marketing strategy  A marketing strategy 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

 A publishing 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."marketing plan

 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.advertising channel marketinginternet marketing promotionpublic relations

Strategic models  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.3Cs Ansoff Matrix marketing mix4Ps

 Marketing in Practice  The Consumer-Centric Business  There are a many companies especially those in the Consumer Package Goods (CPG) market that adopt the theory of running their business centred 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 behaviours) on their target Consumers, Shoppers and retail partners. These Growth Opportunites emerge from changes in market trends, segment dynamics changing and also internal brand or operational business challenges.The Marketing team can then prioritise these Growth Opportunites and begin to develop strategies to exploit the opportunities that could include new or adapted products, services as well as changes to the 4Ps.

 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.

Marketing strategies Introduction stage

 Profits ： negative or low  Prices: high  Costs: high ◆ Reasons: 1. Informing potential consumers 2. Inducing product trial 3. Securing distribution in retail outlets

 The Pioneer Advantage First-mover advantages ◆ Those products that came out six months late but on budget earned an average of 33% less profit in the first five years ◆ Products that came out on time but 50% over budget cut their profits by only 4%. e.g. Amazon. com; Campbell, Coca-Cola, Xerox

 The Competitive Cycle ◆ sole supplier, ◆ competitive penetration ◆ share stability ◆ commodity competition ◆ withdrawal

Marketing strategies: Growth stage  Marketing Strategies: ◆ Improve product quality and add new product features and improved styling ◆ Add new models and flanker products ◆ Enter new market segments ◆ Increase distribution coverage and enter new distribution channels ◆ Shift from product-awareness advertising to product-preference advertising ◆ Lower prices to attract next layer of price-sensitive buyers

Case ：  Starbucks Coffee ◆ Flank defenses strategy 1. Trying to push out innovative non- coffee-related products, such as Tiazzi and ice cream 2. Selling its premium beans in supermarket 3. Getting into the restaurant business

Marketing Strategies: Maturity Stage  Three phases in maturity stage: ◆ Growth phase: the sales growth rate starts to decline ◆ Stable phase: sales flatten on a per capita basis ◆ Decaying phase: the absolute level of sales starts to decline

Marketing Strategies: Maturity Stage  Market Modification Volume = number of brand users × usage rate per user ◆ Expand number of brand users by: 1. Converting nonusers 2. Entering new market segments 3. Winning competitors’ customers ◆ Convince current users to increase usage by: 1. Using the product on more occasions 2. Using more of the product on each occasion 3. Using the product in new ways

Marketing Strategies: Maturity Stage  Product Modification ◆ Quality improvement Becoming “stronger”, “bigger” and “better” ◆ Feature improvement. Adding the new features such as size, weight, materials, additives and accessories to expand the product's versatility, safety or convenience.

Case: The Failure of the New Coke  Battered by competition from the sweeter Pepsi-Cola, Coca-Cola decided in 1985 to replace its old formula with a sweeter variation, dubbed the New Coke. Coca- Cola spent $4 million on market research. Blind taste tests showed that Coke drinkers preferred the new, sweeter formula, but the launch of New Coke provoked a national uproar. Market researchers had measured the taste but had failed to measure the emotional attachment consumers had to Coca-Cola. There were angry letters, formal protests, and even lawsuit threats, to force the retention of "The Real Thing." Ten weeks later, the company withdrew New Coke and reintroduced its century-old formula as "Classic Coke," giving the old formula even stronger status in the marketplace.

Marketing Strategies: Maturity Stage  Marketing － Mix Modification ◆ Prices ◆ Distribution ◆ Advertising ◆ Sales promotion ◆ Personal selling ◆ Services

Marketing strategies: Decline stage ◆ Increase firm’s investment (to dominate the market and strengthen its competitive position) ◆ Maintain the firm’s investment level until the uncertainties about the industry are resolved.

◆ Decrease the firm’s investment level selectively by dropping unprofitable customer groups, while simultaneously strengthening the firm’s investment in lucrative niches ◆ Harvesting (“milking”) the firm’s investment to recover cash quickly ◆ Divesting the business quickly by disposing of its assets as advantageously as possible

ⅰ Translate the following  1. 市场营销管理 2. 市场营销计划 3. 市场营销方案 4. 市场营销控制  5. 市场领导者 6. 市场挑战者  7. 市场追随者 8. 市场补缺者  9. 产品生命周期 10. 个别品牌  11. 决定因素 12. 销售代表  13. 规模经济 14. 分销渠道  15. 价值定价法

Answers  1 （ marketing management ） 2 （ marketing planning ） 3 （ marketing program ） 4 （ marketing controlling ）  5 （ market leader ） 6 （ market challenger ） 7 （ market follower ） 8 （ market nicher ）  9 （ product life cycle ） 10 (individual brand )  11 (determining factors) 12 (sale rep) 13 (economies of scale) 14(distribution channel ） 15 （ value pricing ）