Marketing Research of Emaar Properties and Comparing and Environment

Question: Discuss about the Analysis of the Emaar Properties and Comparing. Answer: Introduction The market analysis of an organization shows the strengths and weakness. The analysis shows the demand for the products and services in the market. The external environment imposes a significant impact on the organization such as social, economic, political, legal and technological factors. The companies have to enhance their quality as well as establish a relationship with the stakeholders. The report focuses on the analysis of the Emaar properties and comparing with its competitor. The Emaar Properties are one of the most admired and valuable real estate development organizations in the world (Du Plessis, Strydom, Jooste, 2012). The company has established its brand name and built many shopping malls, hospitality and retail and properties. The company focuses on build quality, time delivery, and design excellence. Analysis of the external environment of Emaar The analysis regarding the in depth based on the companies that represent the companies external environment and the dimensions can be appropriately measured. The construction of the factors is depicted to be enhancing the structure for the organization and also the enhancement of the decisions for the purpose of enhancing the factors (Ansoff, 2014). The structure enhances the following factors that enable the structuring of the in-depth analysis, and the management decisions can be appropriately constructed for the Emaar and the Damac are provided in the following points:- Customers: The customers are represented to be creating the competition in the market, and the construction of the work can be easily enhanced by structuring the benefits to the company Damac and Emaar. The real estate business carried out by the two companies is differing from the range of the customers that creates the competition between both the companies. Competitors: The competitor is indicated to be each other and thereby the enhancement of the structure which is being expanded by constructing the structural differentiation and the facilities. These show the characteristics and the competitors that are depicted to be each other. The Emaar and the Damac are the main competitors of each other and also indicated to be the strongest competitor of each other (Burrow, Bosiljevac, 2012). Suppliers: The suppliers of the raw materials are illustrated to be the strongest competitor of the world and also they are involved with each other that enable the establishment of nature, and the characteristics of the supplier are totally dependent for the purpose of structuring the work. The structure of the suppliers is dependent on ordering the needs of the customers. Any other stakeholders: The other stakeholders constitutes of the developers that are identified for the development of the structure which includes the enhancement of the structure for the development of properties. Therefore the structure clearly explains the enhancement of the properties that are varied by the companies Emaar and Damac. Factors influencing the management decisions The factors that are influencing the political environment clearly described by the help of the following factors which are as follows:- Economic conditions: The economic conditions clearly show the current position of the company Damac and the Emaar. The influence of these conditions is depicting the impact more. By considering the present condition of the Emaar, the economic stability is being depicted with having an appropriately competitive environment in the market. The Damac does not consist of the economic stability as per the current analysis is being made, and thereby the company is depicted to be lagging the competitive environment (Kotabe, Helsen, 2011). Political and the legal conditions: The political and the legal conditions shows the raising of the new rules and the regulations formed by the government. As per the new rules of the Dubai government are formed, it seems to be creating a detrimental impact on the market of the real estates and thereby the market is depicted to be consisting of the downward growth of the real estate business. The Damac is being impacted the more rather than the Emaar since the new rules and the regulations were not properly implemented. Socio-cultural: The social-cultural activities must be conducted for the purpose of advertisement and the attracting the customers towards the services provided by the companies Emaar and the Damac. The Emaar is depicted to be conducting the socio-cultural activities for the purpose of creating demand for the services in the market whereas the Damac is lacking the socio-cultural activities (Kotler, Keller, 2016). Global: The Global development is being appropriately carried out the Emaar, and the Damac is also carrying out the global business environment, but it is creating a downfall in the global market. Technological conditions: The advanced technologies are depicted to be used by the companies Damac and the Emaar, but the implementation of the latest technologies for Damac is not providing profit to the business carried out Damac. Since the most crucial reason is the lack of the advertisement and the social activities, therefore the Damac is lagging in the both local and global markets of the business environment of real estates. Dimensions of organizational culture The culture of the organizations should be managed, and all employees should be treated equally. The managers and team leaders are responsible for fulfilling the needs of the employees and providing them adequate support. Emaar Properties Stakeholder value oriented The company has focused on establishing a relationship with its stakeholders. The stakeholders include customers, shareholders, and employees (Kotler, Keller, Manceau, Hemonnet-Goujot, 2015). Social responsibility The company carries out its activities by keeping in view the interests of the community. The company follows ethical rules and regulations. Transparent governance The company has maintained openness and accountability which is a significant part of the culture of the company. The company believes on fair dealings with their clients. Team spirit The managers motivate their team members towards their goals and work together. The managers encourage the sense of teamwork and set targets for them (Lamb, Hair, McDaniel, 2004). Open communication The company allows effective flow of communication between the team members. The flow of communication enables the team members to understand the tasks appropriately. Problem solving The managers understand the issues of the employees and take steps to fulfill their needs. The employees feel motivated to accomplish their tasks. Supportive environment The employees are encouraged and supported to overcome difficult situations. More employees are retained with the help of supportive environment (Sarangi, 2009). Damac Stakeholder value oriented The company gives importance to the stakeholders and carries out jobs in the benefit of them. The company also focuses on generating maximum returns for their stakeholders. However, the company is facing difficulties in managing all its stakeholders. Social responsibility The company participates voluntarily in better activities which are in favor of the community. The protection of the environment is also important which is also focused on the management (Sen, 2008). Team spirit The involvement of team members in each and every tasks has enabled the company to accomplish all their jobs. Team work increases efficiency and productivity of the organization. However, the team members require adequate training to accomplish their goals in an appropriate way. Customer service The company has improved their service quality that is provided to the customers. The employees are provided with adequate training to provide quality service to the customers. Open communication The company has encouraged free flow communication within the departments. The culture of the company is based open communication that enhances productivity and loyalty. However, there is a lack of communication flow in some of the departments due to the absence of adequate strategies (Sennewald, Baillie, 2012). Problem solving The cultural values are promoted that all the issues should be solved, and the employees feel empowered to solve all the difficulties actively. However, the company is facing difficulties to enhance their profitability which requires adequate strategies. Supportive environment The employees get all the support from their team leaders which are very much for the accomplishment of the tasks on time. The employees feel comfortable while working within the organization (Williams, 2009). Compare and contrast the organizational culture of the two companies The comparison will show the strengths and weakness of the companies in the given organizational cultural dimensions. Organizational culture Emaar Properties Damac Stakeholder value oriented High Low Social responsibility High High Customer service High High Open communication High Low Problem solving High Low Supportive environment High High Team spirit High Low Conclusion The overall market analysis is being provided for the Damac and Emaar Properties are explained in an appropriate way that enables the expansion of the business. The main aim is to determine the current organizational culture of the two companies Damac and the Emaar Properties and the various dimensions with the external factors of the business environment. Therefore it enables the enhancement of the structure that enables the appropriate establishment of the market on the various conditions of the market (Winer, Dhar, 2014). The judgment is being appropriately provided by differentiating the environment of the Damac and Emaar. Therefore the structure clearly shows the appropriate market analysis of the Damac and the Emaar with explaining the seven dimensions of the organizational culture. References Ansoff, H. (2014).Strategic management. [Place of publication not identified]: Palgrave Macmillan. Burrow, J., Bosiljevac, J. (2012).Marketing. Mason, Ohio: South-Western Cengage Learning. Du Plessis, P., Strydom, J., Jooste, C. (2012).Marketing management. Cape Town: Juta. Kotabe, M., Helsen, K. (2011).Global marketing management. Hoboken, NJ: Wiley. Kotler, P., Keller, K. (2016).Marketing management. Boston [etc.]: Pearson. Kotler, P., Keller, K., Manceau, D., Hemonnet-Goujot, A. (2015).Marketing management. Montreuil: Pearson France. Lamb, C., Hair, J., McDaniel, C. (2004).Marketing. Mason, OH: Thomson Learning. Sarangi, S. (2009).Marketing management. New Delhi: Asian Books. Sen, M. (2008).Business management. Jaipur, India: Oxford Book Co. Sennewald, C., Baillie, C (2012).Effective security management. 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