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 procedures are, in turn:
First, the strategic environment analysis
Analyzing the strategic environment is an important step to determine the 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 luxury European 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 conditions 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 based on 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.
Third, the 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. Generally speaking, strategic objectives can be roughly divided into two types:
1. Market position.
The main function of this strategic goal is to maintain the existing market position, increase market share, regain the lost market position or enter a new market to occupy a certain market share. Mercedes-Benz's strategic goal belongs to the last situation. Coca-Cola Company launched the "New Coke" beverage on 1985, with the main purpose of regaining the market occupied by Pepsi in previous years.
2. Operating conditions.
This strategic goal is mainly to improve the company's operating conditions, maintain the existing operating level or make the operating conditions better. Its main content is to use various financial indicators to supervise the company's business behavior, including profit rate, real estate yield and return on net assets. Generally speaking, this strategic goal should be the first choice if the company is in financial trouble or for short-term survival.
Fourth, the choice of marketing strategy.
After determining the company's strategic objectives, we can choose marketing strategies according to market conditions and our own conditions. This is the last step before any company decides how to enter the market and take practical action.
1. New product strategy.
Any product has a product life cycle, forcing enterprises to constantly introduce new products or improve products. Mercedes-Benz has successfully entered the market and defeated its competitors by introducing novel, elegant and fully functional low-priced luxury cars. 1986, Ford motor company introduced the advanced "Taurus&Sable" production line, which made Ford gain certain advantages in the world automobile market.
2. Market segmentation positioning strategy.
It is impossible for any company to have advantages in all kinds of markets in business, especially for small companies to choose one or several target market segments and strive to have advantages in this market.
3. Marketing plan positioning strategy.
This positioning strategy refers to how to let customers see similar products of various brands in the market. Because customers' buying behavior is often influenced by the marketing plans of companies in the same market, companies should establish their own good brand image through their own marketing plans and make it penetrate into customers' minds.
Before entering a specific target market, the company will set a position for itself, which can be achieved by using different strategic measures such as product, distribution, price and promotion. Brand image is the most important content for a company to determine its market positioning.
4. Improve efficiency.
Improving marketing flexibility and efficiency is another important strategic choice to gain market competitive advantage. Efficiency can usually be obtained from two aspects: on the one hand, output can be increased at a given cost level; On the other hand, it can reduce the cost while obtaining the same output. For example, through telecom network marketing, sales expenses can be greatly reduced.
5. Develop special advantages.
A company may have important strategic advantages over its competitors, and it has occupied an important position in the market. However, in order to maintain its existing advantages, it must continue to innovate and explore, otherwise, other companies can enter the market through active marketing methods and advanced products, and may crowd out the original companies.
6. Acquisition, merger and association.
Under some non-dominant market conditions, combining two or more companies through mergers and acquisitions can greatly strengthen their own strength, generate economies of scale and gain competitive advantages. For example, Texas Airlines became the largest airline in the United States by acquiring American Intercontinental Airlines, Eastern Airlines and new york Airlines.
7. quit.
In the current business competition, many companies quit some stable markets because of lack of market opportunities or poor management. When some companies can't gain competitive advantage in the selected market, it is a wise choice to see the situation clearly, withdraw from the market as soon as possible and explore in other markets.