partnerships and improvement of citizens health results are achieved (Teisberg et al., 2020). At the same time, these ideas aim to maximize the use of available opportunities and resources for accomplishing informed decisions, actions, and deeds. In total, all this increases the organizations efficiency, productivity, and effectiveness as plans and strategies are used.
Differences Between the Terms
Services marketing differs from physical marketing based on values, value increase, and the main focus. Thus, the marketing of services is mainly associated with intangible objects and concentrates on the customers experience, increasing the transaction process cost and providing assistance. Physical marketing directly connects with material objects, pays special attention to the clients experience during several stages of the purchase, and additionally boosts the cost of the entire supply chain. In brief, marketing services involve activities offered to buyers in exchange for adequate remuneration. Service marketing aims to create effective programs based on specific models; it manifests itself in prototypical features identified as exceptional services in addition to products (Hole et al., 2018). In addition, product marketing is a complex process aimed at selling, distributing, and promoting a product for a specific segment or, in other words, the target audience. Unlike service marketing, the organization strives to create a good relationship with clients to gain their trust. The task is equally burdensome, whether product marketing or service marketing. However, there are some advantages with the first option, such as tangibility, separability, durability, or portability, which the latter does not have, making it a bit complicated.
Conclusion
Summarizing the information mentioned above, it should be noted that the internal analysis of an organization and the value-adding service delivery and support strategies are essential components in realizing success and well-being. They are tightly connected to each other, and one cannot fully exist without the other. Together, they allow one to identify the strengths and weaknesses of a company, assess its position among competitors, and determine the best ways to solve existing and potential difficulties. Accordingly, the value-adding strategies can be additionally associated with action plans; such a combination permits one to define the scenario of actions distinctly and clearly follow it. The tactic successfully transforms from a two-dimensional document into measurable action. Moreover, the marketing of a service is different from the marketing of a physical product in terms of tangible and intangible values, the main focus on purchases and customer service, as well as the types of transaction processes.
References
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care organizations (8th ed.). Jossey-Bass.
Teisberg, E., Wallace, S., & OHara, S. (2020). Defining and implementing value-based health care: A strategic framework. Academic Medicine: Journal of the Association of American Medical Colleges, 95(5), 682685. Web.
Hole, Y., Pawar, S., & Bhaskar, M. P. (2018). Service marketing and quality strategies. Periodicals of Engineering and Natural Sciences (PEN), 6(1), 182-196. Web.
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