This document provides an overview of various marketing strategies used by Indian companies. It discusses strategic models like the Ansoff Matrix and marketing mix (4Ps/7Ps). It also describes 360 degree marketing focused on consumer, shopper and retailer needs. Specific strategies discussed include understanding how to market startups, low cost strategies for startups, and marketing plans. The document reviews strategies of pharmaceutical companies in India and discusses market leader approaches like expanding the total market and defending market share. It also outlines challenger strategies for targeting market leaders and conditions for success.

1. AMM-TERM
PAPER
TOPIC- MARKETING STRATAGIES FOLLOWED
BY INDIAN COMPANIES.
SUBMITTED BY:
DEVANSHU SHARMA(417)
SAKASH AGARWAL(419)
SUDHIR PADHAN(421)
HARSHA VARDHAN(429)
T HARI KUMAR(449)

2. CONTENTS
1. INTRODUCTION
2. STRATAGIC MODELS
3. 360 DEGREE MARKETING
STRATAGY.
4. UNDERSTANDING THE KEYS TO
MARKET YOUR STARTUP
BUSINESS.
5. A REVIEW OF MARKETING
STRATEGIES WORK BY
DIFFERENT PHARMACEUTICAL
COMPANIES
6. TYPES OF MARKETING
LEADER STRATEGIES WITH
EXAMPLES.
7. CONCLUSION.

3. INTRODUCTION
Marketing strategy is defined by David Aaker as a process that can allow
an organization to concentrate its resources on the optimal opportunities
with the goals of increasing sales and achieving a sustainable competitive
advantage.[1]
Marketing strategy includes all basic and long-term activities
in the field of marketing that deal with the analysis of the strategic initial
situation of a company and the formulation, evaluation and selection of
market-oriented strategies and therefore contribute to the goals of the
company and its marketing objectives
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. Marketing Mix Modeling is
often used to simulate different strategic flexing go the 4Ps. Customer
lifetime value models can help simulate long term effects of changing the
4Ps, e.g.; visualize the multi-year impact on acquisition, churn rate, and
profitability of changes to pricing. However, 4Ps have been expanded to 7
or 8Ps to address the different nature of services.
There are many companies especially those in the Consumer Package
Goods (CPG) market that adopt the theory of running their business
centered 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 behaviors) on
their target Consumers, Shoppers and retail partners. These Growth
Opportunities emerge from changes in market trends, segment dynamics
changing and also internal brand or operational business challenges.The
Marketing team can then prioritize these Growth Opportunities and begin to
develop strategies to exploit the opportunities that could include new or
adapted products, services as well as changes to the 7Ps.

4. UNDERSTANDING THE KEYS TO MARKET
YOUR STARTUP BUSINESS
Understand how to market your small business
Develop key marketing skills
Expand/grow your customer base
Strategically create a successful marketing plan
Learn new ways to market your business
Create your brand
6 LOW COST MARKETING STRATEGIES FOR A START UP
1. Word Of Mouth
2. Referrals
3. Social Media
4. Marketing Partners
5. Website
6. Public Relations
Marketing Strategy for Start-Up Businesses or New Product Launch
Every business owner should develop a written guideline that sets forth the
business's marketing strategy. If a company has to take an action that is
off-strategy, it may indicate a temporary emergency action prompted by
competition or other factors beyond normal management control. Or it may
indicate the need to change or revise the company's marketing strategy.
A good marketing strategy provides specific goals and can include:

5. • a description of the key target buyer/end user
• competitive market segments the company will compete in
• distribution channels
• the unique positioning of the company and its products versus the
competition
• the reasons why it is unique or compelling to buyers
• price strategy versus competition
• marketing spending strategy with advertising and promotion
• possible research and development
• market research expenditure strategies.
An overall company marketing strategy should also:
• define the business
• position the business as a leader, challenger, follower, or niche player in
the category
• define the brand or business personality or image that is desired in the
minds of buyers and end users
• define life cycle influences, if applicable
Marketing strategy checklist:
• define what your company is
• identify the products or services that your company provides
• identify your target buyers/end users

6. • establish the marketing category (e.g., fast food purveyor, high-end audio
equipment sales, etc.)
• determine whether your company will be a market category leader,
follower, challenger, or niche player
• describe the unique characteristics of your products or services that
distinguish them from the competition.
• define whether your pricing will be above, below, or at parity with your
competitors and establish whether you will lead, follow, or ignore changes
in competitors' pricing
• identify the distribution channels through which your products/services will
be made available to the target market/end users
• describe how advertising and promotions will convey the unique
characteristics of your products or services
• describe any research and development activities or market research
plans that are unique to your business
• describe the image or personality of your company and its products or
services
The financial projections contained in our business plan are based on the
assumptions contained in our marketing plan. It is the marketing plan that
details when expenditures will be made, what level of sales will be
achieved, and how and when advertising and promotional expenditures will
be made.
Here are the major elements of a marketing plan:
The situation analysis describes the total marketing environment in
which the company competes and the status of company products
and distribution channels.
The opportunity and issue analysis analyzes the major external
opportunities and threats to the company and the internal strengths

7. and weaknesses of the company, along with a discussion of key
issues facing the company.
External opportunities and threats to the company should be
described with possible programs to capitalize on the opportunities,
and possible solutions to potential threats to the company.
Internal strengths and weaknesses of the company should be
described in a competitive context.
Key issues addresses decisions to be made by the company, based
upon the analysis of these external opportunities and threats and
internal company strengths and weaknesses, and helps to determine
objectives, strategies, and tactics.
The goals and objectives section outlines major company goals and
the marketing and financial objectives.
All objectives should be carefully quantified, where possible,
especially in terms of an achievable time or date. Objectives should
be reasonable and attainable.
Major company goals could include both short- and long-term goals.
For example:
Company definition (e.g., "to be a manufacturer of 100 percent all-
natural snack food products")
Market definition (e.g., "to attain leadership in dollar market share and
volume for the healthy, all-natural snacks segment of the salty snacks
category")
Technology (e.g., "to become known in the industry as the leading
developer of new vegetable protein products")
The sales and marketing plan outlines each specific marketing event or
action plan to increase sales. For example, it may contain a summary of
quarterly promotion and advertising plans, with spending, timing, and share
or shipment goals for each program. Sales and marketing plans should be

8. a logical outgrowth of short- and long-term company objectives and your
marketing strategy. In the business plan, the sales and marketing plans
provide an outline of each marketing event for the year, covering the
following information:
• description of each event vehicle (e.g., media, promotion, trade, sales)
• timing of each event
• event goals and objectives (e.g., volume, share gains)
• cost of each event
A REVIEW OF MARKETING STRATEGIES WORK BY
DIFFERENT PHARMACEUTICAL COMPANIES
The pharmaceutical industry is the world’s largest industry due to
worldwide revenues of approximately US$2.8 trillion. Pharma industry has
seen major changes in the recent years that place new demands on
payers, providers and manufacturers. Customers now demand the same
choice and convenience from pharma industry that they find in other
segment. Indian Pharmaceutical Industry is poised for high consistent
growth over the next few years, driven by a multitude of factors. Top Indian
Companies like Ranbaxy, DRL, CIPLA and Dabur have already established
their presence. The pharmaceutical industry is a knowledge driven industry
and is heavily dependent on Research and Development for new products
and growth. However, basic research (discovering new molecules) is a time
consuming and expensive process and is thus, dominated by large global
multinationals. Indian companies have only recently entered the area. The
Indian pharmaceutical industry came into existence in 1901, when Bengal
Chemical & Pharmaceutical Company started its maiden operation in
Calcutta. The next few decades saw the pharmaceutical industry moving
through several phases, largely in accordance with government policies.
Commencing with repackaging and preparation of formulations from
imported bulk drugs, the Indian industry has moved on to become a net
foreign exchange earner, and has been able to underline its presence in

9. the global phar exchange earner, and has been able to underline its
presence in the global pharmaceutical arena as one of the top 35 drug
producers worldwide. Currently, there are more than 2,400 registered
pharmaceutical producers in India.
Pharmaceutical Company Business Strategies
What’s the secret behind successes? For one, the company operates in
niche formulations (chronic) segments such as psychiatry, cardiovascular,
gastroenterology and neurology. While most of the top Indian companies
have focused on antibiotics and anti–invectives(acute), Sun Pharma
focused on therapeutic areas such as depression, hypertension and
cancer. The company has introduced the entire range of products and has
gained leadership position in each of these areas. Being a specialty
company insulates Sun Pharma from the industry growth. The first quarter
results for FY02 explain this to some extent. While the industry was
affected to a large extent by a slowdown in the domestic formulations
market, Sun Pharma logged a growth of 26% in revenues. Over the years
Sun has also used the strategy of acquisitions and mergers to grow quickly.
It acquired Knoll Pharma’s bulk drug facility, Gujarat Lyka Organics, 51.5%
in M. J. Pharma, merged TamilNaduDadhaPharma&Milmet Labs and
acquired Natco’s brands. Post Merger with TamilNaduDadhaPharma the
company gained presence in gynecology and oncology segments.
The bases of marketing strategies can be best described in these two
models in both
acute and chronic segments:
(i) Super Core Model involving the search for, and distribution of a
small number of drugs from Chronic Threapy Area that achieve
substantial global sales. The success of this model depends on
achieving large returns from a small number of drugs in order to
pay for the high cost of the drug discovery and development

10. process for a large number of patients. Total revenues are highly
dependant on sales from a small number of drugs. This model
incorporates highly specialized approach in all the manner.
(ii) Core Model in which a larger number of drugs from Acute Threapy Area
are marketed to big diversified markets. The advantage of this model is
that its success is notdependant on sales of a small number of drugs.
Here presenting a large number of product and taking the advantage of
opportunity cost is one of the important strategy. Other strategy includes
daily reminders to cross the perceptual filter and get the brand.
TYPES OF MARKETING STRATEGIES
MARKET LEADER STRATEGIES WITH
EXAMPLES…
1. Expand total market
2. Defend market share
3. Expand market share
A. MARKET LEADER STRATEGIES
1. EXPAND TOTAL MARKET
• New Users
E.g.: perfume:--> non-users (mkt-penetration strat)
-->men (new market strat)
-->other countries (geo-expanstrat)
E.g.: J&J Baby shampoo: birthrate declining
-->ads target adults --> leading brand
• New uses
Cereals: as snacks --> increase frequency of use
OJ: “not for breakfast anymore”
Du Pont nylon: parachute-->pantyhose-->blouses & shirts --> auto tires -->seat belts -->
carpeting

11. Arm & Hammer: baking--> fridge deodorant --> quell kitchen grease --> carpet/pet
deodorant
-->bath tub relaxant --> toothpaste --> ????
• More usage:
Michelin: want French to drive more --> rate restaurants (best in south --Provence &
Riviera) --> publish guidebooks with maps and sights along the way
2. DEFEND MARKET SHARE
• decide where to defend
• continuous innovation along Mktg Mix
Position defense:
- purely defensive not enough
--> must take offensive counter-measure
Eg: Coke --> multi segments of cola mkt
--> enter wine market
--> acquire fruit drink companies
-->desalination equipment
-->plastics
Flanking defense:
- guarding territory not enough
- create outposts/flanks:
--> protect weak front
-->invasion base for counter-attack
Eg: Hyvee: supermkt still dominant yet facing challenges from other retailers
flanking strategy:
strengthening via superstore concept -->
• traditional foods - meat/canned/packaged
• non-traditional --> ethnic foods, wines
• prepared foods --> restaurant, take out, salad bar, bakery
• non-food retailing -->clothings, garden store, video rental, dry cleaning, photo
developer,
• services: catering, party planning
Classic flanking failures: lack of commitment

12. Half-hearted design: GM: Vega and Ford: Pinto
flanking failed --> VW, Toyota, Nissan
Preemptive defense:
• attack BEFORE enemy starts offense
Eg: Microsoft: “Vapor-ware”
• guerrilla action: Seiko with 2300 watch models
• sends market signals but does nothing
(3 Kingdoms: empty city strategy)
-- hears of competitor’s plan to build new factory
--> “leaks info” of planned price cut and new factory plans
Failure to respond to strong attacks: fatal
Heinz did not respond to Hunt’s attack
--> Hunt now established rival brand
Counter-offensive defense:
- when attacked most mkt leaders will respond with counterattack
- cannot be passive in the face of continued attack
- price cut,
- promo blitz,
- product improvement,
- sales-territory invasion
options:
• “wait and see”
-- take time to understand motives -- ST vs LT
-- identify areas of weakness of competitor
• strong response:
-- detailed all-out offensive
Eg: BMW & Mercedes vs Lexus & Infinity
-->action when MS erosion was serious
• price cuts
• low end defense --> new models for under $45K segment
Mobile defense:
- more than aggressively defend
-- stretches domain over new territories
Strategies: Mercedes sees stagnant luxury mkt

13. Mkt broadening: broaden generic defn
-- MB takes on SUV with own all-wheel drive
-- MB takes on new microcar segment
-- JV with Swatch in MB/Swatch car
CAUTION: Mktg Myopia -->Mktg Hyperopia
Mkt diversification:
Reynolds: from cigarettes --> beer, liquor, soft drinks, frozen foods
MB: shifts more resources into aeronautics, auto design equipment CAD/CAM,
Contraction defense:
- strategic withdrawal
-- give up weak territories
-- concentrates strength at pivotal positions
Eg: Ford retires T-birds and Probe
Focuses on Contour & Taurus
3. EXPANDING MARKET SHARE
PIMS (Profit impact on mkt strategy) reports higher profits with higher mkt share
Argument: Profitability goes with high MS
Eg: MB high P because it a high MS holder in its served mkt (luxury segment)
Eg: 1 share point gain:
Coffee: > $80M
Soft drinks: $ 150M
CAUTION: gaining MS not necessarily gain P
- depends on strategy for gaining increased MS
-- cost of buying higher MS < revenues generated
3 critical considerations:
a. provoking antitrust action or anti-dumping charge
b. economic cost -- beyond optimal MS
,i.e. inverted “U” curve
WHY: legal costs, fight off competitors losing MS, PR problems, legal problems
c. wrong marketing-mix strategy

14. Recent case: UPS strike reveals vulnerability
- buyers want multiple vendors
- unattractivemkt segments
strategy: selectively decrease MS in weaker areas
Conditions when MS and P go together:
a. Unit costs fall with increased MS
- real gains in economies of scale --
cost/experience curves,
Intel: significant improvements in both product and process innovations, and large
capital
investment in new plants
b. Target Premium segment:
- premium price covers cost of offering higher quality
- MB/BMW strategy
B. MARKET CHALLENGER STRATEGIES
Targets of attack: conditions for success
1. Mkt leader not in tune with mkt: vulnerable
-- dissatisfied customers
-- technology shifted
Intel & Microsoft Vs IBM
2. firm its own size -- underfinanced, not doing job
3. small and regional firms -- underfinanced
Attack strategies:
1. Frontal attack:
• “head-on” attack: condition : the principleof force
3:1 advantage
attacker matches opponent along all parts of MM
Cases: Shampoo/conditioner mkt 1977
SCJohnson’s entry in shampoo mkt with Agree:

15. • raided Colgate & others for exper executives
• $14M promo blitz; 30M sample bottles of conditioner too
• Results: 1978-MS=15%; 1979-MS=20%
• 1978: $30M assault of shampoo mkt --> 6% MS
Helene Curtis’ low-price strategy when @ 1% MS
strat: imitate high priced brands but sell at half price
• Sauve: launched in 1973 with aggressive pricing
• Result: 1976: 16% MS; > P&G’s H&S; J&J’s BS
2. Flank attack
• “concentration against weakness”
• attack strong side --> tie up defender’s troops
• real attack: side or rear --> catch off guard
• spot uncovered mkt needs not served by leaders
• identify shifts in mkt segments --> quick entry, develop segment into strong segments
Case: Autos in 70s:
Japanese & Germans saw Detroit’s vulnerability in small, fuel efficient car segment
Case: Beer industry 1970s
Miller “discovered” light beer segment: aggressively pursued new market
MS: from 7th --> 2nd in 5 years
3. Encirclement attack
• capture a wide slice of territory via blitzkreig
• grand offensive in many fronts
• enemymustprotect front, rear, sides
• lessons from 1991 Gulf War operational tactics?
• attacker offers everything leader offers & more
Case: Seiko’s global strategy
• 2300 models worldwide & 400 for US mkt
• attributes attacked:
-- fashion, features, user pref, price
Case: failed attack
• Hunt’s (16% MS) assault on Heinz’s 26% MS
• 2 new flavors: pizza and hickory
• goals: Change taste pref& take shelf space
• tactics: priced at 70% of Heinz; raised adv budget; heavy trade discounts
• Result: Heinz counter-attacked

16. -- cons taste pref unchanged --> no switching
-- very costly for Hunt to sustain
-- Heinz got stronger --> 40% MS
4. Bypass attack
• indirect assault
• avoid enemny; attack easier markets
3 alternative bypass attack strategies:
a. diversify into unrelated products
b. new geographical markets
c. leapfrog into new technologies
Case: Colgate Vs P&G: futile head-on
• expand into non-P&G mkts: via acquisition
-- textiles, hospital products, cosmetics, sporting goods
5. Guerrilla attack
• harassing & demoralizing opponent
• excellent for small companies
Some Attack Strategies Available to Challengers
1. Price discounts: Fuji vs Kodak
2. Cheaper goods strategy:
average/low quality at much lower price
3. Prestige goods strategy:
4. Product proliferation
Hunt: several flavors, several bottle sizes,
Cold cereal mkt
5. Product innovation strategy:
6. Improved services strategy
7. Distribution innovation: Timex thru mass-merch
8. Manufacturing cost reduction strategy
9. Intensive advertising strategy
CONCLUSION

18. 360˚ Marketing Strategy
Marketing strategy is a heart of business strategy and plays a crucial role in growth
of any company. Marketing strategy determines what should be offered to whom,
how to present them, at what price and how to reach and attract them more
effectively to achieve overall marketing goals. Deciding such go-to-market
strategies that fits best with overall business strategy always remain a
challenge for marketers. IKON help those marketers by evaluating, fine-tuning
and developing result oriented marketing strategies that meet customer needs
better than competitors and develop long-term profitable relationships with those
customers.We develop 360° Marketing Strategy for our clients which includes,
Segmentation Strategy – “Identify your potential customers”
Market Targeting Strategy - “Choose most profitable customers to target”
Positioning Strategy - “Build unique image in the mind of customers”
Product Strategy - “Create value to satisfy needs of customers”
Pricing Strategy - “Set a profitable price that customers can afford”
Integrated Marketing Communication Strategy–“Communicate Customer Value and create brand eq
Distribution Strategy - “Reach customers effectively to deliver value”
Branding Strategy - “Build a strong Brand”
Sales Strategy - “Convert prospects into profitable customers”
Digital Marketing Strategy - “Attract and win online customers”
Customer Service Strategy – “Serve your customers better”
Product Launch Strategy - “Get introduced the way it creates buzz in market ”
Marketing Organization - “Select right people for right tasks”
Financial Plan - “Set revenue goals and ensure profitability”
Implementation Schedule - “What activities to be done by whom and when”
While developing marketing strategies we mainly focus on customer’s current and eme
rging needs and client’s capabilities to satisfy those needs. Analyzing client's current si
tuation both in internal & external environment to understand client’s current capabilitie

19. s, readiness to build required capabilities and identify opportunities available in market,
IKON’s marketing strategy consultant build innovative and result oriented go-to-market strategies.
Implementation Support
We do not keep our clients in middle of the way but also help them to reach at the dest
ination by providing strategy implementation support. Our experts work with client at ea
ch stage of strategy implementation to produce expected results and achieve growth objectives.
Our Implementation support services includes,
Supervising and monitoring implementation process
Advising Marketing Director/Head for implementing marketing strategy in effective way
Solving the problems arises during each stage of marketing strategy implementation process
Briefing creative strategy to advertising agencies
Decision support in selecting concepts and designs of promotional and marketing collaterals
Analyzing sales and implementation process periodically
Midterm review of recommended marketing strategy
Participating in selection of key sales and marketing executives
Identify need of training program for senior and junior level sales and marketing executives
Thought leadership to key decision makers
Over the past 10 years, We have been involved in numerous marketing strategy engagements ac
ross wide variety of industries and geographies. This involvement has provided us with unique ins
ights into market’s current and emerging needs and how it can be satisfied better than competitors
by creating, communicating and delivering value..