How to do a good job in market strategic layout

Marketing strategy is relative to the general means of market competition and belongs to the tactical category. Marketing strategy is the general direction determined for the company to gain market competitive advantage. In today's economic life, the importance of marketing strategy is beyond doubt, but it is not easy to make a suitable marketing strategy according to the market and its own conditions, which requires not only a thorough understanding of the marketing environment, but also a set of correct marketing strategy determination procedures. These steps are as follows: 1. Strategic environment analysis is an important step to determine marketing strategy. Environmental analysis includes four aspects: the company's own situation, market structure and its liquidity, competitors' situation and environmental impact. These four aspects basically summarize various environmental factors that a company must consider when preparing to enter a certain market. The strategic environment analysis made by Daimler-Benz for preparing to enter the European low-priced luxury car market is very typical. 1. Company's own factors. Advantages: The company is a well-known veteran luxury car manufacturer, with the ability and practical experience to successfully develop and sell luxury cars, a strong brand image, extensive resources and a global distribution network. Disadvantages: Mercedes-Benz is a relatively conservative car, more suitable for the elderly; Entering the low-priced market segment will call the sales staff in the high-priced market segment, which will have an impact on the sales of high-priced luxury cars. 2. Market structure and liquidity. Low-priced European luxury cars have a growing and promising market in the United States, and consumers' preference for this market is obvious. In addition, future population data and other environmental change factors are obviously beneficial to this market segment. This market attracts more and more buyers, which gives Mercedes-Benz the opportunity to guide them into its leading high-priced luxury car market. 3. Competitive factors. This market has been occupied by BMW, Volvo, Audi and other manufacturers, among which BMW is the main competitor and has achieved great success in this market. Surprisingly, however, BMW didn't intend to strengthen its market position through product innovation until 1987. This obvious complacency gives Mercedes-Benz the opportunity to enter the market through product innovation and active marketing offensive. 4. Environmental influence forces. Because the American population aged 25-44 will greatly increase from 1980 to 1990, the market of this low-priced luxury car in the United States will expand rapidly. From the above analysis, it can be seen that Mercedes-Benz has favorable conditions to enter the low-priced luxury car market. Because of its strong strength and weak competitiveness, Mercedes-Benz can adopt some traditional competitive means, such as product innovation and good sales service, to win. Later, Mercedes-Benz successfully entered the low-priced luxury car market, and practice proved that their analysis of the strategic environment was correct. Second, the market situation analysis The market situation formed by competitors in different markets is also varied. Before making a strategic choice, it is another very important step to analyze these different market situations to decide under what circumstances you have a comparative advantage. 1. Market development. In a new and developing market, the first company to enter the market will generally be in the position of leader, and other early entrants will also occupy a certain position in the market. For example, the microcomputer software industry started in the 1970s, and Lotus Company founded in 1982 was one of the first companies to enter the market. Therefore, it played a leading role in the industry, and its income reached $283 million by 1986. However, it is worth noting that pioneers in emerging markets may be replaced by competitors in other markets if they cannot maintain their pioneering spirit. On the contrary, if a company has strong capabilities and certain advantages, although it entered the market late, it may also gain the position of market leader, which is exactly the case that Mercedes-Benz entered the low-priced luxury European car market. 2. Market monopoly. Market monopoly refers to the market situation formed by a market leader and two or three major market competitors. A company can gain a monopoly position in the market by early entry into the market, low cost, product advantages, strong marketing ability and providing some special rights for customers. 3. Differentiated advantages. This market situation stems from a company having one or more advantages. Not market leaders, usually some big companies. This situation may occur in any industry, and its advantages are usually obtained through patent protection, special ability and experience, low cost, innovative products, good brand image, product differences, strong sales force or perfect distribution network. More importantly, the advantages a company has are usually the core part of its whole marketing system, and the marketing plan is launched with this advantage. 4. Market choice. Market choice refers to a market situation in which there are many small companies and buyers' needs are different. Because buyers have different preferences for products, they can segment the market. Some powerful big companies disdain to occupy these small markets, which provides opportunities for some small companies with different advantages to enter the market. 5. No advantage. The competitive situation without advantages means that some small companies are in a market where consumers have no preference and products are indistinguishable. According to the market structure and competitors, the competitive situation without advantages will often lead to the deterioration of the company's operating conditions, and even lead to serious business failures. Three. Determination of strategic objectives On the basis of fully analyzing the competitive environment and market situation, the top management of the company must also determine the strategic objectives suitable for this competitive environment and situation. The strategic goal is the expected operating result of the company in every commercial field, and the competitive strategy adopted by the company must serve this goal.