Please see below student work for writing replies and question: Helen, Top of Form Hello Dwight and Class, The holistic marketing concept has four broad components: relationship marketing, integrated marketing, internal marketing and performance marketing (Kotler & Keller, 2012, p. 10). Organizations applying the holistic marketing concept, recognize that developing, designing, and implementing, marketing programs are not the sole function of a marketing department but rather a shared responsibility of multiple departments within the organization. With over 80,000 students and about 1,800 faculty, the organization I work for, Humber College, is one of the largest colleges in Ontario, Canada. Humber operates in a competitive environment with universities, colleges and private vocational schools competing to recruit and retain students. Consequently, developing strategic marketing plans to differentiate itself from its competitors has been a priority as outlined in its five-year strategic plan (Humber College, 2013). Humber’s marketing strategies “attempt to differentiate them from better resourced and more prestigious competitors” by strategically emphasizing traits that make them more appealing to students “seeking in-demand training within their local communities” (Pizarro, 2016, p. 227). Humber applies relationship marketing by continuously working to build and maintain lasting relationships with community and education partners, industry, key external stakeholders and alumni. Internal marketing is an important component of holistic marketing and is an area where Humber is largely unsuccessful. Although all departments work towards the goal of providing outstanding services, academic programs and teaching, they do not visibly work together. Another concern identified is that Humber does not actively address the needs of part-time faculty who represent a high percentage (66%) of the workforce. Part-time faculty are qualified, professional and interested in “delivering value” to the students, however the lack of professional development, significant disparity between full-time and part-time faculty, both in terms of remuneration and level of engagement, and a sense among part-time faculty that their contributions are not valued, may compromise the realization of the Humber’s values, goals and mission. These issues also affect Humber’s ability to effectively implement an integrated marketing approach, as the message communicated to students (customers) is not always complemented by their program/course experiences. Humber is successful in applying the performance marketing component. Their marketing efforts are “profitable” and socially responsible. Humber spent Cdn $11 million on advertising and marketing which included print ads, online and mobile, web, video and publications channels in the 2016 fiscal year and generated Cdn $406.4 million in revenues through government funding, tuition, endowments and investments; had a surplus of $29.7 million and an operating reserve of $20 million (Humber College, 2016, p. 36). With respect to social responsibility marketing, Humber is actively involved with their local communities in charitable and environmental projects; new buildings have LEEDTM certification and they offer many services to students to help them achieve academic success, such as health and counselling services, career and employment services, and financial aid. The holistic marketing concept is an appropriate organizational philosophy for Humber’s marketing efforts. Developing and implementing marketing strategies that involve all departments across the organization, will help them achieve their goal of providing outstanding services, academic programs and teaching. Marketing strategies that provide greater emphasis on motivating and engaging employees within the college and across departments, would help improve performance and support the achievement of Humber’s goals. Best regards, Helen Internal References -Kotler, P. & Keller, K. L., 2012. Framework for marketing management. 5th edition ed. Upper Saddle River,NJ: Pearson Prentice Hall. External References -Humber College, 2013. Humber College Strategic Plan 2013-2018. [Online] Available at: http://humber.ca/strategicplanning/sites/default/files/humber-college_strategic-plan_2013_2018.pdf [Accessed 21 July 2017]. -Humber College, 2016. Annual Report. [Online] Available at: http://humber.ca/sites/default/files/uploads/documents/2015-2016-annual-report-final.pdf [Accessed 21 July 2017]. -Pizarro, M., 2016. Modern campuses, local connections and unconventional symbols: Promotional practices in the Canadian community college sector. Tertiary Education & Management (Routledge), 22(3), pp. 218-230.

    Hello,

    The discourse column comprises of extensive insights on the separation of the holistic negotiateing admittance in the negotiateing temporization of Humber Academy. The holistic negotiateing admittance contains filthy liberal components unarranged which involve the integrated negotiateing, exploit negotiateing, interconnection negotiateing, and inside negotiateing has been courteous-behaved-behaved executed on its application into the negotiateing of the academy (Kotler & Keller, 2012). Humber Academy has operatively localized the exploit, integrated, and interconnection negotiateing to best negotiate itself to students and customers as the best discretion unarranged other competitors. The operations of Humber are characterized by unyielding competitiveness from other universities, academys, and retired schools in recruiting and retaining the extraneous students (Humber Academy, 2016). Thus, requires an execute and execute strategic negotiateing that can localize and import contemporaneously whole the institution’s departments to successfully achieving the negotiateing objectives.

    However, the inside negotiateing admittance of the holistic negotiateing has been catastrophic to efficiently instrument since it’s deterred by the differences betwixt the part-period and full-period benefaction staff. The differences culminate as a fruit of the distinctions in their payments and period ce the collaborative admittance to negotiate Humber as the emend unarranged its competitors. Also, there lacks satisfactory period ce the bonding betwixt the full-period and part-period benefaction staff (Humber Academy, 2013). In depend, this deters any casualty of developing an operative negotiateing temporization insidely to import a unified face to graceful g services kind. As argued, there should be further to bridge the derangement in inside negotiateing in direct to determine that holistic negotiateing takes the balanced tactic in extinguished doing other competitors. Therefore, to infer to your proposals, there should be symmetrical meetings betwixt the part-period and full-period benefaction staff to attain and gain with single another to mend their professionalism. As courteous-behaved, through technology, the benefaction staff should be efficacious to arrive-at each other from period to period.

    References

    Inside Sources

    Kotler, P. & Keller, K. L. (2012). Framework ce negotiateing address. 5th edition Ed. Upper Saddle River, NJ: Pearson Prentice Hall.

    External Sources

    Humber Academy. (2013). Humber Academy Strategic Plan 2013-2018. [Online] Availefficacious at: http://humber.ca/strategicplanning/sites/default/files/humber-college_strategic-plan_2013_2018.pdf [Accessed 21 July 2017].

    Humber Academy. (2016). Annual Report. [Online] Availefficacious at: http://humber.ca/sites/default/files/uploads/documents/2015-2016-annual-report-final.pdf [Accessed 21 July 2017].