Description
Marketing is the process of satisfying the organization's stakeholders and creating value for these stake-holders. Marketing management is the management of this process.
Marketing Strategy
for
Small Business
Knud B. Jensen
Ryerson Polytechnic University
PREFACE
Small business is the engine of growth for the Nineties.
This book tries to provide a guide to marketing strategy for those charged with marketing in a
smaller organization.
The underlying premise of the book is that marketing is a business process that should permeate the
whole organization. The book takes a practical and applied approach to marketing strategy. It is a
marketing pathfinder for small business.
The three cornerstones of small business growth, according to a 1992 Statistics Canada survey, are
management skills, skilled labour, and marketing capability. This book is devoted to increasing the
marketing skills and understanding for small business and the entrepreneur.
Knud B. Jensen
Toronto
CONTENTS
1 AN INTRODUCTION TO MARKETING
2 THE SMALL BUSINESS ADVANTAGE
3 THE CONCEPTUAL FOUNDATIONS OF MARKETING
4 MARKETING SERVICE AND QUALITY
APPENDIX A
5 THE MATTER OF TRUST
6 THE PROCESS OF MARKETING STRATEGY
7 THE FOUNDATION OF MARKETING STRATEGY -INDUSTRY
AND COMPETITION
8 THE FOUNDATION OF MARKETING STRATEGY -
MARKET/CUSTOMER AND ORGANIZATION
9 THE MARKETING STRATEGY
10 THE IMPLEMENTATION
11 A TEMPLATE FOR MARKETING STRATEGY
1
7
14
22
33
38
41
47
51
55
61
Chapter 1
MARKETING STRATEGY FOR SMALL BUSINESS:
AN INTRODUCTION
Marketing is the process of satisfying the organiza-
tion’s stakeholders and creating value for these
stake-holders. Marketing management is the
management of this process.
Stakeholders are persons or organizations that
have a relationship with the organization. Every
organization has a different set of stakeholders,
although many have the same type. Stakeholders are
affected by the actions of the organization and many
of these stakeholders are the focus of marketing
efforts. Typical stakeholders include customers,
employees, distributors, suppliers, owners, and the
community.
Figure 1-1 shows the stakeholders of Ontario
Distributor Inc. The success of a company is deter-
mined to a large degree by how it manages and satis-
fies the relationship with its stakeholders.
Marketing is the common thread that ties all the
stakeholders together. Many of the relationships are
obvious, but let’s look a little closer at an obscure
one — the bank. From a marketing point of view, you
have to establish constructive communication with
the bank. You must ensure that the bank maintains a
positive attitude towards your company. You are
selling your organization to the bank very much like
you are selling the organization to your customers.
And just as your objective is to keep your customers
happy, your objective here is to keep your bank
manager happy. The campaign may be simpler, but
the process is the same.
Marketing for Ontario Distributors Inc. is to
deliver satisfaction and value to all of its stakehold-
ers. It does this in a number of ways, but the only
way that Ontario Distributing’s marketing efforts can
be successful is to have the whole
organization marketing oriented.
A number of assumptions flow from this concept:
(a) You know what your stakeholders want.
(b) You know who your customers are and what
their needs are.
(c) You have some idea of the forces that impact on
your customers (e.g., competition)
(d) You have an efficient way of delivering satisfac-
tion, and you can do this better or at least as well
as others.
(e) You can do all these things without
upsetting any one in your sphere. It is a
balancing act; for example, you drop the
price and make your customers happy, but
your shareholders unhappy, and your
employees are upset because they will not
receive their annual bonus due to low
profits.
It is important to keep in mind that marketing is a
way or process of doing things, a state of mind, or a
view of how business should be done. Ideally, this
mindset or business philosophy should be embraced
by everyone in the organization. This is critical in
the smaller organization where every person’s
actions count.
Specifically, marketing is about customer
satisfaction. Customers are persons or organizations
that
buy or acquire an organization’s product or service.
Customers are either consumers or other organiza-
tions.
Marketing is a diverse part of business. It is many
things; for example:
• advertising for product
• keeping customers
• anti-wife abuse messages
• a sign for soda
• a newsletter to employees
• a plan to bring a product to market
• a strategy for your company
• working with distributors and/or retailers
Marketing is a systematic way of organizing
business decisions.
Marketing as a Set of Activities
Marketing can also be considered as a series of activ-
ities carried out by the organization. The following
illustrates many of these activities
Activities Marketing Activity
Market Research Researching the marketplace and the customer.
Market Strategy
The overall direction of the marketing for the company and its
objectives.
Market Planning and Management The planning and managing necessary to reach the company’s
objectives.
Pricing Management The assessment of the right pricing structure for the product or
services.
Channel Management Developing a cost effective way of reaching the final customer.
This might include physical distribution, retailers and
wholesalers.
Communications Management Developing advertising and promotional vehicles to commu-
nicate to selected audiences.
Sales Management Directing and organizing the sales force.
Service Management Developing both the service and the quality side of the
company’s output.
Product Management Developing new products and managing the existing products.
Marketing As a Set of Decisions
Another way of looking at marketing is as a set of
decisions that must be made by the company
whether it is launching a new product, reviewing an
old one, or starting out on an entrepreneurial ven-
ture.
Suppose you have discovered a very pure source
of water on your property. You and two friends set
up a company to take advantage of this discovery.
Before you proceed, a series of business decisions
that have to do with the market must be made.
1. The name of the product must be coined. The
name becomes part of the product, and a good
name will help differentiate the product.
2. Who are the customers — consumers or
business? What geographic boundaries should I
set?
3. What form should the product take —4L bottles,
25L bottles, or bulk? How should it be
packaged?
4. How should I distribute the water — directly to
consumers or to offices? Should I use retailers,
and if so, which type? Or should I use a whole-
saler?
5. What customer service programs are needed or
what services should I add — for example, a
cooler?
6. How should I price the product?
7. Should I advertise, use coupons, or have a
salesforce?
These are just some of the marketing business
decisions that must be made at the same time as
financing and manufacturing decisions are made.
Formal Definition of Marketing
The American Marketing Association (AMA)
defines marketing as follows:
~‘Marketing is the process of planning and
executing the conception, pricing, promotion and
distribution of ideas, goods and services to create
exchanges that satisfy individual and organizational
objectives.” This new (1985) definition by the AMA
is wide ranging and it clearly signals that marketing
is a process ultimately leading to an exchange of
some type. There are many diverse definitions of
marketing.
Peter Drucker took a broader perspective when
he wrote. “Marketing is not only much broader than
selling, it is not a specialized activity at all. It
encompasses the entire business. It is the whole
business seen from the point of view of its final
result, that is, from the customers’ point of view.
Concern and a responsibility for marketing must,
therefore, permeate all areas of the enterprise”.’
The definition you adopt is less important than
the working framework that the organization devel-
ops, and this book is all about developing the mar-
keting framework for the smaller firm.
Marketing in the Age of Diversity 2
Marketing is everywhere, both outside and inside of
the organization. Regis McKenna, in an article titled
“Marketing is Everything” in the Harvard Business
Review, talks about the 1990’s belonging to the cus-
tomer. The driving force for marketing is technology,
as evidenced by the many companies subscribing to
the gospel of marketing or customer orientation. This
discovery is supported by numerous articles and
books outlining how to become customer oriented,
and the benefits of this strategy.
Marketing today is no longer a function
2
but a
way of doing business. Marketing is the job of
everyone throughout the organization, and this is
even more important for the smaller organization
with fewer persons. A part of everyone’s job
description should include marketing.
Marketing is an intangible
2
, much like service and
product quality, and marketing, as previously stated,
becomes everyone’s responsibility. A popular objec-
tive for many organizations is to become marketing
driven; that is, the main force behind every decision
and action within the company is made (driven) by a
marketing philosophy. According to Regis
McKenna
2
marketing in the age of diversity means:
• More options for goods producers and more
choices for consumers.
• Less perceived differentiation among similar
products.
• Intensified competition. with promotional efforts
sounding more and more alike, approaching
“white noise” in the marketplace.
• Newly minted meanings for words and phrases as
marketers try to ~‘invent” differentiation.
• Disposable information as consumers try to cope
with an information deluge from print, television,
computer terminal, telephone, fax, satellite dish.
• Customization by users as flexible manufacturing
makes niche production every bit as economic as
mass production.
• Changing leverage criteria as economies of scale
give way to economies of knowledge-_ knowledge of
the customer’s business, of current and likely future
technology trends, and of the competitive
environment that allows the rapid development of
new products and services.
• Changing company structure as large corpora
tions continue to downsize to compete with
smaller niche players that nibble at their markets.
• Smaller wins, fewer chances for gigantic wins in
mass markets, but more opportunities for healthy
profits in smaller markets
Marketing Management
Marketing management is the process of managing
the present and future relationship between the com-
pany and the customer, the competition, the industry,
and the external environment (See figure 1-2).
These are the forces that impact on the
organization’s success. Marketing must fit with these
variables. First, they must be understood; second, the
impact of these forces must be explored; and third, a
game plan (marketing plan) must be developed by
the organization to fit in with and to take advantage
of the opportunities presented by this ever changing
system.
The Role of Marketing Within the Organization
Marketing is too important to be left to the
marketing department. Marketing is everyone’s
responsibility. Marketing as an organizational value
must pervade the company. The President or
Chairman should be the chief marketer. Within the
smaller firm, the marketing structure typically looks
as follows:
(See figure 1-3)
When the organization grows, specialization of
functions takes place and layers of people come
between the customer and key decision makers. The
President gives away personal control and direction
and the organization becomes less adroit.
The smart organization keeps the structure as flat
as possible (often labelled a pancake structure) and
as flexible as possible. Flexibility and keeping close
to the customer are goals of the organization that is
marketing oriented.
Small Business - What is it?
Raymond Kao, in his book “Small Business
Management” lists the following characteristics of
small business3:
• The business, as a rule, is managed by the owner
or owners of the company. The management
team of the business may consist of family mem
bers, relatives, and/or close friends.
• The responsibility for decision-making normally
lies with one key executive, with very little or no
delegation of authority.
• There appears to be a close management
employee relationship.
• The business is an extension of the personality of
the entrepreneur.
• Generally, the organization has few (sometimes
no) functional specialists, such as a full-time
accountant or a personnel manager.
• The company employs fewer than 200 people and
normally has no more than two tiers of manage-
ment reporting.
• The company’s annual sales are less than $2 mil-
lion.
• In most cases, the owner-manager is a verbal
communicator.
• The company places little emphasis on long-term
planning, although the owner-manager may be
aware that a formal long-term plan is necessary.
• Normally, the company’s stock is not listed with
a stock exchange.
• Capital is supplied and ownership held by an
individual, family, or friends.
• The operation has a local or regional base.
• The firm is not dominant in its industry. Its size
and market share are small compared with those
of larger operations in the same field.
• Often, the management focus is on the need to
build up and protect the owner’s equity, rather
than on maximization of the firm’s profit.
There are many definitions of a small business.
Industry, Science and Technology Canada includes
“any firm with fewer than 100 paid employees in the
manufacturing sector and fewer than 50 paid
employees in all other sectors.”
3
This definition is probably as good as any other
based on sales, assets or ownership. The focus of this
book is on the smaller enterprise.
Small Business and the Economy
Small business is playing an increasingly important
role in the Canadian economy. There are approxi-
mately 1 million small businesses in Canada. Forty-
eight percent of Canadians are working with compa-
nies with fewer than 100 employees. Smaller com-
panies have managed to create a large portion of new
jobs in the last decade (1979 - 1989: 81% of net new
jobs were created by companies with fewer than 50
employees).
4
When it comes to sales and profits,
small business accounts for approximately 30% of
the total, while having only about 20% of the total
assets.
Table 1-1 shows one regional distribution of smaller
firms for the years 1979 and 1989.
Table 2-1 shows in what industries the smaller firms
exist. The service sector dominates as would be
expected. Retail and construction are also prominent.
Table 1-1 Table 1-2
Small Business by Sector, 1979-1989
Excludes public administration.
Source: ESBO, Statistics Canada.
Regional Distribution of Canadian Small
Businesses, 1979 and 1989 (in percent)
Sector Share of
Business with
Marketing is the process of satisfying the organization's stakeholders and creating value for these stake-holders. Marketing management is the management of this process.
Marketing Strategy
for
Small Business
Knud B. Jensen
Ryerson Polytechnic University
PREFACE
Small business is the engine of growth for the Nineties.
This book tries to provide a guide to marketing strategy for those charged with marketing in a
smaller organization.
The underlying premise of the book is that marketing is a business process that should permeate the
whole organization. The book takes a practical and applied approach to marketing strategy. It is a
marketing pathfinder for small business.
The three cornerstones of small business growth, according to a 1992 Statistics Canada survey, are
management skills, skilled labour, and marketing capability. This book is devoted to increasing the
marketing skills and understanding for small business and the entrepreneur.
Knud B. Jensen
Toronto
CONTENTS
1 AN INTRODUCTION TO MARKETING
2 THE SMALL BUSINESS ADVANTAGE
3 THE CONCEPTUAL FOUNDATIONS OF MARKETING
4 MARKETING SERVICE AND QUALITY
APPENDIX A
5 THE MATTER OF TRUST
6 THE PROCESS OF MARKETING STRATEGY
7 THE FOUNDATION OF MARKETING STRATEGY -INDUSTRY
AND COMPETITION
8 THE FOUNDATION OF MARKETING STRATEGY -
MARKET/CUSTOMER AND ORGANIZATION
9 THE MARKETING STRATEGY
10 THE IMPLEMENTATION
11 A TEMPLATE FOR MARKETING STRATEGY
1
7
14
22
33
38
41
47
51
55
61
Chapter 1
MARKETING STRATEGY FOR SMALL BUSINESS:
AN INTRODUCTION
Marketing is the process of satisfying the organiza-
tion’s stakeholders and creating value for these
stake-holders. Marketing management is the
management of this process.
Stakeholders are persons or organizations that
have a relationship with the organization. Every
organization has a different set of stakeholders,
although many have the same type. Stakeholders are
affected by the actions of the organization and many
of these stakeholders are the focus of marketing
efforts. Typical stakeholders include customers,
employees, distributors, suppliers, owners, and the
community.
Figure 1-1 shows the stakeholders of Ontario
Distributor Inc. The success of a company is deter-
mined to a large degree by how it manages and satis-
fies the relationship with its stakeholders.
Marketing is the common thread that ties all the
stakeholders together. Many of the relationships are
obvious, but let’s look a little closer at an obscure
one — the bank. From a marketing point of view, you
have to establish constructive communication with
the bank. You must ensure that the bank maintains a
positive attitude towards your company. You are
selling your organization to the bank very much like
you are selling the organization to your customers.
And just as your objective is to keep your customers
happy, your objective here is to keep your bank
manager happy. The campaign may be simpler, but
the process is the same.
Marketing for Ontario Distributors Inc. is to
deliver satisfaction and value to all of its stakehold-
ers. It does this in a number of ways, but the only
way that Ontario Distributing’s marketing efforts can
be successful is to have the whole
organization marketing oriented.
A number of assumptions flow from this concept:
(a) You know what your stakeholders want.
(b) You know who your customers are and what
their needs are.
(c) You have some idea of the forces that impact on
your customers (e.g., competition)
(d) You have an efficient way of delivering satisfac-
tion, and you can do this better or at least as well
as others.
(e) You can do all these things without
upsetting any one in your sphere. It is a
balancing act; for example, you drop the
price and make your customers happy, but
your shareholders unhappy, and your
employees are upset because they will not
receive their annual bonus due to low
profits.
It is important to keep in mind that marketing is a
way or process of doing things, a state of mind, or a
view of how business should be done. Ideally, this
mindset or business philosophy should be embraced
by everyone in the organization. This is critical in
the smaller organization where every person’s
actions count.
Specifically, marketing is about customer
satisfaction. Customers are persons or organizations
that
buy or acquire an organization’s product or service.
Customers are either consumers or other organiza-
tions.
Marketing is a diverse part of business. It is many
things; for example:
• advertising for product
• keeping customers
• anti-wife abuse messages
• a sign for soda
• a newsletter to employees
• a plan to bring a product to market
• a strategy for your company
• working with distributors and/or retailers
Marketing is a systematic way of organizing
business decisions.
Marketing as a Set of Activities
Marketing can also be considered as a series of activ-
ities carried out by the organization. The following
illustrates many of these activities
Activities Marketing Activity
Market Research Researching the marketplace and the customer.
Market Strategy
The overall direction of the marketing for the company and its
objectives.
Market Planning and Management The planning and managing necessary to reach the company’s
objectives.
Pricing Management The assessment of the right pricing structure for the product or
services.
Channel Management Developing a cost effective way of reaching the final customer.
This might include physical distribution, retailers and
wholesalers.
Communications Management Developing advertising and promotional vehicles to commu-
nicate to selected audiences.
Sales Management Directing and organizing the sales force.
Service Management Developing both the service and the quality side of the
company’s output.
Product Management Developing new products and managing the existing products.
Marketing As a Set of Decisions
Another way of looking at marketing is as a set of
decisions that must be made by the company
whether it is launching a new product, reviewing an
old one, or starting out on an entrepreneurial ven-
ture.
Suppose you have discovered a very pure source
of water on your property. You and two friends set
up a company to take advantage of this discovery.
Before you proceed, a series of business decisions
that have to do with the market must be made.
1. The name of the product must be coined. The
name becomes part of the product, and a good
name will help differentiate the product.
2. Who are the customers — consumers or
business? What geographic boundaries should I
set?
3. What form should the product take —4L bottles,
25L bottles, or bulk? How should it be
packaged?
4. How should I distribute the water — directly to
consumers or to offices? Should I use retailers,
and if so, which type? Or should I use a whole-
saler?
5. What customer service programs are needed or
what services should I add — for example, a
cooler?
6. How should I price the product?
7. Should I advertise, use coupons, or have a
salesforce?
These are just some of the marketing business
decisions that must be made at the same time as
financing and manufacturing decisions are made.
Formal Definition of Marketing
The American Marketing Association (AMA)
defines marketing as follows:
~‘Marketing is the process of planning and
executing the conception, pricing, promotion and
distribution of ideas, goods and services to create
exchanges that satisfy individual and organizational
objectives.” This new (1985) definition by the AMA
is wide ranging and it clearly signals that marketing
is a process ultimately leading to an exchange of
some type. There are many diverse definitions of
marketing.
Peter Drucker took a broader perspective when
he wrote. “Marketing is not only much broader than
selling, it is not a specialized activity at all. It
encompasses the entire business. It is the whole
business seen from the point of view of its final
result, that is, from the customers’ point of view.
Concern and a responsibility for marketing must,
therefore, permeate all areas of the enterprise”.’
The definition you adopt is less important than
the working framework that the organization devel-
ops, and this book is all about developing the mar-
keting framework for the smaller firm.
Marketing in the Age of Diversity 2
Marketing is everywhere, both outside and inside of
the organization. Regis McKenna, in an article titled
“Marketing is Everything” in the Harvard Business
Review, talks about the 1990’s belonging to the cus-
tomer. The driving force for marketing is technology,
as evidenced by the many companies subscribing to
the gospel of marketing or customer orientation. This
discovery is supported by numerous articles and
books outlining how to become customer oriented,
and the benefits of this strategy.
Marketing today is no longer a function
2
but a
way of doing business. Marketing is the job of
everyone throughout the organization, and this is
even more important for the smaller organization
with fewer persons. A part of everyone’s job
description should include marketing.
Marketing is an intangible
2
, much like service and
product quality, and marketing, as previously stated,
becomes everyone’s responsibility. A popular objec-
tive for many organizations is to become marketing
driven; that is, the main force behind every decision
and action within the company is made (driven) by a
marketing philosophy. According to Regis
McKenna
2
marketing in the age of diversity means:
• More options for goods producers and more
choices for consumers.
• Less perceived differentiation among similar
products.
• Intensified competition. with promotional efforts
sounding more and more alike, approaching
“white noise” in the marketplace.
• Newly minted meanings for words and phrases as
marketers try to ~‘invent” differentiation.
• Disposable information as consumers try to cope
with an information deluge from print, television,
computer terminal, telephone, fax, satellite dish.
• Customization by users as flexible manufacturing
makes niche production every bit as economic as
mass production.
• Changing leverage criteria as economies of scale
give way to economies of knowledge-_ knowledge of
the customer’s business, of current and likely future
technology trends, and of the competitive
environment that allows the rapid development of
new products and services.
• Changing company structure as large corpora
tions continue to downsize to compete with
smaller niche players that nibble at their markets.
• Smaller wins, fewer chances for gigantic wins in
mass markets, but more opportunities for healthy
profits in smaller markets
Marketing Management
Marketing management is the process of managing
the present and future relationship between the com-
pany and the customer, the competition, the industry,
and the external environment (See figure 1-2).
These are the forces that impact on the
organization’s success. Marketing must fit with these
variables. First, they must be understood; second, the
impact of these forces must be explored; and third, a
game plan (marketing plan) must be developed by
the organization to fit in with and to take advantage
of the opportunities presented by this ever changing
system.
The Role of Marketing Within the Organization
Marketing is too important to be left to the
marketing department. Marketing is everyone’s
responsibility. Marketing as an organizational value
must pervade the company. The President or
Chairman should be the chief marketer. Within the
smaller firm, the marketing structure typically looks
as follows:
(See figure 1-3)
When the organization grows, specialization of
functions takes place and layers of people come
between the customer and key decision makers. The
President gives away personal control and direction
and the organization becomes less adroit.
The smart organization keeps the structure as flat
as possible (often labelled a pancake structure) and
as flexible as possible. Flexibility and keeping close
to the customer are goals of the organization that is
marketing oriented.
Small Business - What is it?
Raymond Kao, in his book “Small Business
Management” lists the following characteristics of
small business3:
• The business, as a rule, is managed by the owner
or owners of the company. The management
team of the business may consist of family mem
bers, relatives, and/or close friends.
• The responsibility for decision-making normally
lies with one key executive, with very little or no
delegation of authority.
• There appears to be a close management
employee relationship.
• The business is an extension of the personality of
the entrepreneur.
• Generally, the organization has few (sometimes
no) functional specialists, such as a full-time
accountant or a personnel manager.
• The company employs fewer than 200 people and
normally has no more than two tiers of manage-
ment reporting.
• The company’s annual sales are less than $2 mil-
lion.
• In most cases, the owner-manager is a verbal
communicator.
• The company places little emphasis on long-term
planning, although the owner-manager may be
aware that a formal long-term plan is necessary.
• Normally, the company’s stock is not listed with
a stock exchange.
• Capital is supplied and ownership held by an
individual, family, or friends.
• The operation has a local or regional base.
• The firm is not dominant in its industry. Its size
and market share are small compared with those
of larger operations in the same field.
• Often, the management focus is on the need to
build up and protect the owner’s equity, rather
than on maximization of the firm’s profit.
There are many definitions of a small business.
Industry, Science and Technology Canada includes
“any firm with fewer than 100 paid employees in the
manufacturing sector and fewer than 50 paid
employees in all other sectors.”
3
This definition is probably as good as any other
based on sales, assets or ownership. The focus of this
book is on the smaller enterprise.
Small Business and the Economy
Small business is playing an increasingly important
role in the Canadian economy. There are approxi-
mately 1 million small businesses in Canada. Forty-
eight percent of Canadians are working with compa-
nies with fewer than 100 employees. Smaller com-
panies have managed to create a large portion of new
jobs in the last decade (1979 - 1989: 81% of net new
jobs were created by companies with fewer than 50
employees).
4
When it comes to sales and profits,
small business accounts for approximately 30% of
the total, while having only about 20% of the total
assets.
Table 1-1 shows one regional distribution of smaller
firms for the years 1979 and 1989.
Table 2-1 shows in what industries the smaller firms
exist. The service sector dominates as would be
expected. Retail and construction are also prominent.
Table 1-1 Table 1-2
Small Business by Sector, 1979-1989
Excludes public administration.
Source: ESBO, Statistics Canada.
Regional Distribution of Canadian Small
Businesses, 1979 and 1989 (in percent)
Sector Share of
Business with