netrashetty
Netra Shetty
Emerson Electric Company (NYSE: EMR) is a major multinational corporation headquartered in Ferguson, Missouri, United States.[1][2][3] This Fortune 500 company provides engineering services for a wide range of industrial, commercial, and consumer markets.
Emerson is one of the largest conglomerate companies in the USA. As of 2010, it has a workforce of approximately 127,700 employees worldwide, with a global presence spanning 150 countries.
Telecom firms that face such highly competitive and dynamic environments are predicted to face greater pressure to bring products to market faster than those that operate in more stable and static environments (Calantone et al., 1997; Kessler and Chakrabarti, 1996). Moreover, in recent study, Ittner and Larcker (1997) suggest that more research is needed on the relationship between various marketing practices and strategic cycle in diverse technological and competitive settings. Thus, focus on UK telecommunications industry as dynamic paced industry that has seen ever-shorter product life cycles in recent years. Given these characteristics, the usage of marketing research in developing marketing strategy may prevent or reduce the need for multiple and lengthy tests of individual marketing strategy elements such as packaging, pricing, advertising, brand name. The below illustration is an example of marketing stance of EU telecommunication industry in which UK is a part respectively.
Figure One: Marketing orientation evaluation in the EU mobile telecommunication enterprises
Figure Two: Average evaluation of marketing orientation of EU mobile telecommunication Operators
Source of the above, adopted from: Kurtinaitienė, J. (2005), Marketing orientation in the European Union mobile telecommunication market. Marketing Intelligence & Planning Volume 23 Number 1 pp. 104-113 Emerald Group Publishing Limited
The specific market segmentation does consist of detecting, evaluating and selecting groups of individuals whether they are consumers or not as with the purpose of designing and directing competitive strategies towards them. A review of academic research reveals the scant attention paid to the evaluation and selection of segments. Most of the studies merely evaluate the sales potential, the attractiveness, or the stability of each segment, with no reference to management needs. On the other hand, the creation, application and verification of quantitative methods which would build these groups have been the main target of academic efforts (Wind, 1978) as detecting better segments is of such great importance that it has very frequently been considered as a goal in itself.
Methodology
The companies which perform segmentation studies in their marketing and research departments, the principal companies working in this field are market research through telecoms as there covers survey questionnaire/interviews and from the interviews there is qualitative information about segmentation research design. There are two main objectives first, to assess the level of evaluation and selection of segments tasks of UK telecom market segmentation process. Second, to discover frequency with which the industry assess and select segments and the research methods used. The interviews were required to indicate the degree of difficulty they found in the performance of the different stages of the process. The possible answers were structured following a five-point Likert scale (1 = very low level of difficulty; 5 = very high level of difficulty). Aside, it is very important to make use of management support systems, which allow the identification and evaluation of alternative segments (Reeder et al., 1987). The full co-operation of all the company departments involved in segmentation study and strategy is fundamental. The evaluations must be able to detect deviations and discordances between the detected segment characteristics and the objectives of the market segmentation strategy.
The telecommunication industry has undergone considerable restructuring for many years now thus, involving mobile telecoms success in UK telecoms have become opportunistic seekers within the mobile business and its market stance. The marketing environment is becoming competitive, international market is expanding and telecoms are returning to profit valuation wherein costs are considered and market segments are applied within ideal grounds (Betts, 1994; Skapinker, 1995). Then, market opportunity implies better market context wherein access to customers and market chain solutions are adopted as well as executed with emphasis on strategy formulation such as providing ample market base for market mix and segmentation
Emerson is one of the largest conglomerate companies in the USA. As of 2010, it has a workforce of approximately 127,700 employees worldwide, with a global presence spanning 150 countries.
Telecom firms that face such highly competitive and dynamic environments are predicted to face greater pressure to bring products to market faster than those that operate in more stable and static environments (Calantone et al., 1997; Kessler and Chakrabarti, 1996). Moreover, in recent study, Ittner and Larcker (1997) suggest that more research is needed on the relationship between various marketing practices and strategic cycle in diverse technological and competitive settings. Thus, focus on UK telecommunications industry as dynamic paced industry that has seen ever-shorter product life cycles in recent years. Given these characteristics, the usage of marketing research in developing marketing strategy may prevent or reduce the need for multiple and lengthy tests of individual marketing strategy elements such as packaging, pricing, advertising, brand name. The below illustration is an example of marketing stance of EU telecommunication industry in which UK is a part respectively.
Figure One: Marketing orientation evaluation in the EU mobile telecommunication enterprises
Figure Two: Average evaluation of marketing orientation of EU mobile telecommunication Operators
Source of the above, adopted from: Kurtinaitienė, J. (2005), Marketing orientation in the European Union mobile telecommunication market. Marketing Intelligence & Planning Volume 23 Number 1 pp. 104-113 Emerald Group Publishing Limited
The specific market segmentation does consist of detecting, evaluating and selecting groups of individuals whether they are consumers or not as with the purpose of designing and directing competitive strategies towards them. A review of academic research reveals the scant attention paid to the evaluation and selection of segments. Most of the studies merely evaluate the sales potential, the attractiveness, or the stability of each segment, with no reference to management needs. On the other hand, the creation, application and verification of quantitative methods which would build these groups have been the main target of academic efforts (Wind, 1978) as detecting better segments is of such great importance that it has very frequently been considered as a goal in itself.
Methodology
The companies which perform segmentation studies in their marketing and research departments, the principal companies working in this field are market research through telecoms as there covers survey questionnaire/interviews and from the interviews there is qualitative information about segmentation research design. There are two main objectives first, to assess the level of evaluation and selection of segments tasks of UK telecom market segmentation process. Second, to discover frequency with which the industry assess and select segments and the research methods used. The interviews were required to indicate the degree of difficulty they found in the performance of the different stages of the process. The possible answers were structured following a five-point Likert scale (1 = very low level of difficulty; 5 = very high level of difficulty). Aside, it is very important to make use of management support systems, which allow the identification and evaluation of alternative segments (Reeder et al., 1987). The full co-operation of all the company departments involved in segmentation study and strategy is fundamental. The evaluations must be able to detect deviations and discordances between the detected segment characteristics and the objectives of the market segmentation strategy.
The telecommunication industry has undergone considerable restructuring for many years now thus, involving mobile telecoms success in UK telecoms have become opportunistic seekers within the mobile business and its market stance. The marketing environment is becoming competitive, international market is expanding and telecoms are returning to profit valuation wherein costs are considered and market segments are applied within ideal grounds (Betts, 1994; Skapinker, 1995). Then, market opportunity implies better market context wherein access to customers and market chain solutions are adopted as well as executed with emphasis on strategy formulation such as providing ample market base for market mix and segmentation
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