Marketing strategy - Knowledge (XXG)

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enter later. Pioneers have the first-mover advantage, and in order to have this advantage, business’ must ensure they have at least one or more of three primary sources: Technological Leadership, Preemption of Assets or Buyer Switching Costs. Technological Leadership means gaining an advantage through either Research and Development or the “learning curve”. This lets a business use the research and development stage as a key point of selling due to primary research of a new or developed product. Preemption of Assets can help gain an advantage through acquiring scarce assets within a certain market, allowing the first-mover to be able to have control of existing assets rather than those that are created through new technology. Thus allowing pre-existing information to be used and a lower risk when first entering a new market. By being a first entrant, it is easy to avoid higher switching costs compared to later entrants. For example, those who enter later would have to invest more expenditure in order to encourage customers away from early entrants. However, while Market Pioneers may have the “highest probability of engaging in product development” and lower switching costs, to have the first-mover advantage, it can be more expensive due to product innovation being more costly than product imitation. It has been found that while Pioneers in both consumer goods and industrial markets have gained “significant sales advantages”, they incur larger disadvantages cost-wise.

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Followers have the advantage of learning from their early competitors and improving the benefits or reducing the total costs. This allows them to create a strategy that could essentially mean gaining market share and most importantly, staying in the market. In addition to this, markets evolve, leading to consumers wanting improvements and advancements on products. Late Followers have the advantage of catching the shifts in customer needs and wants towards the products. When bearing in mind customer preference, customer value has a significant influence. Customer value means taking into account the investment of customers as well as the brand or product. It is created through the “perceptions of benefits” and the “total cost of ownership”. On the other hand, if the needs and wants of consumers have only slightly altered, Late Followers could have a cost advantage over early entrants due to the use of product imitation. However, if a business is switching markets, this could take the cost advantage away due to the expense of changing markets for the business. Late Entry into a market does not necessarily mean there is a disadvantage when it comes to market share, it depends on how the marketing mix is adopted and the performance of the business. If the marketing mix is not used correctly – despite the entrant time – the business will gain little to no advantages, potentially missing out on a significant opportunity.

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having a highly vertically integrated business this creates different economies therefore creating a positive performance for the business. Vertical integration is seen as a business controlling the inputs of supplies and outputs of products as well as the distribution of the final product. Some benefits of using a Vertical integration strategy is that costs may be reduced because of the reducing transaction costs which include finding, selling, monitoring, contracting and negotiating with other firms. Also by decreasing outside businesses input it will increase the efficient use of inputs into the business. Another benefit of vertical integration is that it improves the exchange of information through the different stages of the production line. Some competitive advantages could include; avoiding foreclosures, improving the business marketing intelligence, and opens up opportunities to create different products for the market. Some disadvantages of using a Vertical Integration Strategy include the internal costs for the business and the need for overhead costs. Also if the business is not well organized and fully equipped and prepared the business will struggle using this strategy. There are also competitive disadvantages as well, which include; creates barriers for the business, and loses access to information from suppliers and distributors.

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known as Close Followers. These entrants into the market can also be seen as challengers to the Market Pioneers and the Late Followers. This is because early followers are more than likely to invest a significant amount in Product Research and Development than later entrants. By doing this, it allows businesses to find weaknesses in the products produced before, thus leading to improvements and expansion on the aforementioned product. Therefore, it could also lead to customer preference, which is essential in market success. Due to the nature of early followers and the research time being later than Market Pioneers, different development strategies are used as opposed to those who entered the market in the beginning, and the same is applied to those who are Late Followers in the market. By having a different strategy, it allows the followers to create their own unique selling point and perhaps target a different audience in comparison to that of the Market Pioneers. Early following into a market can often be encouraged by an established business’ product that is “threatened or has industry-specific supporting assets”.

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source of sustainable competitive advantage. The sustainability of any competitive advantage depends on the extent to which resources can be imitated or substituted. Barney and others point out that understanding the causal relationship between the sources of advantage and successful strategies can be very difficult in practice. Barney calls the situation where there is a connection to a firm's organized materials and when their continued competitive advantage is only partially comprehended as "casually ambiguous". Thus, a great deal of managerial effort must be invested in identifying, understanding, and classifying core competencies. In addition, management must invest in organizational learning to develop and maintain key resources and competencies.

1223:: The market leader dominates the market by objective measure of market share. Their overall posture is defensive because they have more to lose. Their objectives are to reinforce their prominent position through the use of PR to develop corporate image and to block competitors brand for brand, matching distribution through tactics such as the use of "fighting" brands, pre-emptive strikes, use of regulation to block competitors and even to spread rumours about competitors. Market leaders may adopt unconventional or unexpected approaches to building growth and their tactical responses are likely to include: product proliferation; diversification; multi-branding; erecting barriers to entry; vertical and horizontal integration and corporate acquisitions. 625:

analytical techniques, depending on the environment complexity and the firm's goals. Fletcher and Bensoussan, for instance, have identified some 200 qualitative and quantitative analytical techniques regularly used by strategic analysts while a recent publication suggests that 72 techniques are essential. No optimal technique can be identified as useful across all situations or problems. Determining which technique to use in any given situation rests with the analyst's skills. The choice of tool depends on a variety of factors including: data availability; the nature of the marketing problem; the objective or purpose, the analyst's skill level as well as other constraints such as time or motivation.

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receiving a good amount of criticism mainly due to its simplicity; which is part of what made his approach so popular. One important criticism is that it is possible to identify successful companies that pursue a hybrid strategy – such as low-cost positions and differentiated positions simultaneously. Toyota is a classic example of this hybrid approach. Other scholars point to the simplistic nature of the analysis and the overly prescriptive nature of the strategic choices which limits strategies to just three options. Yet others point to research showing that many practitioners find the approach to be overly theoretical and not applicable to their business.

943:, which is the moral question of whether or not something is socially acceptable. Applying this definition to marketing strategy, companies must be wary that they do not purposefully seek to seclude groups of people based on their cultural background. A company that is seeking to expand internationally has a duty to establish their marketing agenda with multiple cultures in mind, so as to prevent bodies of people from getting left out. Marketing strategies have two goals: first of which, keeping with company's goals, is to benefit in some way consumers on a micro level from person to person and then second, keep all of society as a whole in contentment. 958: 609: 1212: 1229:: The market challenger holds the second highest market share in the category, following closely behind the dominant player. Their market posture is generally offensive because they have less to lose and more to gain by taking risks. They will compete head to head with the market leader in an effort to grow market share. Their overall strategy is to gain market share through product, packaging and service innovations; new market development and redefinition of the product to broaden its scope and their position within it. 1241:: The market nicher occupies a small niche in the market in order to avoid head to head competition. Their objective is to build strong ties with the customer base and develop strong loyalty with existing customers. Their market posture is generally neutral. Their strategy is to develop and build the segment and protect it from erosion. Tactically, nichers are likely to improve the product or service offering, leverage cross-selling opportunities, offer value for money and build relationships through superior after- 1044:

they have an effect on firm performance. The capabilities-performance model proposed by Cacciolatti & Lee (2016) illustrates the mechanism whereby market orientation, strategic orientation, and organizational power moderate the capabilities-performance relationship. Such a logic of analysis was implicit in the original formulation of RA theory and although it was taken into consideration by several scholars, it has never been articulated explicitly and tested empirically.

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leverage for competitive advantage. Strategic planning can also reveal market threats that the firm may need to consider for long-term sustainability. Strategic planning makes no assumptions about the firm continuing to offer the same products to the same customers in the future. Instead, it is concerned with identifying the business opportunities that are likely to be successful and evaluating the firm's capacity to leverage such opportunities. It seeks to identify the

1019:) of the firm became the dominant paradigm. It is an interdisciplinary approach that represents a substantial shift in thinking. It focuses attention on an organization's internal resources as a means of organizing processes and obtaining a competitive advantage. The resource-based view suggests that organizations must develop unique, firm-specific core competencies that will allow them to outperform competitors by doing things differently and in a superior manner. 593: 1235:: Followers are generally content to play second fiddle. They rarely invest in R & D and tend to wait for market leaders to develop innovative products and subsequently adopt a “me-too” approach. Their market posture is typically neutral. Their strategy is to maintain their market position by maintaining existing customers and capturing a fair share of any new segments. They tend to maintain profits by controlling costs. 617: 879: 524: 1185:

business's reputation after a merge. A larger business helps the reputation and increases the severity of the punishment. As well as the merge of information after a merge has happened, this increases the knowledge of the business and marketing area they are focused on. The last benefit is more opportunities for deviation to occur in merged businesses rather than independent businesses.

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challenges and opportunities proposed by the competitive environment. On the other hand, managerial marketing is focused on the implementation of specific targets." Marketing strategy is about "lofty visions translated into less lofty and practical goals is where we start to get our hands dirty and make plans for things to happen." Marketing strategy is sometimes called

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strategy. The 4P's of the marketing mix (Price, Product, Place and Promotion) represent the tools that marketers can leverage while defining their marketing strategy to create a marketing plan. Accuracy of marketing mix impacts success of overall marketing strategy. The 4P's of this marketing mix, ceteris paribus, should line up with the heart of the company.

216:. Marketing strategies concern the link between the organization and its customers, and how best to leverage resources within an organization to achieve a competitive advantage.In recent years, the advent of digital marketing has revolutionized strategic marketing practices, introducing new avenues for customer engagement and data-driven decision-making. 317: 135: 77: 601: 974:

the strategy. In this approach, the strategic choices involve decisions about whether to compete for a share of the total market or for a specific target group (competitive scope) and whether to compete on costs or product differences (competitive advantage). This type of thinking leads to three generic strategies:

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are competitor-centered strategies drawn from analogies with the field of military science. Warfare strategies were popular in the 1980s, but interest in this approach has waned in the new era of relationship marketing. An increased awareness of the distinctions between business and military cultures

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approach. This means that objectives do not include desired financial outcomes exclusively, but also specify measures of performance for customers (e.g. satisfaction, loyalty, repeat patronage), internal processes (e.g., employee satisfaction, productivity) and innovation and improvement activities.

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Market pioneers are known to often open a new market to consumers based on a major innovation. They emphasize these product developments, and in a significant number of cases, studies have shown that early entrants – or pioneers – into a market have serious market-share advantages above all those who

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Most firms carry out strategic planning every 3– 5 years and treat the process as a means of checking whether the company is on track to achieve its vision and mission. Ideally, strategies are both dynamic and interactive, partially planned and partially unplanned. Strategies are broad in their scope

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within an industry or sector. In this approach, strategy formulation consists of three key strands of thinking: analysis of the five forces to determine the sources of competitive advantage; the selection of one of three possible positions which leverage the advantage and the value chain to implement

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Mintzberg suggests that the top planners spend most of their time engaged in analysis and are concerned with industry or competitive analyses as well as internal studies, including the use of computer models to analyze trends in the organization. Strategic planners use a variety of research tools and

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A fourth question may be added to the list, namely 'How do we know when we got there?' Due to the increasing need for accountability, many marketing organizations use a variety of metrics to track strategic performance, allowing for corrective action to be taken as required. On the surface, strategic

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is a combined effort of strategies on how a business can launch its products and services. On the other hand, Marketing strategy is the combination of many processes where the business owner or marketer can attract potential customers via several channels. It can be through offline channels or online

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are measurable steps taken to achieve a goal or strategy. In strategic planning, it is important for managers to translate the overall strategy into goals and objectives. Goals are designed to inspire action and focus attention on specific desired outcomes. Objectives, on the other hand, are used to

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Customization must however be generalized or not target consumers based on race or ethnic background. This sort of marketing strategy is unethical. Currently more research has to be done to discern a way that prevents this strategy, because a generalized set of rules to police what is considered the

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Vertical integration is when business is expanded through the vertical production line on one business. An example of a vertically integrated business could be Apple. Apple owns all their own software, hardware, designs and operating systems instead of relying on other businesses to supply these. By

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businesses, and it is easier to build good reputations for a business when using this strategy. A disadvantage of using a diversification strategy is that the benefits could take a while to start showing, which could lead the business to believe that the strategy in ineffective. Another disadvantage

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It is essential that the internal analysis provide a frank and open evaluation of the firm's superiority in terms of skills, resources or market position since this will provide the basis for competing over the forthcoming planning period. For this reason, some companies engage external consultants,

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Key Ideas: Emphasis on quantification and scientific modeling, reduce work to the smallest possible units and assign work to specialists, exercise control through rigid managerial hierarchies, standardize inputs to reduce variation, and defects and control costs, use quantitative forecasting methods

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Developing competitive strategy requires significant judgement and is based on a deep understanding of the firm's current situation, its past history and its operating environment. No heuristics have yet been developed to assist strategists choose the optimal strategic direction. Nevertheless, some

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should be developed. The marketing strategy plan provides an outline of the specific actions to be taken over time to achieve the objectives. Plans can be extended to cover many years, with sub-plans for each year. Plans usually involve monitoring, to assess progress, and prepare for contingencies

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Being market pioneer can, more often than not, attract entrepreneurs or investors depending on the benefits of the market. If there is an upside potential and the ability to have a stable market share, many businesses would start to follow in the footsteps of these pioneers. These are more commonly

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The distinction between "strategic" and "managerial" marketing is used to distinguish "two phases having different goals and based on different conceptual tools. Strategic marketing mainly concerns the choice of policies aimed at improving the competitive position of the firm, taking account of the

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A disadvantage of using the horizontal integration strategy is that this limits and restricts the field of interest that the business. Horizontal integration can affect a business's reputation, especially after a merge has happened between two or more businesses. There are three main benefits to a

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A horizontal integration strategy may be indicated in fast-changing work environments as well as providing a broad knowledge base for the business and employees. A benefit of horizontal diversification is that it is an open platform for a business to expand and build away from the already existing

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Key Ideas: Each business is unique and there can be no formula for achieving competitive advantage; firms should adopt a flexible planning and review process that aims to cope with strategic surprises and rapidly developing threats; management's focus is on how to deliver superior customer value;

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In the resource-based view, strategists select the strategy or competitive position that best exploits the internal resources and capabilities relative to external opportunities. Given that strategic resources represent a complex network of inter-related assets and capabilities, organizations can

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After more than two decades of advancements in marketing strategy and in the resource-based view paradigm, Cacciolatti & Lee (2016) proposed a novel resource-advantage theory based framework that builds on those organizational capabilities that are relevant to marketing strategy and shows how

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According to Porter, these strategies are mutually exclusive and the firm must select one approach to the exclusion of all others. Firms that try to be all things to all people can present a confusing market position which ultimately leads to below-average returns. Any ambiguity about the firm's

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Those who follow after the Close Followers are known as the Late Entrants. While being a Late Entrant can seem very daunting, there are some perks to being a latecomer. For example, Late Entrants have the ability to learn from those who are already in the market or have previously entered. Late

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Barney stated that for resources to hold potential as sources of sustainable competitive advantage, they should be valuable, rare, and imperfectly imitable. A key insight arising from the resource-based view is that not all resources are of equal importance nor possess the potential to become a

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Porter's approach was the dominant paradigm throughout the 1980s, allowing others who sought to formulate strategy within their business model to follow his (at the time) best division of the ways in which to target the market. This only lasted a little while though, as Porter's approach began

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Marketing strategy involves mapping out the company's direction for the forthcoming planning period, whether that be three, five, or ten years. It involves undertaking a 360° review of the firm and its operating environment to identify new business opportunities that the firm could potentially

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adopt many possible competitive positions. Although scholars debate the precise categories of competitive positions that are used, there is general agreement, within the literature, that the resource-based view is much more flexible than Porter's prescriptive approach to strategy formulation.

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Marketing strategy and marketing mix are related elements of a comprehensive marketing plan. While marketing strategy is aligned with setting the direction of a company or product/service line, the marketing mix is majorly tactical in nature and is employed to carry out the overall marketing

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is less useful for strategic marketing because the analyst is not seeking insights about customer attitudes and preferences. Instead, strategic analysts are seeking insights into the firm's operating environment to identify possible future scenarios, opportunities, and threats.

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A vision statement is a realistic, long-term future scenario for the organization. (Vision statements should not be confused with slogans or mottos.)It is a "clearly articulated statement of the business scope." A strong vision statement typically includes the following:

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Marketing strategies may differ depending on the unique situation of the individual business. According to Lieberman and Montgomery, every entrant into a market – whether it is new or not – is classified under a Market Pioneer, Close Follower or a Late follower

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The choice of competitive strategy often depends on a variety of factors including: the firm's market position relative to rival firms, the stage of the product life cycle. A well-established firm in a mature market will likely have a different strategy than a

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Key Ideas: Organizations must find the right fit within an industry structure; advantage derives from industry concentration and market power; firms should strive to achieve a monopoly or quasi-monopoly; successful firms should be able to erect barriers to

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Analyzers: are very innovative in their product-market choices; tend to follow prospectors into new markets; often introduce new or improved product designs. This type of organisation works in two types of market, one generally stable, one subject to more

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Some scholars point out the market visioning is a skill or competency that encapsulates the planners' capacity "to link advanced technologies to market opportunities of the future, and to do so through a shared understanding of a given product market.

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Key Ideas: The firm's resources are financial, legal, human, organizational, informational, and relational; resources are heterogeneous and imperfectly mobile, management's key task is to understand and organize resources for sustainable competitive

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and, if necessary, devise a new vision and mission for the outlook period. At this stage, the firm will also devise a generic competitive strategy as the basis for maintaining a sustainable competitive advantage for the forthcoming planning period.

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models can be used to help marketers conduct "what-if" analyses to forecast what potential scenarios arising from possible actions, and to gauge how specific actions might affect such variables as the revenue-per-customer and the

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A mission statement is a clear and concise statement of the organization's reason for being and its scope of operations, while the generic strategy outlines how the company intends to achieve both its vision and mission.

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There is one strategy that is at times weaved into marketing strategies, however not explicitly stated. And it is unethical in that it specifically targets unsuspecting minority groups. First, consider the definition of

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also raises questions about the extent to which this type of analogy is useful. In spite of its limitations, the typology of marketing warfare strategies is useful for predicting and understanding competitor responses.

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Defenders: are relatively cautious in their initiatives; seek to seal off a portion of the market which they can defend against competitive incursions; often market highest quality offerings and position as a quality

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in order to enable a firm to react to unforeseen developments while trying to keep focused on a specific pathway. A key aspect of marketing strategy is to keep marketing consistent with a company's overarching

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The generic competitive strategy outlines the fundamental basis for obtaining a sustainable competitive advantage within a category. Firms can normally trace their competitive position to one of three factors:

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Differentiation – the firm targets the mass market and tries to maintain unique points of product difference perceived as desirable by customers and for which they are prepared to pay premium prices

209:. In other words, it is the method of advertising a company's products to the public through an established plan through the meticulous planning and organization of ideas, data, and information. 1446:

Frontal attack: where an aggressor goes head to head for the same market segments on an offer by offer, price by price basis; normally used by a market challenger against a more dominant player

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Whereas the vision and mission provide the framework, the "goals define targets within the mission, which, when achieved, should move the organization toward the performance of that mission."

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to help them decide how to allocate scarce resources, as well as how to allocate funds across a portfolio of brands. In addition, firms can conduct analyses of performance, customer analysis,

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planning seeks to address three simple questions, however, the research and analysis involved in strategic planning are very sophisticated and require a great deal of skill and judgment.

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Guerilla warfare: sporadic, unexpected attacks using both conventional and unconventional means to attack a rival; normally practiced by smaller players against the market leader

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In 1980, Michael Porter developed an approach to strategy formulation that proved to be extremely popular with both scholars and practitioners. The approach became known as the

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or risk is, it has been shown that using the horizontal diversification method has become harmful for stock value, but using the vertical diversification had the best effects.

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High levels of horizontal integration lead to high levels of communication within the business. Another benefit of using this strategy is that it leads to a larger market for

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In 2003, Raymond E. Miles and Charles C. Snow, based on an in-depth cross-industry study of a sample of large corporations, proposed a detailed scheme using four categories:

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approach is a recipe for "strategic mediocrity" and any firm that tries to pursue two approaches simultaneously is said to be "stuck in the middle" and destined for failure.

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The vision and mission address the second central question, 'Where are we going?' At the conclusion of the research and analysis stage, the firm will typically review its

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is the introduction of a new product to existing customers. This can include modifications to an already existing market which can create a product that has more appeal.

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The BCG Matrix is just one of the many analytical techniques used by strategic analysts as a means of evaluating the performance of the firm's current stable of brands.

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Superior skills (e.g. coordination of individual specialists, created through the interplay of investment in training and professional development, work and learning)

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measure an organization's performance on specific dimensions, thereby providing the organization with feedback on how well it is achieving its goals and strategies.

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Superior position (the products or services offered, the market segments served, and the extent to which the product-market can be isolated from direct competition.)

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Kadiyali, Vrinda; Sudhir, K.; Rao, Vithala R. (2001). "Structural analysis of competitive behavior: New Empirical Industrial Organization methods in marketing".

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Lowson, Robert H. (August 1, 2003). "The nature of an operations strategy: combining strategic decisions from the resource-based and market-driven viewpoints".

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researchers and scholars have sought to classify broad groups of strategy approaches that might serve as broad frameworks for thinking about suitable choices.

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The requirements of individual customer markets are unique, and their purchases sufficient to make viable the design of a new marketing mix for each customer.

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involves the selling of existing products to new customers in order to identify and build a new clientele base. This can include new geographical markets, new

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Marketing scholars have suggested that strategic marketing arose in the late 1970s and its origins can be understood in terms of a distinct evolutionary path:

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Focus – the firm does not compete for head to head, but instead selects a narrow target market and focuses its efforts on satisfying the needs of that segment

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Wilkie, Dean C. H.; Johnson, Lester W.; White, Lesley (2015). "Overcoming late entry: the importance of entry position, inferences and market leadership".

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involves selling existing products to existing consumers. This is a conservative, low risk approach since the product is already on the established market.

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Hooley, Graham; Greenley, Gordon; Fahy, John; Cadogan, John (February 1, 2001). "Market-focused Resources, Competitive Positioning and Firm Performance".

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Fahey, Liam; King, William R.; Narayanan, Vadake K. (February 1981). "Environmental scanning and forecasting in strategic planning—The state of the art".

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is the riskiest area for a business. This is where a new product is sold to a new market. There are two type of Diversification; horizontal and vertical.

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Terranova, Debbie (February 2008). "Navigating by the Stars: Using Futures Methodologies to Create a Preferred Vision for the Workforce, a Case Study".

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Superior resources (e.g. patents, trade-mark protection, specialized physical assets and relationships with suppliers and distribution infrastructure.)

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Bypass attack: bypassing the market leader by attacking smaller, more vulnerable target organizations in order to broaden the aggressor's resource base

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Robinson, William T.; Chiang, Jeongwen (2002). "Product development strategies for established market pioneers, early followers, and late entrants".

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Helms, Marilyn M.; Nixon, Judy (August 10, 2010). "Exploring SWOT analysis – where are we now? A review of academic research from the last decade".

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A business's overall game plan for reaching prospective consumers and turning them into customers of the products or services the business provides.

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Lieberman, Marvin B.; Montgomery, David B. (December 1998). "First-Mover (Dis)Advantages: Retrospective and Link with the Resource-Based View".

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Pozzi, Carlo; Vassilopoulos, Philippe (2007). "The Impact of Vertical Integration and Horizontal Diversification on the Value of Energy Firms".

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Stonehouse, George; Snowdon, Brian (September 1, 2007). "Competitive Advantage Revisited: Michael Porter on Strategy and Competitiveness".

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Robinson, William T.; Fornell, Claes; Sullivan, Mary (November 1992). "Are market pioneers intrinsically stronger than later entrants?".

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Specific marketing mixes can be developed to appeal to most of the segments when market segmentation reveals several potential targets.

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Foxall, Gordon R.; Fawn, John R. (April 1992). "An evolutionary model of technological innovation as a strategic management process".

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Vorhies, Douglas W.; Morgan, Neil A. (January 1, 2005). "Benchmarking Marketing Capabilities for Sustainable Competitive Advantage".

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Growth of a business is critical for business success. A firm may grow by developing the market or by developing new products. The

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Booth, Charles (February 1, 2003). "Does history matter in strategy? The possibilities and problems of counterfactual analysis".

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focuses more on the introduction of new product into new markets, where the business could have less knowledge of the new market.

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In terms of market position, firms may be classified as market leaders, market challengers, market followers or market nichers.

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Reactors: tend to vacillate in their responses to environmental changes and are generally the least profitable organizations

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Day, George S.; Wensley, Robin (April 1, 1988). "Assessing Advantage: A Framework for Diagnosing Competitive Superiority".

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Lambkin, Mary; Day, George S. (July 1989). "Evolutionary Processes in Competitive Markets: Beyond the Product Life Cycle".

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Dickson, Peter R.; Ginter, James L. (April 1987). "Market Segmentation, Product Differentiation, and Marketing Strategy".

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This mission statement might be described as a "motherhood statement" because it lacks sufficient detail to be meaningful.

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illustrates the two broad dimensions for achieving growth. The Ansoff matrix identifies four specific growth strategies:

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Key Ideas: The managerial focus was to anticipate growth and manage operations in an increasingly complex business world.

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often advertising or marketing agencies, to provide an independent assessment of the firm's capabilities and resources.

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Bendle, Neil; Farris, Paul; Pfeifer, Phillip; Reibstein, David (2010). "Metrics that Matter - to Marketing Managers".

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Capabilities (or competencies) e.g. market sensing, marketing research, relationships, know-how, tacit knowledge, etc.

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Campbell-Hunt, Colin (January 6, 2000). "What have we learned about generic competitive strategy? A meta-analysis".

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Teixeira, Koufteros, X. A., Peng, X. D., Rafael; Koufteros, Xenophon; Xiaosong, David; Peng, Xiaosong (June 2012).

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Burns, Alvin C. (1 April 1986). "Generating Marketing Strategy Priorities Based on Relative Competitive Position".

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Swan, John E.; Rink, David R. (January–February 1982). "Fitting market strategy to varying product life cycles".

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If a company adopts this type of market strategy, a separate marketing mix is to be designed for each customer.

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planning because it sets out the broad direction and provides guidance and structure for the marketing program.

5473: 2076: 2060:"The normative imperatives of business and marketing strategy: grounding strategy in resource-advantage theory" 1961: 712: 707: 646: 385: 198: 3485:"The Impact Of Market Vision On Early Success With Lead Users: The Case For Radically New, High-Tech Products" 764: 5264: 4792: 4547: 3954: 3000: 2998: 2503:

Slater, Stanley F.; Narver, John C. (December 2000). "Intelligence generation and superior customer value".

2219: 1863: 1528: 1386: 1101: 393: 152: 55: 4580:"Organizational Structure, Integration, and Manufacturing Performance: a Conceptual Model and Propositions" 4462: 1143:, and different pricing policies that bring the product price within the competence of new market segments. 5084: 4206: 4167: 3342: 3019: 2953: 2906: 1625: 1478: 1324: 1262: 1165: 1030: 694: 642: 637: 5884: 2860: 2406: 2122: 1952: 584:

Strategic analysis is designed to address the first strategic question, "Where are we now?" Traditional

5618: 4868: 4626: 4507: 4000: 3530: 1533: 1513: 1503: 1282: 780: 743: 375: 260: 206: 91:

that states a Knowledge (XXG) editor's personal feelings or presents an original argument about a topic.

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Aghazadeh, Hashem (2016). "Business, Market, and Competitive Analysis (BMCA) Tools and Techniques".

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Tellis, Gerard J.; Crawford, C. Merle (1981). "An Evolutionary Approach to Product Growth Theory".

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Farris, Paul W.; Bendle, Neil T.; Pfeifer, Phillip Edward; Reibstein, David J. (August 21, 2015).

2214: 212:

Strategic marketing emerged in the 1970s and 1980s as a distinct field of study, branching out of

6012: 5534: 4888: 4765: 4735: 4693: 4320: 4273: 4148: 4107: 4058: 4021: 3948: 3863: 3781: 3380: 3237: 3178: 3085: 2689: 2663: 2522: 2445: 2378: 2319: 2253: 1761: 1692: 1548: 1538: 1498: 1372: 1105: 1097: 801: 748: 702: 673: 401: 249: 233: 592: 5414:

Haleblian, Jerayr (John); McNamara, Gerry; Kolev, Kalin; Dykes, Bernadine J. (September 2012).

4784: 1713: 5959: 5920: 5912: 5841: 5831: 5819: 5792: 5782: 5683: 5673: 5669: 5632: 5622: 5577: 5567: 5526: 5485: 5441: 5429: 5396: 5344: 5334: 5289: 5281: 5238: 5226: 5179: 5145: 5135: 5102: 5080: 5029: 5019: 4990: 4980: 4937: 4927: 4923: 4880: 4834: 4757: 4747: 4685: 4677: 4650: 4603: 4431: 4414: 4394: 4342:; Möller, Kristian (1998). "Competitive positioning and the resource-based view of the firm". 4312: 4265: 4226: 4187: 4099: 3967: 3963: 3885: 3875: 3824: 3814: 3737: 3665: 3655: 3585: 3577: 3565: 3453: 3443: 3439: 3356: 3346: 3274: 3229: 3170: 3133: 3033: 3023: 2973:

Hall, Graham; Howell, Sydney (1985). "The experience curve from the economist's perspective".

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Pearce, John A.; David, Fred (May 1, 1987). "Corporate Mission Statements: The Bottom Line".

2695:

Strategic and Competitive Analysis: Methods and Techniques for Analyzing Business Competition

2259:

Strategic and Competitive Analysis: Methods and Techniques for Analyzing Business Competition

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Process that allows organizations to concentrate limited resources on greatest opportunities

5171: 1449:

Flanking attack: attacking an organization on its weakest front; used by market challengers

5951: 5277: 4520: 4009: 3769: 3392: 3207: 3073: 2671: 2210: 1493: 1081: 806: 652: 585: 3104:

Marketing By Matrix, 100 Practical Ways to Improve Your Strategic and Tactical Marketing,

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A product evolutionary cycle helps to envision future directions for product development.

471:

highlights the key role of marketing as the link between customers and the organization.

4857:

Harrigan, Kathryn Rudie (October 1984). "Formulating Vertical Integration Strategies".

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Using the Project Management Maturity Model: Strategic Planning for Project Management

871:

Mission statements should include detailed information and must be more than a simple

604:

Perceptual mapping assists analysts to evaluate the competitive performance of brands.

557:

Strategic planning seeks to address three deceptively simple questions, specifically:

5996: 5538: 5127: 4673: 4579: 4427: 4152: 4062: 4025: 3785: 3651: 3561: 3484: 3129: 3015: 2748: 2703: 2667: 2559: 2541: 2526: 2419: 2374: 2315: 2263: 2174: 1911: 1847: 1845: 1843: 1841: 1839: 1442:

In the 1980s, Kotler and Singh developed a typology of marketing warfare strategies:

1270: 1258: 1093: 811: 756:

and its variants including PESTLE, STEEPLED and STEER (PEST is occasionally known as

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Barney, Jay (March 1, 1991). "Firm Resources and Sustained Competitive Advantage".

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Business and Competitive Analysis: Effective Application of New and Classic Methods

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Digital Marketing Excellence: Planning, Optimizing and Integrating Online Marketing

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An outline of the firm's commitment to long-term survival, growth and profitability

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Day, George S. (October 1994). "The Capabilities of Market-Driven Organizations".

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De Kare-Silver, Michael (1997). "The Inadequacies of Existing Strategy Models".

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Schnaars, Steven P. (1998). "Chapter 2: A Brief History of Marketing Strategy".

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Hooley et al., suggest the following classification of competitive positions:

784: 500: 492: 5916: 5845: 5796: 5581: 5530: 5489: 5481: 5445: 5400: 5293: 5285: 5242: 5183: 5149: 5106: 5033: 4994: 4884: 4761: 4743: 4689: 4681: 4607: 4598: 4435: 4398: 4316: 4269: 4245: 4230: 4191: 4103: 3889: 3777: 3741: 3581: 3538: 3457: 3278: 3233: 3174: 3137: 3037: 2928: 2881: 2721: 2518: 2477: 2427: 2390: 2382: 2345: 2281: 2196: 2092: 2029: 1977: 1933: 1881: 1649: 1598: 5710:"Understanding Goals, Strategy, Objectives And Tactics In The Age Of Social" 5514: 5330: 5099:

10.1002/(SICI)1097-0266(1998120)19:12<1111::AID-SMJ21>3.0.CO;2-W

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Blanco, Sylvie; Caron-Fasan, Marie-Laurence; Lesca, Humbert (January 2003).

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Competitive Marketing Strategy: Dynamic Manoeuvring for Competitive Position

1518: 1415:

Prospectors: proactively seek to locate and exploit new market opportunities

1153:

focuses more on the product(s) where the business is knowledgeable, whereas

600: 331: 265: 5740:

Kaplan, S. and Norton, D. P., "Putting the Balanced Scorecard to Work," in

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e.g. market orientation, research orientation, culture of innovation, etc.

902:

An outline of the key elements in the company's philosophy and core values

538:, which is the difference between where a firm is currently situated (the 5123:

The Profit Impact of Marketing Strategy Project: Retrospect and Prospects

4308: 3856:

Strategy in Crisis: why business urgently needs a completely new approach

3574:

10.1002/(SICI)1097-0266(200002)21:2<127::AID-SMJ75>3.0.CO;2-1

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Competitive Strategy: Techniques for Analyzing Industries and Competitors

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Marketing Metrics: The Manager's Guide to Measuring Marketing Performance

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Christopher, M. (1 March 1996). "From brand values to customer value".

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Kotler, Philip; Singh, Ravi (1981). "Marketing Warfare in the 1980s".

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Laufer, Daniel (December 15, 2010). "Marketing Warfare Strategies".

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Focusing Your Organization on Strategy—with the Balanced Scorecard,

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Competitive Advantage: Creating and Sustaining Superior Performance

571:

How should we get there? (Strategies, plans, goals, and objectives)

2138:(1). Strategic and Competitive Intelligence Professionals: 16–28. 2123:"Using Business Intelligence to Discover New Market Opportunities" 1757: 1210: 1114: 956: 877: 615: 607: 599: 591: 522: 202: 3406:

Lucas, James R (February 1998). "Anatomy of a Vision Statement".

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The Proceedings of 10th International Conference Marketing Trends

1463:

Relationship between the marketing strategy and the marketing mix

4454: 3294:"Marketing Strategy: The Secret behind the World's Top Brands" 1993:"Strategic plans and long-range plans: is there a difference?" 1455:

Encirclement attack: attacking a dominant player on all fronts

310: 128: 70: 29: 3908:"Strategic Marketing and the Resource Based View of the Firm" 1245:, service quality and other related value-adding activities. 88:

personal reflection, personal essay, or argumentative essay

3514: 3512: 5064: 5062: 5060: 5058: 5056: 5054: 982:

and attempts to be the lowest-cost producer in the market

5465:

Journal of Marketing Practice: Applied Marketing Science

5172:"Market Entry Strategies: Pioneers versus Late Arrivals" 4830:

A Report on Horizontal and Vertical Business Integration

4783:

Isaksen, John R.; Dreyer, Bent; Grønhaug, Kjell (2010).

896:

Identification of core technologies or core capabilities

890:

Identification of principal products or services offered

875:. A mission statement typically includes the following: 5256:

Boulding, William; Christen, Markus (October 1, 2001).

2058:

Hunt, Shelby D.; Derozier, Caroline (January 1, 2004).

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Pride, William M.; Ferrell, O. C. (January 11, 2016).

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Farris, Paul W.; Moore, Michael J. (4 November 2004).

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Verhoef, Peter C.; Leeflang, Peter S.H. (2009-03-01).

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Volpato, Giuseppe; Stocchetti, Andrea (January 2009).

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The most commonly used tools and techniques include:

4455:"A Guide to the Ansoff Product Market Growth Matrix" 905:

Identification of the company's desired public image

3643:

The strategy process: concepts, contexts, and cases

1855:

Strategic Marketing: Creating Competitive Advantage

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Specification of the geographic scope of operations

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(Vision and mission) 459:Strategic Marketing Management 330:format but may read better as 1: 5968:Journal of Consumer Marketing 4658:The RAND Journal of Economics 4378:Journal of Consumer Marketing 4223:10.1016/j.jbusres.2016.03.067 4184:10.1016/j.jbusres.2016.03.067 3761:Journal of Management Inquiry 2921:10.1016/S0167-8116(01)00031-3 1642:10.1016/j.jbusres.2016.03.067 829:Vision and mission statements 729:Porter's five forces analysis 665:Brand Development Index (BDI) 5862:Journal of Business Strategy 5523:10.1080/0267257X.2014.981567 5492:– via emerald insight. 5421:Strategic Management Journal 5380:Strategic Management Journal 5218:Strategic Management Journal 5072:Strategic Management Journal 4860:Academy of Management Review 4827:Katie, Joseph (2013-03-26). 4428:10.1016/0007-6813(82)90048-9 4401:– via emerald insight. 4211:Journal of Business Research 4172:Journal of Business Research 3648:Englewood Cliffs, New Jersey 3554:Strategic Management Journal 3281:– via emerald insight. 3130:10.1016/0166-4972(92)90035-G 3106:Lincolnwood, Ill., NTC, 1993 2976:Strategic Management Journal 2884:– via emerald insight. 2529:– via Springer Nature. 2420:10.1016/0024-6301(81)90148-5 2110:– via emerald insight. 2047:– via emerald insight. 1980:– via emerald insight. 1630:Journal of Business Research 1573:Baker, Michael John (2008). 1436:Marketing warfare strategies 1204:Market position and strategy 910:Generic competitive strategy 763:Portfolio analysis, such as 4915:Strategic market management 3435:Strategic Market Management 3341:(2nd ed.). Riverside: 2698:(2, illustrated ed.). 1319:The differentiated strategy 953:Porter's generic strategies 777:Product life cycle analysis 674:Brand/ Category penetration 261:GTM (Go-To-Market) Strategy 6034: 5883:Goi, Chai Lee (May 2009). 5259:"First-Mover Disadvantage" 5132:Cambridge University Press 4666:EBSCO Information Services 4262:10.1177/00222429990634s117 4145:10.1362/026725701323366908 4065:– via SAGE journals. 4055:10.1177/002224298805200201 4028:– via SAGE journals. 4018:10.1177/014920639101700108 3788:– via SAGE journals. 3730:Journal of Business Ethics 2945:Journal of Futures Studies 2660:10.1509/jmkg.69.1.80.55505 1333: 1322: 1280: 1190: 1163: 1151:Horizontal diversification 1004: 950: 373: 231: 144:contain a large number of 5779:Stanford University Press 4977:Houghton Mifflin Harcourt 4567:– via ResearchGate. 4362:10.1080/09652549800000003 3726:"Ethnic Marketing Ethics" 3271:10.1108/17554251011064837 2874:10.1108/00251740310445545 2312:Principles of Marketology 2085:10.1108/08858620410516709 2012:10.1108/01435120410547913 1970:10.1108/00251740310485181 1017:resource-advantage theory 1001:Resource-based view (RBV) 934:Ethnic Marketing Strategy 769:GE business screen matrix 713:Experience curve analysis 483:resource-advantage theory 464:Date: from the late 1970s 5668:(illustrated ed.). 5610:Foundations of Marketing 5555:Foundations of Marketing 5482:10.1108/EUM0000000000007 5474:Emerald Group Publishing 5126:(illustrated ed.). 4744:10.1057/9780230626317_11 4599:10.12660/joscmv5n1p70-81 4541:Ansoff, H. Igor (1957). 3805:(illustrated ed.). 3778:10.1177/1056492607306333 3539:10.5465/ame.1987.4275821 2809:(Pacific Rim ed.). 2519:10.1177/0092070300281011 2077:Emerald Group Publishing 1962:Emerald Group Publishing 1858:(illustrated ed.). 1697:: CS1 maint: location ( 1155:vertical diversification 807:Strategic Group Analysis 708:Emerging Issues Analysis 647:competitive intelligence 488:Date: From the mid-1990s 386:Frederick Winslow Taylor 142:This article appears to 6008:Marketing-related lists 5265:Harvard Business Review 5008:Baker, Michael (2008). 4548:Harvard Business Review 4246:"The Role of Marketing" 3955:Harvard Business Review 3872:10.1057/9780230378117_4 2328:10.1057/9781137379320_6 2220:Harvard Business Review 1864:Oxford University Press 1529:Multi-domestic strategy 1387:customer lifetime value 765:BCG growth-share matrix 699:Counterfactual analysis 407:to predict any changes. 339:converting this section 5393:10.1002/smj.4250130804 4515:Cite journal requires 3333:Porter, Michael Eugene 3006:Porter, Michael Eugene 2989:10.1002/smj.4250060302 2690:Bensoussan, Babette E. 2446:Bensoussan, Babette E. 2254:Bensoussan, Babette E. 1797:Brown, Linden (1997). 1479:Asymmetric competition 1325:Marketing Mix Modeling 1263:Marketing Mix Modeling 1216: 1166:Horizontal integration 1162:Horizontal integration 1120: 1061:Innovation positioning 1031:Organizational culture 1011:During the 1990s, the 962: 883: 798:Segment Share Analysis 643:Marketing intelligence 638:Environmental scanning 621: 613: 605: 597: 528: 296:Advertisement Strategy 284:Launch & Promotion 97:by rewriting it in an 5619:McGraw Hill Education 5176:Strategy and Business 4869:Academy of Management 4256:(4_suppl1): 180–197. 4001:Journal of Management 3531:Academy of Management 1675:10.4324/9781315640341 1534:Networks in marketing 1514:First-mover advantage 1504:Corporate anniversary 1334:Further information: 1323:Further information: 1283:Market entry strategy 1281:Further information: 1214: 1191:Further information: 1164:Further information: 1141:distribution channels 1118: 1005:Further information: 960: 951:Further information: 881: 781:technology life cycle 744:Market share analysis 691:and resource analysis 689:Functional capability 659:Analytical techniques 619: 611: 603: 595: 526: 376:Scientific management 374:Further information: 368:scientific management 232:Further information: 207:competitive advantage 6018:Marketing techniques 5989:at Wikimedia Commons 5775:Stanford, California 4793:University of Tromsø 4738:. pp. 225–253. 4309:10.1509/jmkg.73.2.14 4297:Journal of Marketing 4250:Journal of Marketing 4079:Journal of Marketing 4042:Journal of Marketing 3493:(Conference Paper). 3199:Journal of Marketing 3154:Journal of Marketing 3065:Journal of Marketing 3022:. pp. 368–382. 2647:Journal of Marketing 2552:Greenleaf Publishing 2322:. pp. 187–247. 1916:Simon & Schuster 1544:Right-time marketing 1243:direct sales service 1193:Vertical integration 1189:Vertical integration 971:competitive position 873:motherhood statement 758:Six Segment Analysis 734:Management profiling 684:Blind spots analysis 620:Porter's five forces 580:Tools and techniques 544:inadvertent strategy 443:Date: From the 1960s 417:Date: From the 1950s 239:Marketing Management 214:strategic management 157:improve this article 18:Marketing strategies 5908:10.5539/ijms.v1n1p2 5744:, 2nd edition, 1993 4920:Hoboken, New Jersey 2861:Management Decision 2407:Long Range Planning 1953:Management Decision 1524:Market segmentation 1509:Customer engagement 1398:Strategy typologies 1267:competitor analysis 1131:Product development 1102:product development 1067:Benefit positioning 1064:Service positioning 1058:Quality positioning 1015:(also known as the 1013:resource-based view 1007:Resource-based view 738:Market segmentation 552:deliberate strategy 478:Resource-based view 413:Long-range Planning 290:Campaign Management 6003:Marketing strategy 5987:Marketing strategy 4736:Palgrave Macmillan 3866:. pp. 37–57. 3864:Palgrave Macmillan 3442:. pp. 28–29. 2686:Fleisher, Craig S. 2442:Fleisher, Craig S. 2320:Palgrave Macmillan 2250:Fleisher, Craig S. 2000:Library Management 1918:. pp. 18–29. 1908:Marketing Strategy 1762:Palgrave Macmillan 1549:Strategic planning 1539:Pricing strategies 1499:Conditional rebate 1431:Marketing strategy 1373:balanced scorecard 1217: 1137:Market development 1125:Market penetration 1121: 1106:market development 1098:market penetration 967:positioning school 963: 884: 802:Situation analysis 749:Perceptual mapping 622: 614: 606: 598: 529: 438:corporate planning 433:Strategic Planning 402:Harrington Emerson 341:, if appropriate. 273:Channel Management 234:Alliance marketing 195:Marketing strategy 99:encyclopedic style 86:is written like a 5985:Media related to 5964:978-0-06-115110-1 5954:; Simmons, Mark, 4840:978-3-656-39600-0 4753:978-1-349-54149-2 4415:Business Horizons 4340:Broderick, Amanda 4217:(12): 5597–5610. 4178:(12): 5597–5610. 3881:978-1-349-39982-6 3432:(July 26, 2001). 3408:Management Review 2337:978-1-349-67788-7 1684:978-1-315-64034-1 1636:(12): 5597–5610. 1336:Strategy dynamics 1252:mission statement 1227:Market challenger 1088:Growth strategies 1055:Price positioning 850:Competitive scope 839:mission statement 794:Scenario analysis 540:strategic reality 527:The strategic gap 364:Budgeting Control 360: 359: 192: 191: 184: 174: 173: 127: 126: 119: 68: 16:(Redirected from 6025: 5984: 5952:Laermer, Richard 5940: 5939: 5937: 5936: 5910: 5880: 5871: 5870: 5856: 5850: 5849: 5807: 5801: 5800: 5764: 5758: 5753:Kulzick, R. S., 5751: 5745: 5738: 5732: 5731: 5729: 5727: 5705: 5699: 5698: 5696: 5694: 5659: 5653: 5652: 5650: 5648: 5613:(5th ed.). 5604: 5598: 5597: 5595: 5593: 5558:(7th ed.). 5549: 5543: 5542: 5500: 5494: 5493: 5459: 5450: 5449: 5438:10.1002/smj.1961 5411: 5405: 5404: 5374: 5365: 5364: 5362: 5360: 5316: 5310: 5309: 5307: 5305: 5261: 5253: 5247: 5246: 5212: 5199: 5198: 5196: 5195: 5167: 5161: 5160: 5158: 5156: 5117: 5111: 5110: 5092: 5066: 5049: 5048: 5046: 5045: 5005: 4999: 4998: 4964: 4958: 4957: 4955: 4953: 4918:(8th ed.). 4906: 4897: 4896: 4854: 4845: 4844: 4824: 4813: 4812: 4810: 4808: 4802: 4789: 4780: 4774: 4773: 4723: 4717: 4716: 4714: 4712: 4706: 4655: 4646: 4637: 4636: 4630: 4622: 4620: 4619: 4601: 4575: 4569: 4568: 4566: 4564: 4538: 4525: 4524: 4518: 4513: 4511: 4503: 4501: 4500: 4494: 4481: 4475: 4474: 4472: 4470: 4451: 4440: 4439: 4409: 4403: 4402: 4391:10.1108/eb008179 4372: 4366: 4365: 4338:Hooley, Graham; 4335: 4329: 4328: 4288: 4282: 4281: 4241: 4235: 4234: 4202: 4196: 4195: 4163: 4157: 4156: 4122: 4116: 4115: 4073: 4067: 4066: 4036: 4030: 4029: 3995: 3984: 3983: 3981: 3979: 3951: 3943: 3937: 3936: 3934: 3933: 3927: 3912: 3903: 3894: 3893: 3851: 3845: 3844: 3842: 3840: 3796: 3790: 3789: 3755: 3746: 3745: 3736:(1/2): 111–118. 3721: 3710: 3709: 3707: 3706: 3692: 3686: 3685: 3683: 3681: 3637: 3631: 3630: 3628: 3626: 3620: 3609: 3600: 3594: 3593: 3549: 3543: 3542: 3516: 3507: 3506: 3504: 3502: 3480: 3474: 3473: 3471: 3469: 3438:(6th ed.). 3426: 3420: 3419: 3403: 3397: 3396: 3390: 3386: 3384: 3376: 3374: 3372: 3329: 3316: 3315: 3313: 3311: 3289: 3283: 3282: 3252: 3246: 3245: 3227: 3193: 3187: 3186: 3148: 3142: 3141: 3113: 3107: 3100: 3094: 3093: 3059: 3053: 3052: 3050: 3049: 3002: 2993: 2992: 2970: 2964: 2963: 2961: 2939: 2933: 2932: 2914: 2905:(1–2): 161–186. 2892: 2886: 2885: 2855: 2849: 2848: 2846: 2844: 2800: 2779: 2778: 2772: 2770: 2744: 2738: 2737: 2735: 2733: 2682: 2676: 2675: 2641: 2635: 2634: 2632: 2630: 2595:(3rd ed.). 2586: 2575: 2574: 2572: 2571: 2537: 2531: 2530: 2513:(120): 120–127. 2500: 2494: 2493: 2491: 2489: 2438: 2432: 2431: 2401: 2395: 2394: 2369:(JRM 1): 18–23. 2356: 2350: 2349: 2307: 2298: 2297: 2295: 2293: 2246: 2237: 2236: 2234: 2232: 2213:(January 1994). 2211:Mintzberg, Henry 2207: 2201: 2200: 2181:. pp. 6–8. 2161: 2155: 2154: 2152: 2150: 2144: 2127: 2118: 2112: 2111: 2109: 2107: 2101: 2064: 2055: 2049: 2048: 2046: 2044: 2038: 2023: 2006:(6/7): 259–269. 1997: 1988: 1982: 1981: 1947: 1938: 1937: 1903: 1897: 1896: 1894: 1893: 1849: 1834: 1833: 1831: 1829: 1803:(2nd ed.). 1794: 1788: 1787: 1785: 1783: 1747: 1741: 1740: 1738: 1737: 1731: 1718: 1709: 1703: 1702: 1696: 1688: 1660: 1654: 1653: 1621: 1615: 1614: 1612: 1610: 1579:(2nd ed.). 1570: 1484:Brand management 1277:Entry strategies 1075:Other approaches 856:Geographic scope 835:vision statement 723:Herfindahl index 653:Futures research 632:Research methods 548:strategic intent 507:, G. Hooley and 422:Herbert A. Simon 394:Lillian Gilbreth 355: 352: 346: 337:You can help by 319: 318: 311: 255:Customer Service 250:Pricing Strategy 201:to increase its 187: 180: 169: 166: 160: 137: 136: 129: 122: 115: 111: 108: 102: 79: 78: 71: 60: 38: 37: 30: 21: 6033: 6032: 6028: 6027: 6026: 6024: 6023: 6022: 5993: 5992: 5977: 5948: 5946:Further reading 5943: 5934: 5932: 5882: 5881: 5874: 5858: 5857: 5853: 5838: 5809: 5808: 5804: 5789: 5766: 5765: 5761: 5752: 5748: 5739: 5735: 5725: 5723: 5707: 5706: 5702: 5692: 5690: 5680: 5661: 5660: 5656: 5646: 5644: 5629: 5621:. p. 128. 5606: 5605: 5601: 5591: 5589: 5574: 5551: 5550: 5546: 5502: 5501: 5497: 5461: 5460: 5453: 5413: 5412: 5408: 5376: 5375: 5368: 5358: 5356: 5341: 5318: 5317: 5313: 5303: 5301: 5278:Harvard College 5255: 5254: 5250: 5235:10.1002/smj.257 5214: 5213: 5202: 5193: 5191: 5169: 5168: 5164: 5154: 5152: 5142: 5119: 5118: 5114: 5090:10.1.1.618.1542 5068: 5067: 5052: 5043: 5041: 5026: 5007: 5006: 5002: 4987: 4966: 4965: 4961: 4951: 4949: 4934: 4910:Aaker, David A. 4908: 4907: 4900: 4856: 4855: 4848: 4841: 4833:. GRIN Verlag. 4826: 4825: 4816: 4806: 4804: 4800: 4787: 4782: 4781: 4777: 4754: 4725: 4724: 4720: 4710: 4708: 4704: 4653: 4648: 4647: 4640: 4623: 4617: 4615: 4577: 4576: 4572: 4562: 4560: 4540: 4539: 4528: 4514: 4504: 4498: 4496: 4492: 4483: 4482: 4478: 4468: 4466: 4453: 4452: 4443: 4411: 4410: 4406: 4374: 4373: 4369: 4337: 4336: 4332: 4290: 4289: 4285: 4243: 4242: 4238: 4204: 4203: 4199: 4165: 4164: 4160: 4124: 4123: 4119: 4096:10.2307/1251915 4075: 4074: 4070: 4038: 4037: 4033: 4010:SAGE Publishing 3997: 3996: 3987: 3977: 3975: 3945: 3944: 3940: 3931: 3929: 3925: 3910: 3905: 3904: 3897: 3882: 3853: 3852: 3848: 3838: 3836: 3821: 3798: 3797: 3793: 3770:SAGE Publishing 3757: 3756: 3749: 3723: 3722: 3713: 3704: 3702: 3694: 3693: 3689: 3679: 3677: 3662: 3639: 3638: 3634: 3624: 3622: 3618: 3607: 3602: 3601: 3597: 3551: 3550: 3546: 3518: 3517: 3510: 3500: 3498: 3482: 3481: 3477: 3467: 3465: 3450: 3430:Aaker, David A. 3428: 3427: 3423: 3405: 3404: 3400: 3387: 3377: 3370: 3368: 3353: 3331: 3330: 3319: 3309: 3307: 3291: 3290: 3286: 3254: 3253: 3249: 3216:10.2307/1251480 3208:SAGE Publishing 3195: 3194: 3190: 3167:10.2307/1251339 3150: 3149: 3145: 3115: 3114: 3110: 3101: 3097: 3082:10.2307/1251125 3074:SAGE Publishing 3061: 3060: 3056: 3047: 3045: 3030: 3004: 3003: 2996: 2972: 2971: 2967: 2959:10.1.1.390.8341 2941: 2940: 2936: 2912:10.1.1.202.7401 2894: 2893: 2889: 2857: 2856: 2852: 2842: 2840: 2825: 2802: 2801: 2782: 2768: 2766: 2746: 2745: 2741: 2731: 2729: 2714: 2684: 2683: 2679: 2672:SAGE Publishing 2643: 2642: 2638: 2628: 2626: 2611: 2588: 2587: 2578: 2569: 2567: 2539: 2538: 2534: 2502: 2501: 2497: 2487: 2485: 2470: 2440: 2439: 2435: 2403: 2402: 2398: 2358: 2357: 2353: 2338: 2314:. 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Hunt 491:Key Thinkers: 489: 486: 473: 472: 468: 465: 462: 455: 454: 450: 448:Michael Porter 446:Key Thinkers: 444: 441: 428: 427: 424: 420:Key Thinkers: 418: 415: 409: 408: 404: 398:Henry L. Gantt 384:Key Thinkers: 382: 372: 371: 358: 357: 351:September 2022 323: 321: 314: 305: 302: 298: 297: 294: 291: 288: 285: 278: 277: 274: 271: 268: 263: 258: 252: 221: 218: 190: 189: 172: 171: 165:September 2022 155:. Please help 141: 139: 132: 125: 124: 107:September 2022 83: 81: 74: 69: 43: 42: 40: 33: 26: 24: 14: 13: 10: 9: 6: 4: 3: 2: 6030: 6019: 6016: 6014: 6011: 6009: 6006: 6004: 6001: 6000: 5998: 5988: 5983: 5979: 5978: 5974: 5969: 5965: 5961: 5957: 5953: 5950: 5949: 5945: 5930: 5926: 5922: 5918: 5914: 5909: 5904: 5900: 5896: 5892: 5891: 5886: 5879: 5877: 5873: 5868: 5864: 5863: 5855: 5852: 5847: 5843: 5839: 5837:9781405161787 5833: 5829: 5825: 5821: 5817: 5813: 5806: 5803: 5798: 5794: 5790: 5788:9780804748407 5784: 5780: 5776: 5772: 5771: 5763: 5760: 5756: 5750: 5747: 5743: 5737: 5734: 5721: 5717: 5716: 5711: 5704: 5701: 5689: 5685: 5681: 5679:9780471816829 5675: 5672:. p. 5. 5671: 5667: 5666: 5658: 5655: 5642: 5638: 5634: 5630: 5628:9780077167950 5624: 5620: 5616: 5612: 5611: 5603: 5600: 5587: 5583: 5579: 5575: 5573:9781305405769 5569: 5565: 5561: 5557: 5556: 5548: 5545: 5540: 5536: 5532: 5528: 5524: 5520: 5516: 5512: 5508: 5507: 5499: 5496: 5491: 5487: 5483: 5479: 5475: 5471: 5467: 5466: 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4093: 4089: 4085: 4081: 4080: 4072: 4069: 4064: 4060: 4056: 4052: 4048: 4044: 4043: 4035: 4032: 4027: 4023: 4019: 4015: 4011: 4007: 4003: 4002: 3994: 3992: 3990: 3986: 3973: 3969: 3965: 3961: 3957: 3956: 3950: 3942: 3939: 3924: 3920: 3916: 3909: 3902: 3900: 3896: 3891: 3887: 3883: 3877: 3873: 3869: 3865: 3861: 3857: 3850: 3847: 3834: 3830: 3826: 3822: 3820:9781317812715 3816: 3812: 3808: 3804: 3803: 3795: 3792: 3787: 3783: 3779: 3775: 3771: 3767: 3763: 3762: 3754: 3752: 3748: 3743: 3739: 3735: 3731: 3727: 3720: 3718: 3716: 3712: 3701: 3700:pdfcoffee.com 3697: 3691: 3688: 3675: 3671: 3667: 3663: 3661:9780138508920 3657: 3653: 3652:Prentice Hall 3649: 3645: 3644: 3636: 3633: 3617: 3613: 3606: 3599: 3596: 3591: 3587: 3583: 3579: 3575: 3571: 3567: 3563: 3562:New York City 3559: 3555: 3548: 3545: 3540: 3536: 3532: 3528: 3524: 3523: 3515: 3513: 3509: 3496: 3492: 3491: 3486: 3479: 3476: 3463: 3459: 3455: 3451: 3449:9780471415725 3445: 3441: 3437: 3436: 3431: 3425: 3422: 3417: 3413: 3409: 3402: 3399: 3394: 3382: 3366: 3362: 3358: 3354: 3352:9781416595847 3348: 3344: 3340: 3339: 3334: 3328: 3326: 3324: 3322: 3318: 3305: 3301: 3300: 3295: 3288: 3285: 3280: 3276: 3272: 3268: 3264: 3260: 3259: 3251: 3248: 3243: 3239: 3235: 3231: 3226: 3225:2027.42/36195 3221: 3217: 3213: 3209: 3205: 3201: 3200: 3192: 3189: 3184: 3180: 3176: 3172: 3168: 3164: 3160: 3156: 3155: 3147: 3144: 3139: 3135: 3131: 3127: 3123: 3119: 3112: 3109: 3105: 3099: 3096: 3091: 3087: 3083: 3079: 3075: 3071: 3067: 3066: 3058: 3055: 3043: 3039: 3035: 3031: 3029:9780029253601 3025: 3021: 3017: 3016:New York City 3013: 3012: 3007: 3001: 2999: 2995: 2990: 2986: 2982: 2978: 2977: 2969: 2966: 2960: 2955: 2951: 2947: 2946: 2938: 2935: 2930: 2926: 2922: 2918: 2913: 2908: 2904: 2900: 2899: 2891: 2888: 2883: 2879: 2875: 2871: 2868:(1): 96–104. 2867: 2863: 2862: 2854: 2851: 2838: 2834: 2830: 2826: 2824:9780470805060 2820: 2816: 2812: 2808: 2807: 2799: 2797: 2795: 2793: 2791: 2789: 2787: 2785: 2781: 2776: 2764: 2760: 2756: 2755: 2750: 2743: 2740: 2727: 2723: 2719: 2715: 2713:9780131918726 2709: 2705: 2704:Prentice Hall 2701: 2697: 2696: 2691: 2687: 2681: 2678: 2673: 2669: 2665: 2661: 2657: 2653: 2649: 2648: 2640: 2637: 2624: 2620: 2616: 2612: 2610:9780134086125 2606: 2602: 2598: 2594: 2593: 2585: 2583: 2581: 2577: 2565: 2561: 2557: 2553: 2549: 2548: 2543: 2536: 2533: 2528: 2524: 2520: 2516: 2512: 2508: 2507: 2499: 2496: 2483: 2479: 2475: 2471: 2469:9780131873667 2465: 2461: 2457: 2453: 2452: 2447: 2443: 2437: 2434: 2429: 2425: 2421: 2417: 2413: 2409: 2408: 2400: 2397: 2392: 2388: 2384: 2380: 2376: 2372: 2368: 2364: 2363: 2362:Marketing ZFP 2355: 2352: 2347: 2343: 2339: 2333: 2329: 2325: 2321: 2317: 2316:New York City 2313: 2306: 2304: 2300: 2287: 2283: 2279: 2275: 2273:9780131918726 2269: 2265: 2264:Prentice Hall 2261: 2260: 2255: 2251: 2245: 2243: 2239: 2226: 2222: 2221: 2216: 2212: 2206: 2203: 2198: 2194: 2190: 2188:9780471436645 2184: 2180: 2176: 2175:New York City 2172: 2171: 2166: 2160: 2157: 2141: 2137: 2133: 2132: 2124: 2117: 2114: 2098: 2094: 2090: 2086: 2082: 2078: 2074: 2070: 2069: 2061: 2054: 2051: 2035: 2031: 2027: 2022: 2017: 2013: 2009: 2005: 2001: 1994: 1987: 1984: 1979: 1975: 1971: 1967: 1963: 1959: 1955: 1954: 1946: 1944: 1940: 1935: 1931: 1927: 1925:9780684831916 1921: 1917: 1913: 1912:New York City 1909: 1902: 1899: 1887: 1883: 1879: 1875: 1873:9780199556601 1869: 1865: 1861: 1857: 1856: 1848: 1846: 1844: 1842: 1840: 1836: 1824: 1820: 1816: 1814:9780170088916 1810: 1806: 1802: 1801: 1793: 1790: 1777: 1773: 1771:9780230203969 1767: 1763: 1759: 1755: 1754: 1746: 1743: 1728: 1724: 1723: 1715: 1708: 1705: 1700: 1694: 1686: 1680: 1676: 1672: 1668: 1667: 1659: 1656: 1651: 1647: 1643: 1639: 1635: 1631: 1627: 1620: 1617: 1604: 1600: 1596: 1592: 1590:9781902433998 1586: 1583:. p. 3. 1582: 1578: 1577: 1569: 1566: 1560: 1555: 1552: 1550: 1547: 1545: 1542: 1540: 1537: 1535: 1532: 1530: 1527: 1525: 1522: 1520: 1517: 1515: 1512: 1510: 1507: 1505: 1502: 1500: 1497: 1495: 1492: 1490: 1487: 1485: 1482: 1480: 1477: 1476: 1471: 1469: 1462: 1457: 1454: 1451: 1448: 1445: 1444: 1443: 1440: 1437: 1430: 1425: 1421: 1417: 1414: 1413: 1412: 1406: 1404: 1397: 1395: 1393: 1388: 1383: 1378: 1375: 1374: 1368: 1365: 1361: 1353: 1351: 1347: 1344: 1341: 1337: 1332: 1331: 1326: 1321: 1320: 1316: 1310:Late entrants 1309: 1307: 1300: 1298: 1291: 1289: 1284: 1276: 1274: 1272: 1271:target market 1268: 1264: 1260: 1259:marketing mix 1255: 1253: 1244: 1240: 1239:Market nicher 1237: 1234: 1231: 1228: 1225: 1222: 1221:Market leader 1219: 1218: 1213: 1209: 1203: 1201: 1194: 1188: 1187: 1186: 1182: 1179: 1174: 1167: 1161: 1160: 1156: 1152: 1148: 1145: 1142: 1138: 1135: 1132: 1129: 1126: 1123: 1122: 1117: 1113: 1111: 1107: 1103: 1099: 1095: 1087: 1085: 1083: 1074: 1069: 1066: 1063: 1060: 1057: 1054: 1053: 1052: 1049: 1045: 1038: 1035: 1032: 1029: 1028: 1027: 1024: 1020: 1018: 1014: 1008: 1000: 998: 994: 987: 984: 981: 977: 976: 975: 972: 968: 959: 954: 946: 944: 942: 933: 931: 924: 921: 918: 917: 916: 909: 904: 901: 898: 895: 892: 889: 886: 885: 880: 876: 874: 869: 865: 858: 855: 852: 849: 848: 847: 843: 840: 836: 828: 823: 820: 818: 815: 813: 812:SWOT analysis 810: 808: 805: 803: 800: 797: 795: 792: 789: 786: 782: 778: 775: 772: 770: 766: 762: 759: 755: 754:PEST analysis 752: 750: 747: 745: 742: 739: 736: 733: 730: 726: 724: 721: 719: 716: 714: 711: 709: 706: 704: 701: 698: 696: 693: 690: 687: 685: 682: 680: 677: 675: 672: 670: 666: 663: 662: 661: 660: 654: 651: 648: 644: 641: 639: 636: 635: 634: 633: 629: 626: 618: 610: 602: 594: 590: 587: 579: 577: 570: 567: 563: 560: 559: 558: 555: 553: 549: 545: 541: 537: 536: 535:strategic gap 525: 518: 512: 510: 509:C.K. Prahalad 506: 502: 498: 497:George S. Day 494: 493:Jay B. Barney 490: 487: 484: 480: 479: 475: 474: 469: 466: 463: 460: 457: 456: 451: 449: 445: 442: 439: 435: 434: 430: 429: 425: 423: 419: 416: 414: 411: 410: 405: 403: 399: 395: 391: 387: 383: 380: 379: 377: 369: 365: 362: 361: 354: 345:is available. 344: 340: 334: 333: 329: 324:This section 322: 313: 312: 309: 303: 301: 295: 292: 289: 286: 283: 282: 281: 275: 272: 269: 267: 264: 262: 259: 256: 253: 251: 248: 247: 246: 243: 240: 235: 230: 228: 219: 217: 215: 210: 208: 204: 200: 196: 186: 183: 168: 158: 154: 148: 147: 140: 131: 130: 121: 118: 110: 100: 96: 90: 89: 84:This article 82: 73: 72: 67: 65: 58: 57: 52: 51: 46: 41: 32: 31: 19: 5970:24(7), 2007) 5967: 5955: 5933:. Retrieved 5894: 5888: 5866: 5860: 5854: 5811: 5805: 5769: 5762: 5749: 5741: 5736: 5724:. Retrieved 5713: 5703: 5691:. Retrieved 5664: 5657: 5645:. Retrieved 5609: 5602: 5590:. Retrieved 5554: 5547: 5510: 5504: 5498: 5469: 5463: 5425: 5419: 5409: 5384: 5378: 5357:. 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Retrieved 3490:ResearchGate 3488: 3478: 3466:. Retrieved 3434: 3424: 3411: 3407: 3401: 3369:. Retrieved 3337: 3308:. Retrieved 3297: 3287: 3262: 3256: 3250: 3203: 3197: 3191: 3158: 3152: 3146: 3121: 3118:Technovation 3117: 3111: 3103: 3098: 3069: 3063: 3057: 3046:. Retrieved 3010: 2980: 2974: 2968: 2952:(3): 31–44. 2949: 2943: 2937: 2902: 2896: 2890: 2865: 2859: 2853: 2841:. Retrieved 2805: 2775:ResearchGate 2773:– via 2767:. Retrieved 2761:(1): 80–92. 2758: 2752: 2742: 2730:. Retrieved 2694: 2680: 2670:– via 2654:(1): 80–94. 2651: 2645: 2639: 2627:. Retrieved 2591: 2568:. Retrieved 2545: 2535: 2510: 2504: 2498: 2486:. Retrieved 2456:Indianapolis 2450: 2436: 2414:(1): 32–39. 2411: 2405: 2399: 2366: 2360: 2354: 2311: 2290:. Retrieved 2258: 2229:. Retrieved 2218: 2205: 2169: 2159: 2147:. Retrieved 2135: 2129: 2116: 2104:. Retrieved 2072: 2066: 2053: 2041:. Retrieved 2003: 1999: 1986: 1957: 1951: 1907: 1901: 1890:. Retrieved 1854: 1826:. Retrieved 1799: 1792: 1780:. 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Retrieved 1575: 1568: 1554:Social media 1466: 1441: 1434: 1410: 1401: 1379: 1371: 1369: 1363: 1359: 1357: 1348: 1345: 1342: 1339: 1329: 1328: 1318: 1317: 1313: 1304: 1295: 1286: 1256: 1248: 1238: 1232: 1226: 1220: 1207: 1198: 1183: 1175: 1171: 1154: 1150: 1146: 1136: 1130: 1124: 1091: 1078: 1050: 1046: 1042: 1025: 1021: 1016: 1012: 1010: 995: 991: 970: 966: 964: 937: 928: 913: 872: 870: 866: 862: 853:Market scope 844: 832: 718:Gap analysis 679:Benchmarking 658: 657: 631: 630: 627: 623: 583: 574: 565: 556: 551: 547: 543: 539: 534: 530: 482: 476: 458: 437: 431: 412: 367: 363: 348: 343:Editing help 325: 307: 299: 279: 244: 237: 227:higher-order 226: 223: 211: 205:and achieve 199:organization 194: 193: 178: 162: 143: 113: 104: 85: 61: 54: 48: 47:Please help 44: 5869:(3): 30–41. 5229:: 855–866. 4871:: 638–652. 4668:: 340–363. 4139:: 503–520. 4049:(2): 1–20. 3772:: 256–273. 3568:: 127–154. 3533:: 109–115. 3389:|work= 3210:: 125–132. 3161:(3): 4–20. 1964:: 538–549. 980:mass market 822:Value chain 242:channels. 159:if you can. 5997:Categories 5935:2021-05-06 5925:1033969798 5688:1026612842 5637:1090129732 5615:Maidenhead 5349:1223559009 5194:2017-01-12 5044:2021-05-06 4942:1158781992 4618:2021-05-06 4499:2021-05-06 4356:: 97–116. 4012:: 99–120. 3932:2021-05-06 3829:1081418508 3705:2024-09-12 3590:1057955036 3361:1000453944 3343:Free Press 3048:2021-05-06 3020:Free Press 2619:1005342246 2570:2021-05-06 2021:10016/4610 1892:2021-05-06 1807:: Nelson. 1736:2021-05-06 1561:References 1392:churn rate 1364:objectives 1273:analysis. 785:hype cycle 514:advantage. 501:Gary Hamel 50:improve it 6013:Marketing 5917:1918-719X 5846:718515800 5797:837621829 5582:948733474 5539:167691483 5531:907598529 5515:Routledge 5490:1355-2538 5476:: 55–66. 5446:0143-2095 5401:0143-2095 5331:Routledge 5294:926222109 5286:0017-8012 5280:: 20–21. 5243:0143-2095 5184:1083-706X 5150:910197190 5107:0143-2095 5085:CiteSeerX 5034:699890791 4995:921047670 4885:0363-7425 4762:907659545 4690:469889135 4682:0741-6261 4608:1984-3046 4436:0007-6813 4399:0736-3761 4354:Routledge 4317:0022-2429 4270:0022-2429 4231:0148-2963 4192:0148-2963 4153:168120105 4137:Routledge 4104:0022-2429 4090:: 37–52. 4063:167741530 4026:220588334 3890:231730163 3811:Routledge 3786:154727887 3742:0167-4544 3614:: 13–26. 3582:0143-2095 3458:963663563 3391:ignored ( 3381:cite book 3279:1755-425X 3234:0022-2429 3175:0022-2429 3138:0166-4972 3038:505050650 2954:CiteSeerX 2929:0167-8116 2907:CiteSeerX 2882:0025-1747 2811:Australia 2722:987093026 2668:167846037 2554:: 37–52. 2527:167409129 2478:964634729 2428:0024-6301 2391:0344-1369 2383:0344-1369 2346:988674923 2282:987093026 2197:975073743 2093:0885-8624 2030:0143-5124 1978:0025-1747 1934:749880452 1882:751667438 1805:Melbourne 1693:cite book 1650:0148-2963 1599:699890791 1519:Marketing 787:analysis) 276:Budgeting 266:Packaging 153:talk page 146:buzzwords 56:talk page 5929:Archived 5901:: 2–15. 5720:Archived 5641:Archived 5586:Archived 5353:Archived 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