It was that the pioneer of telecommunication provider will have no significant issue while introducing new telecommunication service; in this case, service from the competitor, as it is the new service and new telecommunication provider. But when your competitors reach up to 10,

you should have new idea while introducing telecommunication services to the market. Beside idea on telecommunication and innovation, idea on marketing strategy will lead

the successful of the new telecommunication service.

New idea in marketing strategy here mean how telecommunication provider will assign where the best place to introduce the new telecommunication services such as mobile broadband

service, value added service (VAS) etc. Assigning the right place to introduce new telecommunication service can drive huge selling at that place, build a good reputation and as the result will drive the significant selling at others place. This new idea in marketing strategy

will require several places to launch the new telecommunication service at the same time or gradually. In other word, telecommunication provider does not need to prepare the same service at entire of the cities to build massive service. We know that such marketing strategy require

huge cost and no guarantee will have positive response from the market. It will different if telecommunication provider only prepares several cities (2-4 cities) as the priority to introduce

new telecommunication service. It will save much investment and have much time to build good reputation on those cities.

Marketing strategies:

Product

Price

Place

Promotion

Advertisement

Distribution channels

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Marketing strategy is essentially a pattern or plan that integrates your organization's major goals, policies, and action sequences in a cohesive whole to achieve customer success 360.

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The focus of marketing strategies must the objectives to be achieved – not the process of planning itself.

Market Leadership Strategies

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Competitive Strategies

To be successful today, your company must become competitor-oriented. You must pursue the right competitive strategy – avoid strengths of your competitors and look for weak points in their positions and then launch marketing attacks against those weak points.3... More

Differentiation Strategy

The key to successful marketing is differentiation. "If consumers don't perceive your brand(s) as being different from those offered by the competition, you won't win the marketing war. The battle for consumer minds is a battle of perceptions not products."2 Thus, "differentiation is one of the most important strategic and tactical activities in which companies must constantly engage. It is not discretionary."1... More

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Please read:A personal appeal from Wikipedia founder Jimmy Wales

Marketing strategy

From Wikipedia, the free encyclopedia

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This article may need to be rewritten entirely to comply with Wikipedia's quality standards. You can help. The discussion page may contain suggestions. (May 2009)

Marketing

Key concepts

Product • PricingDistribution • Service • RetailBrand managementAccount-based marketingMarketing ethicsMarketing effectivenessMarket researchMarket segmentationMarketing strategyMarketing managementMarket dominance

Promotional content

Advertising • Branding • UnderwritingDirect marketing • Personal Sales

Product placement • PublicitySales promotion • Sex in advertising

Promotional media

Printing • Publication • BroadcastingOut-of-home • Internet marketingPoint of sale • Promotional itemsDigital marketing • In-gameIn-store demonstration • Brand AmbassadorWord of mouth • Drip Marketing

This box: view • talk • edit

Marketing strategy[1][2] is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantage[3]. A marketing strategy should be centered around the key concept that customer satisfaction is the main goal.

Contents

[hide]

1 Key part of the general corporate strategy

2 Tactics and actions

3 Types of strategies

4 Strategic models

5 Real-life marketing

6 See also

7 References

8 Further reading

[edit] Key part of the general corporate strategy

This article needs additional citations for verification.Please help improve this article by adding reliable references. Unsourced material may be challenged and removed. (June 2008)

Marketing strategy is a method of focusing an organization's energies and resources on a course of action which can lead to increased sales and dominance of a targeted market niche. A marketing strategy combines product development, promotion, distribution, pricing, relationship management and other elements; identifies the firm's marketing goals, and explains how they will be achieved, ideally within a stated timeframe. Marketing strategy determines the choice of target market segments, positioning, marketing mix, and allocation of resources. It is most effective when it is an integral component of overall firm strategy, defining how the organization will successfully engage customers, prospects, and competitors in the market arena. Corporate strategies, corporate missions, and corporate goals. As the customer constitutes the source of a company's revenue, marketing strategy is closely linked with sales. A key component of marketing strategy is often to keep marketing in line with a company's overarching mission statement[4].

Basic theory:

Target Audience

Proposition/Key Element

Implementation

[edit] Tactics and actions

A marketing strategy can serve as the foundation of a marketing plan. A marketing plan contains a set of specific actions required to successfully implement a marketing strategy. For example: "Use a low cost product to attract consumers. Once our organization, via our low cost product, has established a relationship with consumers, our organization will sell additional, higher-margin products and services that enhance the consumer's interaction with the low-cost product or service."

A strategy consists of a well thought out series of tactics to make a marketing plan more effective. Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill market needs and reach marketing objectives[5]. Plans and objectives are generally tested for measurable results.

A marketing strategy often integrates an organization's marketing goals, policies, and action sequences (tactics) into a cohesive whole. Similarly, the various strands of the strategy , which might include advertising, channel marketing, internet marketing, promotion and public relations can be orchestrated. Many companies cascade a strategy throughout an organization, by creating strategy tactics that then become strategy goals for the next level or group. Each one group is expected to take that strategy goal and develop a set of tactics to achieve that goal. This is why it is important to make each strategy goal measurable.

Marketing strategies are dynamic and interactive. They are partially planned and partially unplanned. See strategy dynamics.

[edit] Types of strategies

This article needs additional citations for verification.Please help improve this article by adding reliable references. Unsourced material may be challenged and removed. (June 2008)

Marketing strategies may differ depending on the unique situation of the individual business. However there are a number of ways of categorizing some generic strategies. A brief description of the most common categorizing schemes is presented below:

Strategies based on market dominance - In this scheme, firms are classified based on their market share or dominance of an industry. Typically there are four types of market dominance strategies:

Leader

Challenger

Follower

Nicher

Porter generic strategies - strategy on the dimensions of strategic scope and strategic strength. Strategic scope refers to the market penetration while strategic strength refers to the firm’s sustainable competitive advantage. The generic strategy framework (porter 1984) comprises two alternatives each with two alternative scopes. These are

Differentiation and low-cost leadership each with a dimension of Focus-broad or narrow.

Product differentiation (broad)

Cost leadership (broad)

Market segmentation (narrow)

Innovation strategies - This deals with the firm's rate of the new product development and business model innovation. It asks whether the company is on the cutting edge of technology and business innovation. There are three types:

Pioneers

Close followers

Late followers

Growth strategies - In this scheme we ask the question, “How should the firm grow?”. There are a number of different ways of answering that question, but the most common gives four answers:

Horizontal integration

Vertical integration

Diversification

Intensification

A more detailed scheme uses the categories[6]:

Prospector

Analyzer

Defender

Reactor

Marketing warfare strategies - This scheme draws parallels between marketing strategies and military strategies.

[edit] Strategic models

This article needs additional citations for verification.Please help improve this article by adding reliable references. Unsourced material may be challenged and removed. (June 2008)

Marketing participants often employ strategic models and tools to analyze marketing decisions. When beginning a strategic analysis, the 3Cs can be employed to get a broad understanding of the strategic environment. An Ansoff Matrix is also often used to convey an organization's strategic positioning of their marketing mix. The 4Ps can then be utilized to form a marketing plan to pursue a defined strategy.

There are many companies especially those in the Consumer Package Goods (CPG) market that adopt the theory of running their business centered around Consumer, Shopper & Retailer needs. Their Marketing departments spend quality time looking for "Growth Opportunities" in their categories by identifying relevant insights (both mindsets and behaviors) on their target Consumers, Shoppers and retail partners. These Growth Opportunities emerge from changes in market trends, segment dynamics changing and also internal brand or operational business challenges.The Marketing team can then prioritize these Growth Opportunities and begin to develop strategies to exploit the

opportunities that could include new or adapted products, services as well as changes to the 7Ps.

[edit] Real-life marketing

Real-life marketing primarily revolves around the application of a great deal of common-sense; dealing with a limited number of factors, in an environment of imperfect information and limited resources complicated by uncertainty and tight timescales. Use of classical marketing techniques, in these circumstances, is inevitably partial and uneven.

Thus, for example, many new products will emerge from irrational processes and the rational development process may be used (if at all) to screen out the worst non-runners. The design of the advertising, and the packaging, will be the output of the creative minds employed; which management will then screen, often by 'gut-reaction', to ensure that it is reasonable.

For most of their time, marketing managers use intuition and experience to analyze and handle the complex, and unique, situations being faced; without easy reference to theory. This will often be 'flying by the seat of the pants', or 'gut-reaction'; where the overall strategy, coupled with the knowledge of the customer which has been absorbed almost by a process of osmosis, will determine the quality of the marketing employed. This, almost instinctive management, is what is sometimes called 'coarse marketing'; to distinguish it from the refined, aesthetically pleasing, form favored by the theorists.

[edit] See also

Business model

Customer engagement

Market Segmentation

[edit] References

^ UK govt businesslink marketing strategy guide.

^ Marketbut strategy Australian administration small business guide.

^ Baker, Michael The Strategic Marketing Plan Audit 2008. ISBN 1902433998. p.3

^ Baker, Michael The Strategic Marketing Plan Audit 2008. ISBN 1902433998. p. 27

^ Marketing basics Marketing strategy based on market needs, targets and goals.

^ Miles, Raymond (2003). Organizational Strategy, Structure, and Process. Stanford: Stanford University Press. ISBN 0804748403.

[edit] Further reading

Laermer, Richard; Simmons, Mark, Punk Marketing, New York : Harper Collins, 2007 ISBN 978-0-06-115110-1 (Review of the book by Marilyn Scrizzi, in Journal of Consumer Marketing 24(7), 2007)

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