Strategy marketing plan yslm,create a dvd menu adobe,online urdu worksheets,powerpoint software kostenlos download - Easy Way

23.04.2015
This example illustrates what Niraj Dawar, of the Havard Business Review, meant in his article on effective marketing strategies.
According to Dawar, downstream activities—such as delivering a product for specific consumption circumstances—are increasingly the reason customers choose one brand over another and provide the basis for customer loyalty. Yet, business strategy continues to be driven by the ghost of the Industrial Revolution, long after the factories that used to be the primary sources of competitive advantage have been shuttered and off-shored. The strategic question that drives business today is not “What else can we make?” but “What else can we do for our customers?” Customers and the market—not the factory or the product—now stand at the core of the business.
Let’s consider more closely how companies can use downstream activities to overturn traditional strategy.
In their quest for upstream competitive advantage, companies scramble to build unique assets or capabilities and then construct a wall to prevent them from leaking out to competitors.
Downstream competitive advantage, in contrast, resides outside the company—it is the external linkage with customers, channel partners, and strategic alliances. It is no secret that today, in many industries, the activities such as sourcing, production and logistics are being handled by outsourced companies, while subsequent efforts to reduce the costs and risks of customers are becoming sources of competitive advantage and the true source of value for the company.
The purpose of developing a marketing strategy is to focus on target markets that present the best opportunities. The most effective marketing strategies promote the things that differentiate a company from the competition.
Once you’ve identified one or more competitive advantages the next step is to identify those who will be the most interested in them. Once you’ve identified your competitive advantage and those who will be interested in the benefits it can provide the next step is to define how to tell them about it.
Knowing your competitive advantage, your target market and developing an effective way to communicate your offering will not bring the desired results if you don’t determine the best way to reach your audience. Know your competitive advantage, define your target market, create your message and deliver your message the right way and you will have an effective marketing strategy.
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The seven Ps of marketing strategy namely product process promotion people physical evidence place and price.
Profile market segments involve market share potential, lifetime customer value, revenue potential and profitability potential. Defining the business objectives for shorter and longer term is necessary for a successful business. Meetings should be held for reviewing information and make a strategy for touching market and deploying tactics. After these four steps are completed, it is time to assemble a full-fledged marketing plan. Now imagine a world where you knew how many sales you could close, just by the amount you spent on online marketing.
The way it works is a very simple formula, and to get started all you need are a couple of things from your sales team.
So finally, we would use our online marketing tools to drive 2,000 visitors to your website.
As you can see, using this formula you’ll be able to see exactly the return on your online marketing investment! Companies are still organized around their production and their products, success is measured in terms of units moved, and organizational hopes are pinned on product pipelines.
According to Dawar, “this new center of gravity demands a rethink of some long-standing pillars of strategy: First, the sources and focus of competitive advantage now lie outside the firm, and advantage is accumulative—rather than eroding over time as competitors catch up, it grows with experience and knowledge. You can tell which of its activities a firm considers to be a source of competitive advantage by how well protected they are: If the company believes its edge lies in its production processes, then plant visits are strictly controlled. It is most often embedded in the processes for interacting with customers, in market research, and in customer behavior.
Marketing without a defined strategy may be effective but focused marketing will always bring the best results. The offering and target market should be as specific as possible without limiting the effectiveness of the strategy.


Production-related activities are honed to maximize throughput, and managers who worship efficiency are promoted. If it believes that R&D sets it apart, security around its research labs is airtight and armies of lawyers protect its patents. Target markets that will be most responsive to your unique service and product offerings will achieve the best results for you and your customer. Mapping your competitive advantage to prospective customers will maximize the impact of your marketing efforts. The message itself should draw attention and highlight your competitive advantage in such a way as to pique the interest of your target market. However, that same consumer, finding herself in a park on a hot summer day, will gladly pay $2.00 dollars for a chilled can of Coke sold through a vending machine.
Downstream, it’s no longer about having the better product: Your focus is on the needs of customers and your position relative to their purchase criteria. And if it prizes its talent, you’ll find hip work spaces for employees, gourmet lunches, yoga studios, nap nooks, sabbaticals, and flexible work hours. If there is a product or service that you offer but your competitors don’t, you have a unique advantage. Knowing the shopping methods your target audience uses is critical to delivering your message. The benefit of the marketing strategy must justify the anticipated costs in order to be worthwhile. That 700% price premium is attributable not to a better or different product but to a more convenient means of obtaining it.
Third, the pace and evolution of markets are now driven by customers’ shifting purchase criteria rather than by improvements in products or technology” (Dawar, 2013).



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