Marketing Strategy and Competitive Positioning pdf ebook
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hooley graham et al marketing strategy and competitive posit
Figure 2.9
SWOT strategic implications Strengths Weaknesses Exploit existing strengths in areas of opportunity Opportunities Threats Use existing strengths to counter threats Build new strengths first to take advantage of opportunities Build new strengths to counter threats 42 CHAPTER 2 STRATEGIC MARKETING PLANNING domination goals might find short-term profit maximisation at odds with this. Many man- agers are judged on their annual performance, as opposed to performance over the long term. Hence, they might be encouraged to pursue short-term objectives at the expense of building a stronger market position over a longer timescale (see the discussion in Chapter 1 on stakeholder motivations). The core strategy of the organisation is a statement of how it intends to achieve its objec- tives. If, for example, the long-term objective is to be market leader in market X, with a share of market at least twice that of the nearest competitors, the core strategy may centre on using superior technology to achieve this, or lower prices, or better service or quality. The core strategy will take advantage of the firm’s core competencies and bring them to bear wherever possible on the KFS to achieve the corporate objectives of the company. The core strategy pursued may vary at different stages of the product’s or service’s life cycle. Figure 2.10 shows alternative ways in which a company may go about improving the performance of its products or services. These are choices of strategic focus. A basic choice appears to exist (more on this later) between attempting to increase sales and improving the level of profitability achieved from existing sales (or even reduced sales in a declining market). When the objectives are to increase sales, again two fundamental approaches may be taken: either to expand the total market (most easily, though not exclu- sively, achieved during the early growth stages of the life cycle); or to increase share of the existing market (most often pursued during the late-growth/maturity phases). Download 6.59 Mb. Do'stlaringiz bilan baham: |
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