...Strategic positioning is an application companies use to sustain their competitive advantage by differentiating themselves from their competition or by offering similarities to their completion but in a different format. To implement strategic positioning 3 key principles are essential; 1.) The concept should be a one of a kind business (unique) with high quality and highly sought after products (valuable position) 2.) Identify what tradeoffs you are not willing to make- identify your niche and the associated parameters and remain true to your brand in spite of increasing competition. 3.) Create cohesion amongst the company’s diversified offerings. Diversification can help grow your business, however, such expansion should be intentional and should evolve and by layered around the core offering or niche product. Strategy is not merely about outperforming rivals its about intentionally being different and better than your rivals by performing activities differently or by performing different activities than your rivals. The means to differentiate will be determined by the strategic positioning scheme or scheme combinations that are selected. Value-based positioning- based offers limited services with specific sets of activities. Need-based positioning – targets specific customers then customizes the product offerings to meet their needs. Access based positioning- generally geographically motivated enters certain markets based on predetermined demographics for desired...
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...Strategic Positioning and Sustainable Competitive Advantage in Food Industry Abstract Purpose – This paper examines the concepts of sustainable competitive advantage (SCA) and strategic positioning (SP) and seeks to develop a framework on determinants of SP and SCA in the food industry following the case study approach. Design/methodology/approach – This paper analyzes the concepts of strategic positioning and sustainable competitive advantage and their interrelation. The qualitative study of three beverage producers is conducted. Cases are analyzed based on the theoretical models discussed in the first part of the paper. Findings - This paper provides comparison of positioning strategies and SCA of three international beverage producers. The theoretical framework on determinants of these concepts was developed and applied for case study. The concepts of SCA and SP are interchanging, but from the case study it was not possible to conclude whether one leads to another. There is no single theory found which would be universal in explaining the success of the brands. Companies are complex structures and their success depends on many different elements which should be analyzed in combination. Research limitations/implications – The findings are based solely on the case analysis of three unique beverage companies. To generalize conclusions the research of other companies in food industry on possession of SCA and their positioning strategies is needed. Not all firsthand information...
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...Table of Contents Page | Title | 2 -4 | 1.0 Positioning in Relation to Porters GenericStrategies * Strategic Models * Stakeholder Analysis.....continued on page 5 | 5 | Value Chain Analysis | 6 | 2.0 Business & Corporate level strategy | 7&8 | 3.0 Alternate strategy * Critical reflection | 9 & 10 | Bibliography/Harvard referencing | 11 & 16 | Supporting Appendices | Total word count : 2725 Inc titles/subtitles. Amazon’s Strategic Positioning. 1.0 Introduction This assignment is to establish Amazon’s strategic positioning in Europe in correlation with value innovations that may have contributed to Amazon’s success from 1995 to 2012. About Amazon Amazon is an eCommerce business based in the U.S and was started back in 1995 selling books, CD’s and other media. However Amazon’s profits were only noted in 2002 and to this day have annual sales equal to or more than $40billion with a customer base of nearly 144 million in purchase accounts and over 2 million market seller accounts. In 1998 Amazon also extended their market to the UK with an agreed takeover of Bookpage.co.uk and has since managed to establish their second biggest and most successful market overseas. Value Innovations. Since reporting profits in 2002 Amazon has invested in innovations that add value to the customer, keeps interest and encourages ease of purchasing. Some innovations that have aided in the success of Amazon tend to allow ease of use...
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...The Marketing Review, 2003, 3, 289-309 www.themarketingreview.com Demetris Vrontis1 and Iain Sharp2 Manchester Metropolitan University Business School and Legal and General The Strategic Positioning of Coca-Cola in their Global Marketing Operation Examines how Coca-Cola has strategically positioned it self within the world’s soft drinks market. Given that they operate in over 200 countries, they are faced with a clear choice of whether to standardise their product offerings globally and reap the potential benefits of economies of scale, adapt their offerings to a particular market (which may facilitate increased market specific penetration), or adopt an integrated approach utilising both approaches simultaneously (Vrontis’ AdaptStand approach). There has been much literature written regarding the external and often uncontrollable factors which may impact upon a firms positioning strategy; this paper looks at these externalities and the internal controllables in order to derive a ‘best fit’ strategic and tactical approach. Moreover, this paper looks at the strategic international positioning of Coca-Cola by utilising a number of models. Keywords: Coca-Cola, global, international, strategy, positioning, adaptation, standardisation, AdaptStand, AdaptStandation, international, marketing, Introduction If we consider business to be akin to war, then perhaps there is no better starting point than the writings of Sun Tzu [circa 400-320 B.C.]. ‘The Art of ...
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...spread more than 150 countries and they hire over 161,000 staff. In the siutation analysis reprot the company grabs the huge share in the international market. Comparing with other big three accouting company, PwC has three advantages. To begin with is the new consulting service which is designed to help the fledgling high-tech companies. PWC consulting will provide help for the company's early start, create business models and attract investment and other aspects. At present, the company in the high-tech fields of customers including Systems Cisco and Hewlett-Packard Co. PWC management consulting company firmly believe that the Internet and e-commerce as a new way to establish a company - customer relationship has an important strategic advantage. "Electronic commerce is an important growth point of PWC," said a consultant, "we have arranged for the most outstanding talent and a large amount of money, in order to make PWC become the...
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...the credit card in Asia Pacific Country entry strategy Objectives of this case ... q To understand market evaluation, target market selection, and product positioning issues in services operations. q To appreciate globalization/country entry issues in financial products. q To understand the underlying economics of customer acquisition and retention. Key Strategic Issues qShould Citibank launch the card product ? Why ? Why not ? qGiven the upscale customer base , how should Citibank position its card, if it decides to launch it ? qWhich countries should Citibank enter first? Which countries should it avoid? Few More Operational Issues qHow should Rana Talwar convince his country managers and H.Q to accept the card product? What Organizational mechanisms does he have under his control? qIf you choose not to introduce the card, what do you do to achieve the $100 mio. earnings target by 1990? What kind of Branch banking products should the bank offer? Economic Analysis q How many card customers does Citibank need to break even on its investment ? Economic Analysis q First step is to ascertain the credit card revenue per customer of $163 (table B page 6) qOptions available: - assume Hong Kong experience as “typical” of the region. - If we have to target affluent with premium positioning you may use $250/ customer - for mass market strategy take $140/ customer Cost component of analysis qThree parts : § Variable cost of customer acquisition....
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...also known as points of difference. However, some associations are ‘not necessarily unique to the brand but may in fact be shared with other brands’ (Keller, 2012pg44). These are known as points of parity which are functionally similar or equal associations that give consumers no reason against buying a specific brand. However, it is arguable whether a brand needs to establish points of parity and points of difference with competitors’ brands in order to be successful. This paper looks at buyers of competing retailers and their purchase motives, brand differentiation, brand associations, brand salience, brand mantra USE CATERGORIZATION MODEL, IMPLICATIONS FOR BRAND EQUITY MANAGEMENT,,, CATEGORY DOMINATED BY TWO MAINB BRANDS SO EVALUATE POSITIONING OF EACH USING E.G OF TARGET MARKETS AND POPS AND PODS. ALSO DISCUSS NEGATIVELY CORRELATED ATTRIBUTES AND BENEFITS. Another prime example is Windows and Apple who are both computer vendors. Consumers are aware of both computer brands yet the consumers would identify the attributes differently. Apple can be perceived as stylish and cool whereas Windows is perceived as a world class computing system. This process of creating points of parity and points of difference in consumers’ minds and finding the right place for a brand...
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...MITSOB Placement Notice Sr. No. |Company Name |Profile |Spec. |Package |Location |Last Date for CV Submission |Web Site | |1 |MarketsandMarkets |Business Development Executive |Any postgraduate student with (60% and above in 10th , 12th & Graduation) No % criteria for PGDM / MBA |3.00 LPA + Variables 1 LPA (CTC 4 LPA) |Pune |12th December 2013 10.00 a.m. |http://www.marketsandmarkets.com/ | | | |Research Associate | |Fixed 3.20 LPA + Variables 30K (CTC 3.5 LPA) |Pune | | | | Date 11th December 2013 Interested & Eligible students need to send their details in attached excel sheet along with their CV on mitsob.cvsubmission@gmail.com by tomorrow, 12th December 2013, 10.00 a.m. You can contact Prof. Manoj Mehrotra for any query related to this company. NOTE- 1. Those who have earlier attended the selection process but not selected are not allowed to reappear. 2. Students who have earlier attended the PPT of the company but not participated in the selection process can apply for the same. Following are the Job specifications Education: Any postgraduate student with (60% and above in 10th, 12th & Graduation) No % criteria for PGDM / MBA. Experience: Fresher can also apply; experience in any of the domains relating to our research domain is an added advantage The Salary Details are mentioned below · For the Business Development Role –3.00 LPA + Variables 1 LPA (CTC 4 LPA) · For Market Research Role- Fixed 3.20 LPA + Variables 30K (CTC 3.5 LPA) For All positions...
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...Positioning Strategy: By creating product, service, channel, people and image differentiation Nestle reach the consumer touch point more effectively & efficiently in comparing with their competitors in the highly competitive food processing sector. Product Differentiation: Nestle brings a lot of product for target customers. They provide 25 types of minerals in Nido for children. It also provides Cerelac and Lactogen1 &3 for newly born baby exclusively. Now the doctors prescribe these products for babies to their parents for high nutrition Nescafe is a product which contains 4 types of categories. They offer Nescafe ice for hot weather, classic for all 3 in 1 for those who are busy. They provide Maggi including Maggi instant; Maggi 2 minutes which contain various minerals, vitamins and nutritions.Maggi also provide magi healthy soup and Maggi corn soup but charge the same price. Channel Differentiation: Nestle reach their products to the customers through their expert market salesman and transportation. So that their products are much available to their respective customers. Image differentiation: Nestlé’s logo is totally different from its competitors that are greatly accepted by its customers. For that reason customer easily identify them in the market which is another effective advantage for Nestle. People differentiation: Nestle has a large number of employees that are highly educated and trained. In Bangladesh, 400 employees are working in market Company chairman;...
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...successfully launching a national brand of fresh Italian sausage could provide the needed profit to meet company objectives. Market Research: Target Market: Themes (emerged from focus groups): 1. Family connection 2. Clever cooking 3. Confidence 4. Appreciation 5. Quick & easy 6. Tradition Concepts (developed based on themes and consumer values) * “Family Connection” * “Clever Cooking” * “Balancing Act” * “Labor of Love” Italian Sausage “Brand Ladder”: Takeaways: Market research tells us who to target for market positioning, but it does not tell us any quantitative numbers to determine any sort of profitability numbers, such as costs and Saxonville/competitor average pricing. 2) Key Issue in the Case: Need successful launch of Italian sausage brand to achieve target profits for following fiscal year, but they need to determine a brand positioning, strategy, and name for launching their Italian sausage segment in the national retail sausage market. 3) Alternatives: a) Launch Vivio brand name nationally with Family Connection...
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...1. What is a brand? Why does Unilever what fewer of them? 2. What was Dove’s market position in the 1950’s? What is it positioning in 2007? 3. How did Unilever organize to do product category management and brand management in Unilever before 2000? What was the corresponding structure after 2000? How was brand meaning controlled before 2000 and how is it controlled at the time of the case? 4. Spend a little time searching blogs, to get a sense of what people are saying about Dove today. What does this discussion contribute to the meaning of the brand? 5. Footnote 1 of the case leads you to a blogger who asks, with reference to the age of YouTube advertising, “Is marketing now cheap, fast and out of control?” Footnote 2 refers to Dove as having started a conversation “that they don’t have control of.” In “When Tush comes to Dove,” Seth Stevenson writes about the “risky bet that Dove is making.” Do you see risks for the Dove brand today? By using YouTube for distributing advertisements, Dove found a cheap way to advertise. Moreover, for people it is a very easy way to watch the advertisements so Dove its way of reaching people is good chosen. On the advertisements there can be placed a reaction directly and some of the results are mentioned below. Some people trust the brand more after the campaign, some people distrust. The distrust comes forth out of the idea that maybe Photoshop and a lot of make-up is used to make the women appear better in front...
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...In marketing, positioning has come to mean the process by which marketers try to create an image or identity in the minds of their target market for its product, brand, or organization. Brand positioning process Effective Brand Positioning is contingent upon identifying and communicating a brand's uniqueness, differentiation and verifiable value. It is important to note that "me too" brand positioning contradicts the notion of differentiation and should be avoided at all costs. This type of copycat brand positioning only works if the business offers its solutions at a significant discount over the other competitor(s). Generally, the brand positioning process involves: Identifying the business's direct competition (could include tertiary players that offer your product/service amongst a larger portfolio of solutions) Understanding how each competitor is positioning their business today (e.g. claiming to be the fastest, cheapest, largest, the #1 provider, etc.) Documenting the provider's own positioning as it exists today (may not exist if startup business) Comparing the company's positioning to its competitors' to identify viable areas for differentiation Developing a distinctive, differentiating and value-based brand positioning statement, key messages and customer value propositions. Product positioning process Generally, the product positioning process involves: Defining the market in which the product or brand will compete (who...
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...3:People who are of mid-level income , they don’t want to perform surgery since expensive and want a substitute with is of same quality but at a more acceptable cost. | Targeting Evaluate market segments and choose the target segment.Market attractiveness criteria (segment size, segment growth, segment profitability etc.):Business strength criteria (resources, skills and competencies etc.):How would you rank the segments based on the market attractiveness and business strength (you are not going to use any sophisticated tools at this stage, simply rely on your experience and understanding): * Highest potential: segment x * Medium potential: segment x * Lowest potential: segment xYour target segment (one of the three): | Positioning Think about how you are going to position your product/service. Are you going to...
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...What do your feet have to do with your eyes? Plenty, when you’re talking about determining your natural point of aim. In short, natural point of aim is the most comfortable position you can assume that allows you to accurately and consistently place your shots in the center of your target. As you can imagine, this is a key concept for any handgun shooter, whether it be for target practice, self-defense or competition. And developing it so you’re always on center mass is simple as a step forward or a step back, as Mark Redl demonstrates in the above video. The member of Colt’s competitive shooting team goes over the basics of determining your natural point of aim and then the process to correct it so you’re always on target. This requires...
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...Develop a market positioning We notice a large number of new world producers that are a threat fort Château Margaux. They come from Australia, South Africa and California. Their strengths are: better marketing, lowercosts, modern production techniques and increasingly good quality. Château Margaux has to reinforce its position if it wants to stay one of the leaders on the prestigious market of wines. China seems to be an alternative to Château Margaux. There is a keen interest in food and wine in China. The consumption of wine is massive and the development of the wine industry could be very promising. Indeed, Paul Pontallier, general manager of Château Margaux, said China is the world's fastest ever growing wine market and the company aims to position Château Margaux at the very top. What we plan is to position Château Margaux as a luxurious wine leader in China. For future, what we expect is that China represents Château Margaux’s second largest market the first next year and may become the first one from the two next years. Moreover, Gao Ming, vice president and Shanghai general manager of Ruder Finn Asia, claims that China is looking for prestige and luxury, that’s why Chinese luxury consumers would appreciate such a prestigious brand. (By: Erica Ng, China – Shanghai, Published: Aug 03, 2010) Château Margaux will keep the high quality and wine characteristics that make its famous reputation. It has to keep its French image, so like this it will be associated to French...
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