Answer:
Specifying the role of price in an organization's marketing and strategic plans.
Explanation:
Pricing objectives can be described as the goals which puts an organization through on ways to place the prices of their products to potential customers. It makes the products more appealing to the customers. Pricing objectives involves determing the appropriate price for a particular good or service.
Pricing objectives helps companies in improving their market shares this is achieved by cutting down the cost of their products to drive customers to purchase them thereby giving the business a high competitive edge in the market.
The goal of global market segmentation is to break down a new foreign market for a product or a service into different groups of consumers so the firm can <u>tailor its </u><u>marketing mix </u><u>to each individual segment</u>.
More about marketing mix:
The marketing mix is the collection of activities, or methods, that a business employs to sell its brand or merchandise. A typical marketing mix is comprised of the four Ps: price, product, promotion, and place. Today, however, the marketing mix is progressively including several more Ps as essential mix components, such as Packaging, Positioning, People, and even Politics.
Price mix is the cost incurred by the company to deliver a product to the customer. Product mix exemplifies the nature of the good that the company is selling to the customer. Place mix is the method used to distribute the goods at a time and place that are convenient for the consumer.
Learn more about marketing mix here:
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Explanation:
The long-running debate between the ‘rational design’ and ‘emergent process’ schools of strategy formation has involved caricatures of firms' strategic planning processes, but little empirical evidence of whether and how companies plan. Despite the presumption that environmental turbulence renders conventional strategic planning all but impossible, the evidence from the corporate sector suggests that reports of the demise of strategic planning are greatly exaggerated. The goal of this paper is to fill this empirical gap by describing the characteristics of the strategic planning systems of multinational, multibusiness companies faced with volatile, unpredictable business environments. In-depth case studies of the planning systems of eight of the world's largest oil companies identified fundamental changes in the nature and role of strategic planning since the end of the 1970s. The findings point to a possible reconciliation of ‘design’ and ‘process’ approaches to strategy formulation. The study pointed to a process of planned emergence in which strategic planning systems provided a mechanism for coordinating decentralized strategy formulation within a structure of demanding performance targets and clear corporate guidelines. The study shows that these planning systems fostered adaptation and responsiveness, but showed limited innovation and analytical sophistication
<span>Nutrition Labeling and Education Act
This act requires nutrition labeling on food and standardizes terms such as serving size, "low fat", "light", and the such. It prevents things such as claiming "low calorie" cause the "calories per serving" is only half of the competitors, while specifying an absurdly low serving size that's also half the size the competitors use.</span>
