MARKETING

Marketing



Table Of Content

CORE SECTION - COMPULSORY4

SME SEGMENTATION STRATEGY AND THE IMPACT OF CHANGES IN THE MARKETING ENVIRONMENT4

Segmentation4

Targeting5

Positioning strategy6

CHOSEN ORGANISATION: SEGMENTATION, TARGETING AND POSITIONING STRATEGY IN PIZZA HOME DILIVERY'S8

Marketing problems9

Strategies10

MARCO AND MICRO ANALYSIS12

PEST analysis13

Porter's Five Forces - A Model For Industry Analysis14

SWOT analysis18

Conclusion21

ELECTIVE SECTION23

TASK TWO: NEW PRODUCT DEVELOPMENT (NPD) AND PRICING POLICIES23

Product23

Implementation23

Promotion24

THE MARKETING MIX FOR PIZZA HOME DILIVERY'S:24

Probabilistic Strategy:25

Key elements:25

The Behavioural Perspective:26

Key Features:26

The competitive environment27

Consumer trends28

Conclusion30

TASK THREE: MARKETING PLANNING IN AN ORGANISATIONAL AND WIDER MARKETING CONTEXT30

Challenges confronting Marketing Planning practitioners33

Marketing planning can make to competitiveness of a company37

Conclusion38

REFERENCES39

Marketing

CORE SECTION - COMPULSORY

SME Segmentation Strategy and the Impact of Changes in the Marketing Environment

Segmentation

Products can be designed and marketed so as to have a more or less general appeal to most members of a market. However, customers have varying wants and needs and firms are likely to achieve a greater competitive advantage by producing a number of different offerings to meet the needs of specific segments. Attention is given to procedures for identifying market segments, choosing the best market segments in which to operate and deciding the strategy to effect in entering market segments.

Segmentation is marketing management techniques which can help firms find ways of establishing a competitive advantage. A market segment is a section of a market which possesses one or more unique features that both give it an identity and set it apart from other segments. Market segmentation amounts to partitioning a market into a number of distinct sections, using criteria which reflect different and distinctive purchasing motives and behaviour of customers. Segmentation makes it easier for firms to produce goods or services that fit closely with what people want (Thompson & Strickland, 2003, 25-87).

Targeting

To target the users, the financial appeal of all segments should be assessed and segments which have the greatest appeal should be selected for targeting. The selection criteria should take account of the relative financial attractiveness of the segments and the organisation's capability to exploit them.

Business marketers must select from the alternative market segments one or more groups to target for marketing activity. Each of the individual segments must be evaluated on its own merits and in conjunction with the capabilities and environmental situation surrounding the firm. This evaluation recognizes that the options are unique and have varying degrees of attractiveness to your firm. Although several submarkets may seem to be worthwhile for targeting, companies must analyze and balance a multiplicity of tangible and intangible factors in their market selection decisions. This includes customer needs, corporate objectives, the internal environment (in particular, financial and other resources), the external environment, and an overall assessment of opportunities versus problems. Measuring segment potential helps business marketers in determining which segment(s) to pursue. As Table 8.1 shows, criteria tor choosing targets can be qualitative or quantitative. While MBA-trained managers tend to prefer the latter to base decisions on, numbers can be misleading. While multipage spreadsheets "look good (Sandhusen, 2000, 32-47)." frequently the sales forecasts or profit projections are based on incomplete data, questionable assumptions, or flawed research ...