INTERNATIONAL AND STRATEGIC MARKETING

International and Strategic Marketing

International and Strategic Marketing

Introduction

Entering in any new international market as a market challenger is a very difficult job. But with the help of carefully chosen options of Strategic marketing Attack, this difficulty can turn into an opportunity of having Financial success. Making a decision on positioning needs the fortitude of a context—by recognizing the nature of the competition & the target market. And the ideal points-of-difference and points-of-parity brand groups. To establish the accurate competitive situation, marketers have to appreciate the behavior of consumer and how customers make choices of brand. Points-of-parity are groups not essentially exclusive to the brand but possibly divided by other brands. Points-of-difference are groups exclusive to the brand that are also well evaluated and powerfully held by consumers. Category point-of-parity groups are those seen by consumers as essential to a credible and legitimate offer within a organizations category. Competitive point-of-parity groups are groups planned to contradict the competitors' points-of-difference.

The market offering could be distinguished along 05 dimensions: Services (delivery, order ease, customer training, installation, maintenance, customer consulting, and repair, various services); product (features, style, form, conformance quality, performance quality, reliability, design, durability, repairability); and channel, personnel, or image (media, events, symbols, and atmosphere). A company's adjoining competitors are those looking for pleasing the same needs and customers and making related offeringss. Companies must also look for hidden competitors who can put new or other ways forward to assure the same requirements. A company must recognize competitors by using both market-based and industry analysis. This paper examines the strategic attack options as the company is planning to enter a new international market as a market challenger.

Discussion

Financial achievements rely on strong marketing aptitude. Accounting, Operations, Finance, and other company roles will not actually be important if there is not enough requirement for services and goods so the company could produce revenue. There has to be a top line for there to be a bottom line. Marketing is complicated, though, and it has been a crucial weakness of many previously well-off companies. Big, renowned businesses such as Levi's, Sears, Kodak, Xerox, and General Motors have dealt with recently powerful new competitors and customers, and have got to have second thoughts about their business models. Yet market leaders such as Intel, Nike, Wal-Mart, and Microsoft know that they could not slow down. The companies are at maximum danger if they cannot cautiously observe their competitors and customers and to constantly advance their offers. They possess a sales-driven and temporary view of their company and, in the end, they get failed to please their employees, their stockholders, their channel partners and their suppliers. Clever marketing is an endless hunt and could have many shapes. (Cooper 2008, 12-30)

Strategic Attack Options

We as a market challenger have to at first describe its tactical objective; most challengers plan to augment their market-share. Then we have to make a decision on whom to attack. To attack the global market leader is a great-danger but perhaps high-give-back ...