Marketing strategy of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso

Posted by Zander Henry on Aug-22-2018

1. The vision of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso

The vision of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso is to be the leading quality service and product provider for customers. Being the best and the leading player means that Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso marketing strategy and operations focus on:

• Providing high quality of products and services
• Providing value to customers
• Concentrate on building customer experience

2. The mission of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso

Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso marketing strategy is grounded in its mission. The mission for Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso is to be the favorite brand of the customers. This mission is essential for the marketing strategy of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso as it focuses on all operations and marketing activities in the direction of:

• Consumer centrism
• Using research to understand and influence consumers

3. Brand Equity of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso

Understanding and knowing the brand equity is vital for directing and giving meaning to the marketing strategy of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso. The knowledge of brand equity will help in shaping Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso marketing strategy effectively – thereby facilitating the growth of business for Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso.

3.1. Brand awareness

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has high brand awareness because of international operations
• The company focuses on higher budget allocation in the country of origin
• Each market for Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has modified marketing and strategic directives and plans

3.2. Brand association

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso is directly associated with the brand name and product category
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has a broad product portfolio
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso is associated with promising and delivering quality and innovative products
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso is also associated with excellent customer service

3.3. Brand loyalty

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has been successful at gaining high consumer loyalty because of unique and influential marketing strategy
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has a global customer base
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso keeps adding value addition to the products and product portfolio to keep consumers engaged

3.4. Brand asset

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has a substantial brand value
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso also enjoys the high financial worth
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso focuses on building a reliable and robust employee base

3.5. Brand element

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso uses the brand element as a means of competitive advantage
• Uses adaptability in product, services, and marketing to meet different cultural demands

4. Situational Analysis of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso

The situational analysis will help in developing the marketing strategy of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso by conducting a thorough market analysis. This market analysis will aid in understanding the compatibility between external opportunities and other factors, and internal strengths – to be used to maximize the marketing influence of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso.

4.1. SWOT

4.1.1. Strengths

Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso marketing strategy can benefit from the following internal advantages:

• Strong brand image
• Global distribution network
• Investment in market research
• Innovation

4.1.2. Weakness

Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso faces challenges in marketing strategy because of the following weakness:

• Slow organizational processes
• High product prices

4.1.3. Opportunity

Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has the following possibilities of business growth:

• Green lifestyles
• Regional expansion
• Diversification

4.1.4. Threats

Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso faces business threats because of the following factors:

• Increased competition
• Increased imitation

4.2. PESTEL

4.2.1. Political

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso operates I markets with political stability
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has funding support from the government for small businesses

4.2.2. Economic

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso enjoys high sales because of higher GDP
• Lower interest rates make business expansion and loaning easier for Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso
• Low inflation strengthens the financial position of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso

4.2.3. Social

• Higher education and awareness increases sales of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso predict
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso focuses on understanding consumers and fulfilling their demands through its offerings

4.2.4. Environmental

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has an active CSR program
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso ensures environmental safety in all its operations

4.2.5. Legal

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso is aware of local and global laws of business and human resource management
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso abides by all statutes – especially labour law, discrimination law, and employee safety laws

4.3. Porter’s Five Forces

4.3.1. Threat of substitutes

• High risk of replacements
• Substitutes offer similar products at low prices

4.3.2. The threat of new entrants

• New entrants need high financial investment
• New entrants need updated technology for keeping par with industry progress

4.3.3. Bargaining power of buyers

• Sales made to end consumer directly
• Stocking of products at retailers, as well as own-controlled retail outlets

4.3.4. Bargaining power of suppliers

• Multiple suppliers of raw materials
• Suppliers are chosen after careful inspection, and through contracts

4.3.5. Industry rivalry

• High industry rivalry
• Players offer similar products
• Players compete through marketing to influence consumers

5. Marketing Objectives for Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso: The Marketing Strategy of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso

Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso marketing strategy has the following objectives for the current financial year:

5.1. Increased market penetration

• Increase top of mind recall for Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso brand and products by 30%
• Increase sales for Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso by 40% by the third quarter of the financial year
• Achieve a trial rate for new products of 10% during the first quarter of the launch
• Increase consumption rate of existing products by 45% during the current financial year

5.2. Enhanced brand recognition

• Increase top of mind recall by 65% during the current fiscal year
• Increase brand recognition by 80% during the first two quarters of the current financial year

5.3. Increased use of digital marketing

• Acquire 25,000 new online customers during the financial year
• Increase website traffic through using blogging and email tactics effectively by 505 during the first two quarters of the year
• Acquire 65,000 likes on the official Facebook page of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso during the first quarter of the financial year

5.4. Retail Growth

• Contract with five more leading supermarkets in the first quarter of the year to stock product at eye level shelving
• Contract with two leading online retail sites – eBay and Amazon – to stock our products, and increase accessibility for consumers globally by the second quarter of the financial year

6. Segmentation of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso

Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso marketing strategy uses different means of segmentation to reach an increase in market penetration.

6.1. Demographic segmentation

6.1.1. Age

Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has consumers of age groups

• 20-45 years
• 45-60 years

6.1.2. Gender

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has a broad product portfolio for both males and females

6.1.3. Life-cycle stage

Consumers for Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso, according to the marketing strategy, are in the following various life cycle stages:

• Single students
• Single graduates
• Single people living at home/not living at home
• Young couples without children
• Married couples with one to four children – all at home
• Married couples with one or two children in college
• Old married couples with an empty nest

6.1.4. Occupation

The marketing strategy devises the following occupations for Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso consumers:

• Professionals
• Students
• House makers

6.2. Psychographic segmentation

6.2.1. Social class

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso focuses on segments of middle-upper and upper social classes

6.2.2. Lifestyle

Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso consumer segments have the following lifestyle characteristics:

• They aspire towards a better and higher living standard
• They want to be successful – professionally and socially
• They are not hesitant to try new things, products and services in life
• They are confident in their behaviour and attitude
• They are mainstreamers in their fields

6.3. Geographic segmentation

6.3.1. Region

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has operations spread across the western developed countries such as America, the united kingdom, and the Netherlands
• It also has operations in emerging markets such as Brazil, India, and China

6.3.2. Density

• The focus of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso remains on the urban part of the population

6.4. Behavioural segmentation

6.4.1. Personality

The marketing strategy defines personality characteristics for the consumers of the brand of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso, such as:

• Determined
• Confident
• Ambitious
• Hardworking

6.4.2. Usage frequency

• The consumer segments for Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso are regular and frequent users of the product

6.4.3. Benefits sought

• Consumers seek functional benefits
• The focus, however, is more on the emotional benefits reaped from the consumption of the brand

6.4.4. Degree of loyalty

• Consumers are very loyal
• Have an emotional attachment with the brand

7. Targeting of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso Positioning of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso

The marketing strategy of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso targets consumer groups based on segmentation as follows:

7.1. Target market

• The target market for Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso is from middle to upper class
• The target market is ambitious and desires to purchase high-end consumer products
• This target market also seeks affordability
• To meet target market expectations, the Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso focuses on quality control

7.2. Mass marketing

• The marketing strategy of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso focuses on mass marketing
• This also requires unique marketing designs and product promotion programs
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso makes use of one strategy to influence all segments

7.3. Undifferentiated marketing strategy

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso does not differentiate between market segments
• It uses a single marketing strategy to target all segments and consumer groups
• Based on this, Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso also created the marketing mix under the marketing strategy as a singular one for the whole market – regardless of the segmentation divides.

7.4. Focus on quality

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has created, developed, and maintained a brand that satisfies all consumers under the undifferentiated marketing strategy and mass marketing
• No compromise on quality has been made in the broad product portfolio
• To ensure the influence of a single marketing strategy, the Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has also adopted a consumer-centric approach in its overall marketing strategy and operations as well
• This was used for targeting strategy as well as for maintaining growth

8. Company Competitive Advantage in the marketing strategy of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso

The marketing strategy of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso stands out from the clutter and competition. Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has also achieved a sustainable competitive advantage in its marketing strategy. This is because of the following factors that Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has utilized:

8.1. Cost-effectiveness

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso focuses on reaching consumers effectively rather than grandeur
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso focuses on developing an integrated marketing approach
• The use of digital marketing efficiently and expertly has helped the company reach a wider audience at a lower cost
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has in-house copywriters for marketing campaigns which also helps in controlling costs
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso also focuses efforts on ground activities – which are less expensive than commercial marketing tactics

8.2. Innovation

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has stayed updated with latest developments in marketing research and marketing knowledge
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso makes use of new and innovative tactics to reach its target consumers
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso also employs top of the field marketers to facilitate its marketing strategy and promotional campaigns
• Each marketing campaign launched by Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso is effective catchier and more influential than the previous one

8.3. Strong market research and consumer understanding grounded

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso marketing strategy is strongly grounded in consumer and market research
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso makes informed marketing campaigns and goals based on consumers’ behavioural feedback
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso also incorporates consumer feedback in its marketing strategy
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso marketing strategy is based on market trends, and consumer needs and wants

8.4. Making effective use of emotional appeals

• Consumers’ emotional needs strongly influence all marketing objectives and marketing goals set by Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso
• In addition to fulfilling functional needs, Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso also tries to fulfil the emotional and psychological needs of the consumer
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso tries to build a strong emotional bond with the consumer, which also results in high consumer loyalty

9. Distribution Strategy of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso

Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso marketing strategy highlights the use of the following distribution strategy to maximize reach and accessibility for consumers.

9.1. Intensive distribution strategy

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso makes use of intensive distribution strategy because it is mass marketing
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso’s marketing strategy is based on undifferentiated segments, and thus an intensive distribution strategy allows high penetration and reaches in the overall market
• With the use of the intensive distribution, Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso tries to maximise its coverage of the markets where it's present
• For achieving the intensive strategy, the company uses hardcore 360-degree integrated marketing strategy and campaign to reach all consumers, across all segments in the market.

9.2. Direct distribution strategy

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso uses direct distribution country of origin as well as in locations where it has subsidiary operations
• The Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso also makes use of modern retailing channels
• Also, Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso makes use of e-commerce and makes a sale through online retailers, as well as through the company website
• Direct distributions have allowed Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso to increase market penetration and accessibility for consumers

9.3. Indirect distribution strategy

• This strategy is largely used for offshore operations where the Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso does not have a subsidiary
• In these offshore locations, Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso largely works through the export model
• This makes use of several intermediaries in between, before the product by Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso reaches the target consumers
• Intermediaries for Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso include not only the end retail outlets, but also sales agents, retail agents, and distribution agents in offshore locations

9.4. Selective distribution strategy

• For some products of its portfolio which are premium in nature, Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso makes use of selective distribution channel
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has maintained a few outlets in the country of origin, and in selected offshore markets for these products
• These placements and locations are chosen based on the niche market that Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has for its premium products
• These locations, placements, and marketing strategy helps make the company’s product selectively, but readily accessible for its niche target audience

10. Competition Analysis in the marketing strategy of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso

The industry in which Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso operates is very responsive to market and consumer trends. Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso, therefore, needs to be vigilant in its market strategy towards competition – to make sure that it maintains its competitive advantage.

10.1. Strategic Group Analysis

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso competes with direct and close competition based on quality and price
• Consumers choose between different companies from the industry based on their functional offering
• Consumers have progressively evolved to strengthen loyalty and form an emotional bond with products that they consume
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso also competes, thereby, with close competition for building stronger brand image, increasing consume loyalty, and for forming strong emotional ties with the consumer

10.2. Industry rivalry

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso experiences high industry rivalry
• The barriers to entry for the industry are low, and new entrants gain easy access in the industry
• The number of local as well as global players is increasing

11. Marketing mix of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso

The marketing mix for Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso as per the marketing strategy is the following:

11.1. Product

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has a broad product portfolio
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso provides mass marketed products for all segments across the market undifferentiated
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso also provides some selected, premium products to niche customer groups
• All products in the portfolio consistently maintain high quality
• All products are tailored to meet consumer specifications, demands and needs across different regional markets
• The Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso maintains a high focus on innovation in products and introduces new products frequently to keep the consumers engaged

11.2. Place

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso wants to have a close, emotional and personal relationship with its consumers
• The company maintains high control in its distribution strategies – especially through direct distribution strategy
• The company has a presence in leading supermarkets
• The Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso also has company-operated stores in malls, and otherwise to make products accessible to consumers easily
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso also makes use of e-commerce to increase penetration and sales

11.3. Price

• The Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso prices its products so that its target consumers can afford it easily
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso uses relative pricing strategy for its products
• The price of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso’s products include not only the high quality raw materials and value additions but also the enhanced customer experience they deliver
• The company’s pricing strategy allows it to enjoy stable revenue and profit growth

11.4. Promotion

• The Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has a high budget allocated towards marketing activities
• The Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso invests substantially in digital marketing activities to reap high and effective results
• Use of digital marketing has also allowed Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso marketing strategy to cap costs and expenses
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso also takes part in direct consumer engagement through on-ground activities where the company initiates trials
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso also invests in traditional media channels to reach maximum consumers in the market

11.5. People

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso has a large workforce across different companies
• This workforce is continually trained to become experts in their respective fields of operations
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso hires without discrimination
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso ensures that its employees remain motivated through building an inspirational and creative organizational culture
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso focuses on also building and maintaining organizational commitment and loyalty in its employees

11.6. Process

• All activities at Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso - from raw material procurement to the final sale to the end consumer - undergo systematic processes
• The processes at Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso are well defined, and well communicated to all employees
• All employees are trained to follow the processes internally to ensure consistently high quality as well as timely production and deliveries
• The systematic processes also ensure a smooth running of operations at the Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso

11.7. Physical evidence

• The physical evidence for Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso includes the company logo, company store designs, and the product packaging
• Satisfied and excited customers in the retail spaces of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso, as well as during product consumption create a bubbling and an inviting atmosphere
• The e-commerce website for retail by Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso is also designed with a friendly customer interface to allow maximum interaction with the brand
• The store designs created by Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso for its retail space allow consumers maximum interaction with the products directly.

12. Promotional tactics for the marketing strategy of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso

12.1. Digital marketing

• The company uses social media for reaching consumers effectively
• The Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso interacts with the consumers directly, and engages with them, answers their queries and takes their feedback
• The company also shares information and build relationships with consumers through digital marketing
• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso also makes use of blogging, emails, and content creations as a means of digital marketing

12.2. Conventional marketing

• The company uses a 360-degree approach in its marketing strategy
• This means that the company makes use of traditional marketing channels as well – such as TV, magazine adverts, and out of house placements

12.3. Influencers

• For direct, on-ground engagement, the company uses influencers
• Influencers interact with consumers directly, or through their channels of communication as a means of content creation and endorsing the Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso brand

13. Monitoring and evaluation of the marketing strategy of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso

13.1. Changes in sales

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso regularly tracks its sales to identify the effectiveness of its marketing strategy
• Increase in sales reflect the success of marketing strategy of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso
• Sometimes, Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso experiences increase ins ae after some time of the launch of the marketing promotions

13.2. Surveys and focus groups

• Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso frequently conducts focus groups and surveys to identify its brand worth
• These methods also help the company identify brand value, brand recall, and brand recognition
• Focus groups allow Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso to gather feedback on its marketing strategy and helps it understand consumers better

13.3. ROI

• Effectiveness of marketing strategy of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso can also be seen through the revenue and profit growth
• Return on investment allows Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso to effective gauge the effect and influence of the marketing strategy, and measure its success

13.4. Attainment of marketing objectives

• All marketing objectives set by Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso are SMART
• The quantitative set against each of the marketing objective can facilitate attainment evaluation for the overall marketing strategy
• Successful and timely attainment of these marketing objectives highlight the success of the marketing strategy of Alliances That Build Alliances McKinsey-Ashoka and the Fundacion Compromiso