It is a step-by-step process that includes identifying and researching your target audience, understanding your competitive position, branding, messaging, separating your business from the competition, mapping out your marketing mix and more.
Other approaches[ edit ] The choice of competitive strategy often depends on a variety of factors including: Growth strategies[ edit ] Growth of a business is critical for business success.
A firm may grow by developing the market or by developing new products. The Ansoff product market growth matrix illustrates the two broad dimensions for achieving growth.
The Ansoff matrix identifies four specific growth strategies: This is a conservative, low risk approach since the product is already on the established market. This can include modifications to an already existing market which can create a product that has more appeal.
This can include new geographical markets, new distribution channels, and different pricing policies that bring the product price within the competence of new market segments. Diversification is the riskiest area for a business.
This is where a new product is sold to a new market. Another benefit of using this strategy is that it leads to a larger market for merged businesses, and it is easier Marketing and long term goals build good reputations for a business when using this strategy.
A larger business helps the reputation and increases the severity of the punishment. As well as the merge of information after a merge has happened, this increases the knowledge of the business and marketing area they are focused on. The last benefit is more opportunities for deviation to occur in merged businesses rather than independent businesses.
An example of a vertically integrated business could be Apple.
Apple owns all their own software, hardware, designs and operating systems instead of relying on other businesses to supply these. Also by decreasing outside businesses input it will increase the efficient use of inputs into the business. Another benefit of vertical integration is that it improves the exchange of information through the different stages of the production line.
Also if the business is not well organised and fully equipped and prepared the business will struggle using this strategy. There are also competitive disadvantages as well, which include; creates barriers for the business, and loses access to information from suppliers and distributors.
The market leader dominates the market by objective measure of market share. Their overall posture is defensive because they have more to lose. Market leaders may adopt unconventional or unexpected approaches to building growth and their tactical responses are likely to include: The market challenger holds the second highest market share in the category, following closely behind the dominant player.
Their market posture is generally offensive because they have less to lose and more to gain by taking risks. They will compete head to head with the market leader in an effort to grow market share.
Their overall strategy is to gain market share through product, packaging and service innovations; new market development and redefinition of the to broaden its scope and their position within it.
Followers are generally content to play second fiddle. Their market posture is typically neutral.
Their strategy is to maintain their market position by maintaining existing customers and capturing a fair share of any new segments. They tend to maintain profits by controlling costs. The market nicher occupies a small niche in the market in order to avoid head to head competition.
Their objective is to build strong ties with the customer base and develop strong loyalty with existing customers.
Their market posture is generally neutral. Their strategy is to develop and build the segment and protect it from erosion. Tactically, nichers are likely to improve the product or service offering, leverage cross-selling opportunities, offer value for money and build relationships through superior after sales service, service quality and other related value adding activities.
As the speed of change in the marketing environment quickens, time horizons are becoming shorter. Nevertheless, most firms carry out strategic planning every 3- 5 years and treat the process as a means of checking whether the company is on track to achieve its vision and mission.
Strategies are broad in their scope in order to enable a firm to react to unforeseen developments while trying to keep focused on a specific pathway.
In addition, firms can conduct analyses of performance, customer analysis, competitor analysisand target market analysis. Market entry strategy Marketing strategies may differ depending on the unique situation of the individual business.
According to Lieberman and Montgomery, every entrant into a market — whether it is new or not — is classified under a Market Pioneer, Close Follower or a Late follower  [ not in citation given ] Pioneers[ edit ] Market pioneers are known to often open a new market to consumers based off a major innovation.
Preemption of Assets can help gain an advantage through acquiring scarce assets within a certain market, allowing the first-mover to be able to have control of existing assets rather than those that are created through new technology.To ensure you meet your social media goals, it's important to know what metrics you want to follow.
Long Term Goals (5 years) Competitive strategies are an example of longer term goals and are focused on how the company will compete within its industry. Competitive strategic objectives are meant to guide the company in a direction that will improve its competitive advantage over its competition.
As the name suggests, Long-Term Goals are the goals set for a longer period of time say 4 to 5 years or more. On the contrary side, Short-Term Goals are the goals set for a short period of time say 1 year. Your company's goals will only be effective if you have a clear vision of what you want to achieve--and how.
Even marketing superheroes like Rand Fishkin have trouble maintaining laser focus on their goals (phew).
Approach each new marketing goal with as much data and information as possible. Make sure your short-term goals always support your long-term prospects.
Exercise aimed at formulating a long-term plan, to meet future needs estimated usually by extrapolation of present or known needs. It begins with the current status and charts out a path to the projected status, and generally includes short-term (operational or tactical plans) for achieving interim goals.