Description
It explains various strategies for managing industrial marketing environment like independent strategies, competitive aggression, competitive pacification, implicit cooperation, strategic maneuvering.
?
MANIPULATION OF THE MARKETING MIX VARIABLES IS NOT ENOUGH TO ENSURE SUCCESS AND SURVIVAL IN A DYNAMIC ENVIRONMENT
?
THE OVERVIEW OF INDUSTRIAL ENVIRONMENT CLEARLY DICTATES THE NEED FOR INDUSTRIAL MARKETERS TO DEVELOP AND IMPLEMENT STRATEGIES TO INFLUENCE , MODIFY, OR RESPOND TO ACTIONS WITHIN THE ENVIRONMENT THAT MAY HINDER OR AID THE ACHIEVEMENT OF ORGANIZATIONAL OBJECTIVES
?
?
MARKETERS MUST ADOPT A PROACTIVE , CREATIVE STANCE WITH RESPECT TO THE EXTERNAL ENVIRONMENT THROUGH ONGOING RESEARCH AND FORECASTING , A FIRM CAN ANTICIPATE CHANGE, PREDICT ITS IMPACT ON ORGANIZATIONAL GOALS & PERFORMANCE, AND DEVELOP STRATEGIES TO PROTECT ITS MARKET POSITION
?
MARKET INTELLIGENCE GATHERING , MARKET RESEARCH, AND ECONOMIC FORECASTING ARE ESSENTIAL FACTORS IN MONITORING COMPETITIVE ACTIONS, IDENTIFYING TECHNOLOGICAL INNOVATIONS , ASSESSING POLITICAL AND REGULATORY DEVELOPMENTS, EVALUATING SOCIAL CHANGE, AND IDENTIFYING CHANGING MARKET DEMAND TRENDS
?
ONCE THREATS OR OPPORTUNITIES ARE IDENTIFIED THROUGH ENVIRONMENTAL MONITORING, THREE TYPES OF ENVIRONMENTAL MANAGEMENT STRATEGIES ARE OPEN TO THE FIRM
?
?
?
INDEPENDENT STRATEGIES COOPERATIVE STRATEGIES and STRATEGIC MANEUVERING OF THE ENVIRONMENT
• COMPETITIVE AGGRESSION
• COMPETITIVE PARTICIPATION • PUBLICS • POLITICAL/LEGAL • RESOURCE SUPPLIES • IMPLICIT COOPERATION
INDEPENDENT STRATEGIES
COMPETITIVE AGGRESSION
PRODUCT DIFFERENTIATION
AGGRESSIVE PRICING
COMPARATIVE ADVERTISING
COMPETITIVE PACIFICATION
•IMPROVED COMPETITIVE RELATIONSHIPS
•INDUSTRY PROMOTION
•PRICE UMBRELLAS
• CORPORATE IMAGE ADVERTISING
PUBLICS
• VOLUNTARY ENVIRONMENTAL CONTROL • COMMITMENT TO INTEREST GROUPS
•DIRECT LOBBYING POLITICAL •ISSUE ADVERTISING / LEGAL •EDUCATION OF REGULATORS
•RESOLUTION OF IRREGULAR DEMAND RESOURCE SUPPLIES •DE MARKETING
IMPLICIT COOPERATION
•PRICE LEADERSHIP
•TECHNOLOGICAL LEADERSHIP
COOPERATIVE •COOPTATION STRATEGIES
•COALITION
•CONTRACTING
CONTRACTING
• VERTICAL / HORIZONTAL MARKET SYSTEMS
COOPTATION
• ABSORPTION OF PUBLICS ON BOARD OF DIRECTORS
COALITION
• ASSOCIATION WITH CHAMBERS OF COMMERCE
STRATEGIC MANEUVERING
• DOMAIN SELECTION • DIVERSIFICATION
DOMAIN SELECTION
• DISCOVERY OF MARKETS WITH LIMITED COMPETITION AND REGULATION
• ENTRY INTO HIGH GROWTH MARKETS
DIVERSIFICATION
• VERTICAL INTEGRATION
• GEOGRAPHIC EXPANSION
?
?
?
INDEPENDENT ENVIRONMENTAL MANAGEMENT STRATEGIES ARE EFFORTS BY THE COMPANY TO REDUCE ENVIRONMENTAL UNCERTAINTY THROUGH THE USE OF ITS OWN RESOURCES AND INGENUITY, e.g. THE USE OF MORE AGGRESSIVE PRICING STRATEGIES IN RETALIATION AGAINST COMPETITORS or A CORPORATE ADVERTISING CAMPAIGN TO ENHANCE OR CORRECT PUBLIC IMAGE
?
?
?
COOPERATIVE ENVIRONMENTAL MANAGEMENT STRATEGIES INVOLVE COOPERATION, IMPLICIT OR EXPLICIT, WITH OTHER GROUPS OR FIRMS , OR INDUSTRIES IN THE ENVIRONMENT e.g. JOINT VENTURING WITH FOREIGN OR DOMESTIC COMPETITORS or INCLUDING ECOLOGISTS, WOMEN, OR BANKERS ON THE BOARD OF DIRECTORS
?
?
?
STRATEGIC MANEUVERING OF THE ENVIRONMENT INVOLVES STRATEGIES THAT ARE DESIGNED TO ALTER OR CHANGE THE FIRM’S RELATIONSHIP WITH RESPECT TO ITS INTERFACE ENVIRONMENT, e.g. EASTMAN KODAK’S ENTRY INTO THE TELECOMMUNICATION MARKET or AT&T’S VENTURE INTO COMPUTERS
?
?
THE TYPE OF STRATEGIES A FIRM IMPLEMENTS DEPENDS ON THE ENVIRONMENTAL SITUATION IT FACES AS WELL AS ITS RESOURCES THE STRATEGIC CHOICE ALSO REQUIRES AN ANALYSIS OF COST VERSUS BENEFITS TO BE GAINED IMMEDIATELY AND OVER THE LONG RUN
?
?
IT IS IMPORTANT TO RECOGNIZE THE BENEFICIAL IMPORTANCE OF ENVIRONMENTAL MANAGEMENT AS WELL AS THE INTERESTING PARADOX ASSOCIATED WITH THIS STRATEGIC CONCEPT THE PARADOX LIES IN THE FACT THAT FIRMS THAT COULD BENEFIT MOST BY SKILLFUL MANAGEMENT OF THEIR ENVIRONMENT ARE USUALLY THE LEAST ABLE TO DO SO EFFECTIVELY
?
?
THOSE FIRMS LACKING PRODUCT ADVANTAGES OR SERVICE ENHANCEMENTS ARE MOST IN NEED OF A FAVORABLE PRICE DIFFERENTIAL THEIR LIMITED MARKET SHARE, AND SUBSEQUENT PRODUCTION LEVEL, DOES NOT YIELD THE COST SAVINGS NECESSARY FOR PRICE LEADERSHIP
?
SIMILARLY , FIRMS SOLELY IN NEED OF A TECHNOLOGICAL EDGE WILL OFTEN LACK THE MONEY REQUIRED TO SUPPORT AN EXTENSIVE DEVELOPMENT PROGRAM, OR THE CREATIVE PEOPLE TO SPEND THE MONEY PROFITABLY , OR BOTH
?
FINALLY , THERE ARE THOSE FIRMS WHOSE RISK – AVERSE , REACTIVE MANAGEMENT SIMPLY REFUSE TO CONSIDER THE POSSIBILITY THAT ANYTHING OUTSIDE THE CORPORATE WALLS CAN BE PROACTIVELY CHANGED OR INFLUENCED
doc_391315206.pptx
It explains various strategies for managing industrial marketing environment like independent strategies, competitive aggression, competitive pacification, implicit cooperation, strategic maneuvering.
?
MANIPULATION OF THE MARKETING MIX VARIABLES IS NOT ENOUGH TO ENSURE SUCCESS AND SURVIVAL IN A DYNAMIC ENVIRONMENT
?
THE OVERVIEW OF INDUSTRIAL ENVIRONMENT CLEARLY DICTATES THE NEED FOR INDUSTRIAL MARKETERS TO DEVELOP AND IMPLEMENT STRATEGIES TO INFLUENCE , MODIFY, OR RESPOND TO ACTIONS WITHIN THE ENVIRONMENT THAT MAY HINDER OR AID THE ACHIEVEMENT OF ORGANIZATIONAL OBJECTIVES
?
?
MARKETERS MUST ADOPT A PROACTIVE , CREATIVE STANCE WITH RESPECT TO THE EXTERNAL ENVIRONMENT THROUGH ONGOING RESEARCH AND FORECASTING , A FIRM CAN ANTICIPATE CHANGE, PREDICT ITS IMPACT ON ORGANIZATIONAL GOALS & PERFORMANCE, AND DEVELOP STRATEGIES TO PROTECT ITS MARKET POSITION
?
MARKET INTELLIGENCE GATHERING , MARKET RESEARCH, AND ECONOMIC FORECASTING ARE ESSENTIAL FACTORS IN MONITORING COMPETITIVE ACTIONS, IDENTIFYING TECHNOLOGICAL INNOVATIONS , ASSESSING POLITICAL AND REGULATORY DEVELOPMENTS, EVALUATING SOCIAL CHANGE, AND IDENTIFYING CHANGING MARKET DEMAND TRENDS
?
ONCE THREATS OR OPPORTUNITIES ARE IDENTIFIED THROUGH ENVIRONMENTAL MONITORING, THREE TYPES OF ENVIRONMENTAL MANAGEMENT STRATEGIES ARE OPEN TO THE FIRM
?
?
?
INDEPENDENT STRATEGIES COOPERATIVE STRATEGIES and STRATEGIC MANEUVERING OF THE ENVIRONMENT
• COMPETITIVE AGGRESSION
• COMPETITIVE PARTICIPATION • PUBLICS • POLITICAL/LEGAL • RESOURCE SUPPLIES • IMPLICIT COOPERATION
INDEPENDENT STRATEGIES
COMPETITIVE AGGRESSION
PRODUCT DIFFERENTIATION
AGGRESSIVE PRICING
COMPARATIVE ADVERTISING
COMPETITIVE PACIFICATION
•IMPROVED COMPETITIVE RELATIONSHIPS
•INDUSTRY PROMOTION
•PRICE UMBRELLAS
• CORPORATE IMAGE ADVERTISING
PUBLICS
• VOLUNTARY ENVIRONMENTAL CONTROL • COMMITMENT TO INTEREST GROUPS
•DIRECT LOBBYING POLITICAL •ISSUE ADVERTISING / LEGAL •EDUCATION OF REGULATORS
•RESOLUTION OF IRREGULAR DEMAND RESOURCE SUPPLIES •DE MARKETING
IMPLICIT COOPERATION
•PRICE LEADERSHIP
•TECHNOLOGICAL LEADERSHIP
COOPERATIVE •COOPTATION STRATEGIES
•COALITION
•CONTRACTING
CONTRACTING
• VERTICAL / HORIZONTAL MARKET SYSTEMS
COOPTATION
• ABSORPTION OF PUBLICS ON BOARD OF DIRECTORS
COALITION
• ASSOCIATION WITH CHAMBERS OF COMMERCE
STRATEGIC MANEUVERING
• DOMAIN SELECTION • DIVERSIFICATION
DOMAIN SELECTION
• DISCOVERY OF MARKETS WITH LIMITED COMPETITION AND REGULATION
• ENTRY INTO HIGH GROWTH MARKETS
DIVERSIFICATION
• VERTICAL INTEGRATION
• GEOGRAPHIC EXPANSION
?
?
?
INDEPENDENT ENVIRONMENTAL MANAGEMENT STRATEGIES ARE EFFORTS BY THE COMPANY TO REDUCE ENVIRONMENTAL UNCERTAINTY THROUGH THE USE OF ITS OWN RESOURCES AND INGENUITY, e.g. THE USE OF MORE AGGRESSIVE PRICING STRATEGIES IN RETALIATION AGAINST COMPETITORS or A CORPORATE ADVERTISING CAMPAIGN TO ENHANCE OR CORRECT PUBLIC IMAGE
?
?
?
COOPERATIVE ENVIRONMENTAL MANAGEMENT STRATEGIES INVOLVE COOPERATION, IMPLICIT OR EXPLICIT, WITH OTHER GROUPS OR FIRMS , OR INDUSTRIES IN THE ENVIRONMENT e.g. JOINT VENTURING WITH FOREIGN OR DOMESTIC COMPETITORS or INCLUDING ECOLOGISTS, WOMEN, OR BANKERS ON THE BOARD OF DIRECTORS
?
?
?
STRATEGIC MANEUVERING OF THE ENVIRONMENT INVOLVES STRATEGIES THAT ARE DESIGNED TO ALTER OR CHANGE THE FIRM’S RELATIONSHIP WITH RESPECT TO ITS INTERFACE ENVIRONMENT, e.g. EASTMAN KODAK’S ENTRY INTO THE TELECOMMUNICATION MARKET or AT&T’S VENTURE INTO COMPUTERS
?
?
THE TYPE OF STRATEGIES A FIRM IMPLEMENTS DEPENDS ON THE ENVIRONMENTAL SITUATION IT FACES AS WELL AS ITS RESOURCES THE STRATEGIC CHOICE ALSO REQUIRES AN ANALYSIS OF COST VERSUS BENEFITS TO BE GAINED IMMEDIATELY AND OVER THE LONG RUN
?
?
IT IS IMPORTANT TO RECOGNIZE THE BENEFICIAL IMPORTANCE OF ENVIRONMENTAL MANAGEMENT AS WELL AS THE INTERESTING PARADOX ASSOCIATED WITH THIS STRATEGIC CONCEPT THE PARADOX LIES IN THE FACT THAT FIRMS THAT COULD BENEFIT MOST BY SKILLFUL MANAGEMENT OF THEIR ENVIRONMENT ARE USUALLY THE LEAST ABLE TO DO SO EFFECTIVELY
?
?
THOSE FIRMS LACKING PRODUCT ADVANTAGES OR SERVICE ENHANCEMENTS ARE MOST IN NEED OF A FAVORABLE PRICE DIFFERENTIAL THEIR LIMITED MARKET SHARE, AND SUBSEQUENT PRODUCTION LEVEL, DOES NOT YIELD THE COST SAVINGS NECESSARY FOR PRICE LEADERSHIP
?
SIMILARLY , FIRMS SOLELY IN NEED OF A TECHNOLOGICAL EDGE WILL OFTEN LACK THE MONEY REQUIRED TO SUPPORT AN EXTENSIVE DEVELOPMENT PROGRAM, OR THE CREATIVE PEOPLE TO SPEND THE MONEY PROFITABLY , OR BOTH
?
FINALLY , THERE ARE THOSE FIRMS WHOSE RISK – AVERSE , REACTIVE MANAGEMENT SIMPLY REFUSE TO CONSIDER THE POSSIBILITY THAT ANYTHING OUTSIDE THE CORPORATE WALLS CAN BE PROACTIVELY CHANGED OR INFLUENCED
doc_391315206.pptx