marketing-strategy-ppt

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Marketing
Strategy

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Contents:Contents:
Section 1 : Market Scope Strategy
Section 2 : Market Entry Strategy
Section 3 : Product Strategy
Section 4 : Promotion Strategy
Section 5 : Distribution Strategy
Section 6 : Pricing Strategy

Market ScopeMarket Scope
StrategyStrategy
1. Single Market Strategy
2. Multi Market Strategy
3. Total Market Strategy

1. Single Market Strategy1. Single Market Strategy
• Concentration of efforts in a single
segment.
• Requirements: (a) Serve the market
wholeheartedly despite initial difficulties
(b) Avoid competition with established
firms.

2. Multi Market Strategy2. Multi Market Strategy
• Serving several distinct markets.
• Requirements: (a) Careful selection of
segments to serve (b) Avoid
confrontation with companies serving
entire market.

3. Total Market Strategy3. Total Market Strategy
• Serving the entire spectrum of the market by selling
differentiated products to different segments in the
market.
• Requirements: (a) Employ different combinations of
price, product, promotion, and distribution strategies
in different segments (b) Top management
commitment to embrace entire market (c) Strong
financial position.

Market EntryMarket Entry
StrategyStrategy
1. First In Strategy
2. Early Entry Strategy
3. Laggard Entry Strategy

1. First In Strategy1. First In Strategy
• Entering the market before all others.
• Requirements: (a) Willingness and ability to
take risks (b) Technological competence (c)
Strive to stay ahead (d) Heavy promotion (e)
Create primary demand (f) Carefully evaluate
strengths.

2. Early Entry Strategy2. Early Entry Strategy
• Entering the market in quick succession after
the leader.
• Requirements: (a) Superior marketing
strategy (b) Ample resources (c) Strong
commitment to challenge market leader.

3. Laggard Entry Strategy3. Laggard Entry Strategy
• Entering the market toward tail end of growth phase
or during maturity phase. Two modes of entry are
feasible: (a) Imitator(a) Imitator - Entering market with me-too
product (b) Initiator(b) Initiator - Entering market with
unconventional marketing strategies.
• Requirements: ImitatorImitator - (a) Market research ability
(b) Production capability. InitiatorInitiator - (a) Market
research ability, (b) Ability to generate creative
marketing strategies.

ProductProduct
StrategyStrategy
1. Product Positioning Strategy
2. Product Repositioning Strategy
3. Product Scope Strategy
4. Product Design Strategy
5. New Product Strategy

1. Product Positioning Strategy1. Product Positioning Strategy
• Placing a brand in that part of the market where it
will have a favorable reception compared with
competing brands.
• Requirements: (a) Successful management of aa
single brandsingle brand requires positioning the brand in the
market so that it can stand competition from the
toughest rival and maintaining its unique position by
creating the aura of a distinctive product.the aura of a distinctive product.

1. Product Positioning Strategy1. Product Positioning Strategy
• (b) Successful management of multiple brandsmultiple brands
requires careful positioning in the market so that
multiple brands do not compete with nor
cannibalize each other.

2. Product2. Product
RepositioningRepositioning
StrategyStrategy
• Reviewing the current
positioning of the product and
its marketing mix and seeking
a new position for it that
seems more appropriate.

• Requirements: (a) If this strategy
is directed toward existingexisting
customerscustomers, repositioning is
sought through promotion of
more varied uses of the product
StrategyStrategy

• (b) If the business unit wants to
reach new usersreach new users, this strategy
requires that the product be
presented with a different twist
to the people who have not been
favorably inclined toward it.
• In doing so, care should be
taken to see that, in the process
of enticing new customers,
current ones are not alienated
StrategyStrategy

• (c) If this strategy aims at
presenting new uses of thepresenting new uses of the
productproduct, it requires searching
for latent uses of the product, if
any.
• Although all products may not
have latent uses, there are
products that may be used for
purposes not originally intended.
StrategyStrategy

ScopeScope
StrategyStrategy
• The product-scope strategy deals
with the perspectives of the product
mix of a company.
• The company may adopt a single-a single-
product strategy, a multiple-product strategy, a multiple-
product strategy,product strategy, or a system-of-a system-of-
products strategy.products strategy.

• Requirements: (a) Single productSingle product:
company must stay up-to-date on
the product and even become the
technology leader to avoid
obsolescence (b) MultipleMultiple
productsproducts: products must
complement one another in a
portfolio of products
ScopeScope
StrategyStrategy

• (c) System of productsSystem of products: company
must have a close understanding of
customer needs and uses of the
products.
ScopeScope
StrategyStrategy

DesignDesign
StrategyStrategy
• The product-design strategy deals
with the degree of standardization
of a product.
• The company has a choice among
the following strategic options:
standard product, customizedstandard product, customized
product,product, and standard productstandard product
with modifications.with modifications.

• Objectives: (a) Standard productStandard product :
to increase economies of scale of
the company (b) CustomizedCustomized
productproduct : to compete against mass
producers of standardized products
through product-design flexibility
(c) Standard product withStandard product with
modificationsmodifications : to combine the
benefits of the two previous
strategies.
DesignDesign
StrategyStrategy

5. New5. New
ProductProduct
StrategyStrategy
• A set of operations that
introduces (a) within thewithin the
businessbusiness, a product new to its
previous line of products (b) onon
the marketthe market, a product that
provides a new type of
satisfaction.
• Three alternatives emerge from
the above: productproduct
improvement/modificationimprovement/modification,
product imitationproduct imitation, and productproduct
innovation.innovation.

• Requirements: A new-product
strategy is difficult to implement
if a new product developmenta new product development
systemsystem does not exist within a
company.
5. New5. New
ProductProduct
StrategyStrategy

• Five componentsFive components of this
system should be assessed:
• corporate aspirations toward
new products
• organizational openness to
creativity
• environmental favor toward
creativity
• screening method for new
ideas, and
• evaluation process.
5. New5. New
ProductProduct
StrategyStrategy

PromotionPromotion
StrategyStrategy
1. Promotion Mix Strategy
2. Media Selection Strategy
3. Advertising Copy Strategy

• Determination of a judicious mix of
different types of promotion.
• Requirements :
• (a) Product factors(a) Product factors: (i) nature of
product (ii) durable versus
nondurable (iii) perceived risk (iv)
typical purchase amount
1. Promotion1. Promotion
Mix StrategyMix Strategy

• (b) Market factors:(b) Market factors: (i) position in the
life cycle, (ii); market share, (iii)
industry concentra-tion, (iv) intensity
of competition, and (v) demand
perspectives
• (c) Customers factors:(c) Customers factors: (i)
household versus business
customers, (ii) number of customers,
and (iii) concentration of customers

• (d) Budget factors:(d) Budget factors: (i) financial
resources of the organization and (ii)
traditional promotional perspectives
• (e) Marketing mix factors:(e) Marketing mix factors: (i)
relative price/relative quality, (ii)
distribution strategy, (iii) brand life
cycle, and (iv) geographic scope of
the market

2. Media Selection2. Media Selection
StrategyStrategy
• Choosing the channels
(newspapers, magazines, television,
radio, outdoor advertising, transit
advertising, and direct mail) through
which messages concerning a
product/service are transmitted to
the targets.

StrategyStrategy
• Requirements: (a) Relate media-
selection objectives to product/market
objectives (b) Media chosen should
have a unique way of promoting the
business (c) Media should be measure-
minded not only in frequency, in timing,
and in reaching the target audience but
also in evaluating the quality of the
audience

StrategyStrategy
• (d) Base media selection on factual
not artificial grounds, (e) Media plan
should be optimistic in that it takes
advantage of the lessons learned
from experience (f) Seek
information on customer profiles and
audience characteristics.

3. Advertising3. Advertising
Copy StrategyCopy Strategy
• Designing the content of
an advertisement.
• Objective: To transmit a
particular product/service
message to a particular
target.

3. Advertising3. Advertising
Copy StrategyCopy Strategy
Requirements:
(a) Eliminate "noise" for a clear
transmission of message
(b) Consider importance of :
• source credibility
• balance of argument
• message repetition
• rational versus emotional
appeals
• humor appeals
• presentation of model's eyes
in pictorial ads
• comparison advertising.

DistributionDistribution
StrategyStrategy
1. Distribution Scope Strategy
2. Multiple Channel Strategy

1. Distribution1. Distribution
ScopeScope
StrategyStrategy
• Establishing the scope of
distribution, that is, the target
customers.
• Choices are exclusiveexclusive
distributiondistribution (one retailer is
granted sole rights in serving
a given area), intensiveintensive
distributiondistribution (a product is
made available at all possible
retail outlets), and selectiveselective
distributiondistribution (many but not all
retail outlets in a given area
distribute a product).

1. Distribution1. Distribution
ScopeScope
StrategyStrategy
• Requirements: Assessment
of :
• customer buying habits
• gross margin/ turnover
rate
• capability of dealer to
provide service
• capability of dealer to
carry full product line
• product styling

2. Multiple Channel2. Multiple Channel
StrategyStrategy
• Employing two or more different channels
for distribution of goods and services.
• Multiple-channel distribution is of two
basic types: complementarycomplementary (each
channel handles a different non-
competing product or market segment)
and competitivecompetitive (two different and
competing channels sell the same
product).

2. Multiple Channel2. Multiple Channel
StrategyStrategy
• Requirements: (a) Market segmentation,
(b) Cost/benefit analysis.
• Use of complementary channels prompted
by (i) geographic considerations, (ii)
volume of business, (iii) need to distribute
non-competing items, and (iv) saturation
of traditional distribution channels.
• Use of competitive channels can be a
response to environmental changes.

Pricing StrategyPricing Strategy
1. Pricing Strategies for New Products
2. Pricing Strategies for Established Products
3. Price Flexibility Strategy
4. Price Leadership Strategy

1. Pricing for1. Pricing for
New ProductsNew Products
• Skimming Pricing Strategy
• Penetration Pricing Strategy

Skimming PricingSkimming Pricing
StrategyStrategy
• Setting a relatively high price during
the initial stage of a product's life.
• Objectives: (a) To serve customers
who are not price conscious while
the market is at the upper end of the
demand curve and competition has
not yet entered the market

• (b) To recover a significant portion of
promotional and research and
development costs through a high
margin.
StrategyStrategy

• Requirements: (a) Heavy
promotional expenditure to introduce
product, educate consumers, and
induce early buying (b) Relatively
inelastic demand at the upper end of
the demand curve (c) Lack of direct
competition and substitutes.
StrategyStrategy

Penetration PricingPenetration Pricing
StrategyStrategy
• Setting a relatively low price during
the initial stages of a product's life.
• Objective: To discourage
competition from entering the market
by quickly taking a large market
share and by gaining a cost
advantage through realizing
economies of scale.

Penetration PricingPenetration Pricing
StrategyStrategy
• Requirements: (a) Product must
appeal to a market large enough to
support the cost advantage (b)
Demand must be highly elastic in
order for the firm to guard its cost
advantage.

2. Pricing for2. Pricing for
Established ProductsEstablished Products
• Maintaining the Price
• Reducing the Price
• Increasing the Price

Maintaining the PriceMaintaining the Price
• Objectives: (a) To maintain position
in the marketplace (i.e., market
share, profitability, etc.) (b) To
enhance public image.

Maintaining the PriceMaintaining the Price
• Requirements: (a) Firm's served
market is not significantly affected by
changes in the environment (b)
Uncertainty exists concerning the
need for or result of a price change
(c) Firm's public image could be
enhanced by responding to
government requests or public
opinion to maintain price.

Reducing the PriceReducing the Price
• Objectives: (a) To act defensively
and cut price to meet the
competition (b) To act offensively
and attempt to beat the competition
(c) To respond to a customer need
created by a change in the
environment.

Reducing the PriceReducing the Price
• Requirements: (a) Firm must be
financially and competitively strong
to fight in a price war if that becomes
necessary (b) Must have a good
understanding of the demand
function of its product.

Increasing the PriceIncreasing the Price
• Objectives: (a) To maintain
profitability during an inflationary
period (b) To take advantage of
product differences, real or
perceived (c) To segment the
current served market.

Increasing the PriceIncreasing the Price
• Requirements: (a) Relatively low
price elasticity but relatively high
elasticity with respect to some other
factor such as quality or distribution,
(b) Reinforcement from other
ingredients of the marketing mix

3. Pricing3. Pricing
FlexibilityFlexibility
StrategyStrategy
• One Price Strategy
• Flexible Pricing Strategy

One PriceOne Price
StrategyStrategy
• Charging the same price to all
customers under similar conditions
and for the same quantities.
• Objectives: (a) To simplify pricing
decisions (b) To maintain goodwill
among customers.

One PriceOne Price
StrategyStrategy
• Requirements:
• Detailed analysis of the firm's
position and cost structure as
compared with the rest of the
industry
• Information concerning the cost
variability of offering the same
price to everyone

One PriceOne Price
StrategyStrategy
• Knowledge of the economies of
scale available to the firm
• Information on competitive
prices; information on the price
that customers are ready to
pay.

Flexible Pricing StrategyFlexible Pricing Strategy
• Charging different prices to different
customers for the same product and
quantity.
• Objective: To maximize short-term profits
and build traffic by allowing upward and
downward adjustments in price depending
on competitive conditions and how much the
customer is willing to pay for the product.

• Requirements: Have the information needed
to implement the strategy.
• Usually this strategy is implemented in one
of four ways: (a) by market (b) by product (c)
by timing (d) by technology.

• Other requirements include :
• a customer-value analysis of the product,
• an emphasis on profit margin rather than
just volume, and
• a record of competitive reactions to price
moves in the past.

4. Price Leadership4. Price Leadership
StrategyStrategy
• This strategy is used by the leading
firm in an industry in making major
pricing moves, which are followed by
other firms in the industry.

StrategyStrategy
• Objective: To gain control of pricing
decisions within an industry in order
to support the leading firm's own
marketing strategy (i.e., create
barriers to entry, increase profit
margin, etc.).

StrategyStrategy
• Requirements:
• An oligopolistic situation
• An industry in which all firms are
affected by the same price
variables (i.e., cost, competition,
demand),
• An industry in which all firms
have common pricing objectives

Source of Reference:
Subhas Jain, Marketing Planning and StrategyMarketing Planning and Strategy, Prentice
Hall International. You can obtain this excellent book at this link:
http://www.amazon.com/Marketing-Planning-Strategy-Subhash-Jain/dp/075933871X/ref=pd_bbs_sr_1?
ie=UTF8&s=books&qid=1219803933&sr=1-1

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