The document describes the SCORPIO technique, which is a continuous process that companies use to review their strategies. It involves analyzing several key areas: segmentation and targeting of customer segments; understanding the needs of the customer; organizational processes and culture; customer retention; positioning and branding; the industry or market; and product or service offerings. By considering all these elements, the SCORPIO process helps structure a company's learning and craft an effective marketing strategy tailored to real-time data and customer needs.

1. By-Maraim
SCORPIO
TECHNIQUE

2. Definition
 Scorpio technique is a continuous process of
every company and each and every company
have own time frame to review the technique may
be in 0ne year or one month ,may be in one week
or other .
 This technique is used to justify the strategies
that we have selected while doing the analyses of
BCG Matrix.

3. Components of SCORPIO
 Segmentation and targeting. This is one of the
enormously important areas in which the organization
had missed completely in the past due to in house
skirmishes between the organization corporate
strategy specialists and the organizational marketers.
Issues that the organization covers in this section are
as such:
 What is the market?
 What is the market segment?
 Which segment(s) should the organization approach?
 Which segment(s) should we own?
 Which segments should we avoid?

4. Diagram- SCORPIO

5. The Customer
 The organizations corporate strategy is customer
focused rather than product or production
focused but sometimes struggles to identify “who
is the customer”, in previous meetings in where
the marketing mix was discussed, at no time was
the customer discussed as to who the customer
is, what the customer wants and what the
customer needs.
 The lessons learnt from the SCORPIO model
result in the organization anticipating the needs of
the customer with regard to product and service
development.

6. Organization – processes and
culture.
 It belongs to human resource management but
the organization recognizes that “nothing will ever
happen unless the people in the organization
want to do it” after all the people in the
organization are “oil in the engine of a car”, to use
a rather simplistic but accurate metaphor.

7. Retention (customer)
 The organization agrees with the work by
Reichheld (2001) on customer loyalty and its
subsequent effects, in which he states, “…we all
know that it is far more profitable to retain an
existing customer than go to all the expense of
acquiring a new one”. Though retention is more a
strategic issue rather than a tactical one, in recent
years the organization has gone to great lengths
to improve the level of customer retention as 58%
of business sales are to repeat customers[2] so it
was seen as prudent to retain as many prior
customers as possible without losing focus on
attracting new clientele.

8. Positioning and branding.
 The organization found the idea (Fifield, 2007)
that, by blending positioning and branding
together starts to identify routes and processes
that enable the organization to look for unique
positions in a market. Adopting this approach has
created brands that have a real market, customer
and financial value.

9. Industry or market
 This question picks up the whole area of what
business the organization is in (industry) and
contrasts with what business the organization
ought to be in (markets).
 This was a question first posed by Theodore
Levitt in the now famous article “Marketing
Myopia”, this question though fifty years old still
has no answer that can be found in either
corporate strategy or marketing tactics.

10. Offerings.
 It brings together the knowledge that the
organization has about the current and future
customer needs, the market we are in, the
competition that it faces, brand, differentiation and
pricing in a cohesive way which has proved, at times
more successful than the marketing mix.
 As Paul Fifield (2007) puts so well “…the
organization will be as successful as its offering is
perceived by its target market – no more”.

11. SCORPIO conclusions
 The SCORPIO process is not a new model but is
the organizations preferred way of structuring the
learning that any good marketer should possess.
Mintzberg (1994) noted that real strategy must
be “crafted rather than deduced” according to the
real time data available, SCORPIO is exactly the
same and finally, no elements of SCORPIO can be
eliminated from the organizations strategy.
Experience has shown that the organization needs
at least to touch on each element.
 It is at this point that the organization formalizes
these decisions into a marketing plan, which should
communicate the objectives and strategy to the