Transcript Marketing Strategies

marketing strategy

A marketing strategy is
a process that
can allow an organization to
concentrate its limited resources on
the greatest opportunities to
increase sales and achieve a
sustainable competitive advantage
A
publishing strategy can serve as the
foundation of a marketing plan. A
marketing plan contains a set of specific
actions required to successfully implement
a marketing strategy. For example: "Use a
low cost product to attract consumers.
Once our organization, via our low cost
product, has established a relationship
with consumers, our organization will sell
additional, higher-margin products and
services that enhance the consumer's
interaction with the low-cost product or

A marketing strategy often integrates an
organization's marketing goals, policies, and
action sequences (tactics) into a cohesive
whole. Similarly, the various strands of the
strategy , which might include advertising,
channel marketing, internet marketing,
promotion and public relations can be
orchestrated. Many companies cascade a
strategy throughout an organization, by creating
strategy tactics that then become strategy goals
for the next level or group. Each one group is
expected to take that strategy goal and develop
a set of tactics to achieve that goal. This is why
it is important to make each strategy goal
measurable.
Strategic models

Marketing participants often employ strategic
models and tools to analyze marketing
decisions. When beginning a strategic analysis,
the 3Cs can be employed to get a broad
understanding of the strategic environment. An
Ansoff Matrix is also often used to convey an
organization's strategic positioning of their
marketing mix. The 4Ps can then be utilized to
form a marketing plan to pursue a defined
strategy.
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Marketing in Practice
The Consumer-Centric Business
There are a many companies especially those in the
Consumer Package Goods (CPG) market that adopt
the theory of running their business centred around
Consumer, Shopper & Retailer needs. Their Marketing
departments spend quality time looking for "Growth
Opportunities" in their categories by identifying
relevant insights (both mindsets and behaviours) on
their target Consumers, Shoppers and retail partners.
These Growth Opportunites emerge from changes in
market trends, segment dynamics changing and also
internal brand or operational business challenges.The
Marketing team can then prioritise these Growth
Opportunites and begin to develop strategies to exploit
the opportunities that could include new or adapted
products, services as well as changes to the 4Ps.
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Real-life marketing primarily revolves around the application of
a great deal of common-sense; dealing with a limited number of
factors, in an environment of imperfect information and limited
resources complicated by uncertainty and tight timescales. Use
of classical marketing techniques, in these circumstances, is
inevitably partial and uneven.
Thus, for example, many new products will emerge from
irrational processes and the rational development process may
be used (if at all) to screen out the worst non-runners. The
design of the advertising, and the packaging, will be the output
of the creative minds employed; which management will then
screen, often by 'gut-reaction', to ensure that it is reasonable.
For most of their time, marketing managers use intuition and
experience to analyze and handle the complex, and unique,
situations being faced; without easy reference to theory. This
will often be 'flying by the seat of the pants', or 'gut-reaction';
where the overall strategy, coupled with the knowledge of the
customer which has been absorbed almost by a process of
osmosis, will determine the quality of the marketing employed.
This, almost instinctive management, is what is sometimes
called 'coarse marketing'; to distinguish it from the refined,
Marketing
strategies
Introduction stage
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Profits：negative or low
Prices: high
Costs: high
◆ Reasons:
1. Informing potential consumers
2. Inducing product trial
3. Securing distribution in retail outlets
 The
Pioneer Advantage
First-mover advantages
◆ Those products that came out six months late but
on budget earned an average of 33% less profit in
the first five years
◆ Products that came out on time but 50% over
budget cut their profits by only 4%.
e.g. Amazon. com; Campbell, Coca-Cola, Xerox
 The
Competitive Cycle
◆ sole supplier,
◆ competitive penetration
◆ share stability
◆ commodity competition
◆ withdrawal
Marketing strategies:
Growth stage
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Marketing Strategies:
◆ Improve product quality and add new product features and
improved styling
◆ Add new models and flanker products
◆ Enter new market segments
◆ Increase distribution coverage and enter new distribution channels
◆ Shift from product-awareness advertising to product-preference
advertising
◆ Lower prices to attract next layer of price-sensitive buyers
Case：
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Starbucks Coffee
◆ Flank defenses strategy
1. Trying to push out innovative noncoffee-related products, such as Tiazzi
and ice cream
2. Selling its premium beans in
supermarket
3. Getting into the restaurant business
Marketing Strategies:
Maturity Stage
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Three phases in maturity stage:
◆Growth phase: the sales growth rate starts to decline
◆Stable phase: sales flatten on a per capita basis
◆Decaying phase: the absolute level of sales starts to
decline
Marketing Strategies:
Maturity Stage
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Market Modification
Volume = number of brand users × usage rate per user
◆ Expand number of brand users by:
1. Converting nonusers
2. Entering new market segments
3. Winning competitors’ customers
◆ Convince current users to increase usage by:
1. Using the product on more occasions
2. Using more of the product on each occasion
3. Using the product in new ways
Marketing Strategies:
Maturity Stage
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Product Modification
◆ Quality improvement
Becoming “stronger”, “bigger” and “better”
◆ Feature improvement.
Adding the new features such as size, weight,
materials, additives and accessories to expand the
product's versatility, safety or convenience.
Case: The Failure of the New Coke
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Battered by competition from the sweeter Pepsi-Cola,
Coca-Cola decided in 1985 to replace its old formula
with a sweeter variation, dubbed the New Coke. CocaCola spent $4 million on market research. Blind taste
tests showed that Coke drinkers preferred the new,
sweeter formula, but the launch of New Coke
provoked a national uproar. Market researchers had
measured the taste but had failed to measure the
emotional attachment consumers had to Coca-Cola.
There were angry letters, formal protests, and even
lawsuit threats, to force the retention of "The Real
Thing." Ten weeks later, the company withdrew New
Coke and reintroduced its century-old formula as
"Classic Coke," giving the old formula even stronger
status in the marketplace.
Marketing Strategies:
Maturity Stage
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Marketing－Mix Modification
◆ Prices
◆ Distribution
◆ Advertising
◆ Sales promotion
◆ Personal selling
◆ Services
Marketing strategies:
Decline stage
◆ Increase firm’s investment (to dominate the
market and strengthen its competitive position)
◆ Maintain the firm’s investment level until the
uncertainties about the industry are resolved.
◆ Decrease the firm’s investment level selectively
by dropping unprofitable customer groups, while
simultaneously strengthening the firm’s
investment in lucrative niches
◆ Harvesting (“milking”) the firm’s investment to
recover cash quickly
◆ Divesting the business quickly by disposing of
its assets as advantageously as possible
ⅰTranslate the following
1.市场营销管理
3.市场营销方案
 5.市场领导者
 7. 市场追随者
 9.产品生命周期
 11. 决定因素
 13. 规模经济
 15.价值定价法
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2.市场营销计划
4.市场营销控制
6.市场挑战者
8. 市场补缺者
10.个别品牌
12. 销售代表
14.分销渠道
Answers
1（marketing management）
2（marketing planning）
3（marketing program）
4（marketing controlling）
 5 （market leader） 6（market challenger）
7（market follower） 8（market nicher）
 9 （product life cycle）10 (individual brand )
 11 (determining factors) 12 (sale rep)
13 (economies of scale) 14(distribution channel）
15 （value pricing）
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