Marketing strategy of Napster and MP3 Redefining the Music Industry

Posted by Zander Henry on Aug-22-2018

1. The vision of Napster and MP3 Redefining the Music Industry

The vision of Napster and MP3 Redefining the Music Industry is to be the leading quality service and product provider for customers. Being the best and the leading player means that Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry

Napster and MP3 Redefining the Music Industry marketing strategy is grounded in its mission. The mission for Napster and MP3 Redefining the Music Industry is to be the favorite brand of the customers. This mission is essential for the marketing strategy of Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry

Understanding and knowing the brand equity is vital for directing and giving meaning to the marketing strategy of Napster and MP3 Redefining the Music Industry. The knowledge of brand equity will help in shaping Napster and MP3 Redefining the Music Industry marketing strategy effectively – thereby facilitating the growth of business for Napster and MP3 Redefining the Music Industry.

3.1. Brand awareness

• Napster and MP3 Redefining the Music Industry has high brand awareness because of international operations
• The company focuses on higher budget allocation in the country of origin
• Each market for Napster and MP3 Redefining the Music Industry has modified marketing and strategic directives and plans

3.2. Brand association

• Napster and MP3 Redefining the Music Industry is directly associated with the brand name and product category
• Napster and MP3 Redefining the Music Industry has a broad product portfolio
• Napster and MP3 Redefining the Music Industry is associated with promising and delivering quality and innovative products
• Napster and MP3 Redefining the Music Industry is also associated with excellent customer service

3.3. Brand loyalty

• Napster and MP3 Redefining the Music Industry has been successful at gaining high consumer loyalty because of unique and influential marketing strategy
• Napster and MP3 Redefining the Music Industry has a global customer base
• Napster and MP3 Redefining the Music Industry keeps adding value addition to the products and product portfolio to keep consumers engaged

3.4. Brand asset

• Napster and MP3 Redefining the Music Industry has a substantial brand value
• Napster and MP3 Redefining the Music Industry also enjoys the high financial worth
• Napster and MP3 Redefining the Music Industry focuses on building a reliable and robust employee base

3.5. Brand element

• Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry

The situational analysis will help in developing the marketing strategy of Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry.

4.1. SWOT

4.1.1. Strengths

Napster and MP3 Redefining the Music Industry marketing strategy can benefit from the following internal advantages:

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

4.1.2. Weakness

Napster and MP3 Redefining the Music Industry faces challenges in marketing strategy because of the following weakness:

• Slow organizational processes
• High product prices

4.1.3. Opportunity

Napster and MP3 Redefining the Music Industry has the following possibilities of business growth:

• Green lifestyles
• Regional expansion
• Diversification

4.1.4. Threats

Napster and MP3 Redefining the Music Industry faces business threats because of the following factors:

• Increased competition
• Increased imitation

4.2. PESTEL

4.2.1. Political

• Napster and MP3 Redefining the Music Industry operates I markets with political stability
• Napster and MP3 Redefining the Music Industry has funding support from the government for small businesses

4.2.2. Economic

• Napster and MP3 Redefining the Music Industry enjoys high sales because of higher GDP
• Lower interest rates make business expansion and loaning easier for Napster and MP3 Redefining the Music Industry
• Low inflation strengthens the financial position of Napster and MP3 Redefining the Music Industry

4.2.3. Social

• Higher education and awareness increases sales of Napster and MP3 Redefining the Music Industry predict
• Napster and MP3 Redefining the Music Industry focuses on understanding consumers and fulfilling their demands through its offerings

4.2.4. Environmental

• Napster and MP3 Redefining the Music Industry has an active CSR program
• Napster and MP3 Redefining the Music Industry ensures environmental safety in all its operations

4.2.5. Legal

• Napster and MP3 Redefining the Music Industry is aware of local and global laws of business and human resource management
• Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry: The Marketing Strategy of Napster and MP3 Redefining the Music Industry

Napster and MP3 Redefining the Music Industry marketing strategy has the following objectives for the current financial year:

5.1. Increased market penetration

• Increase top of mind recall for Napster and MP3 Redefining the Music Industry brand and products by 30%
• Increase sales for Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry

Napster and MP3 Redefining the Music Industry marketing strategy uses different means of segmentation to reach an increase in market penetration.

6.1. Demographic segmentation

6.1.1. Age

Napster and MP3 Redefining the Music Industry has consumers of age groups

• 20-45 years
• 45-60 years

6.1.2. Gender

• Napster and MP3 Redefining the Music Industry has a broad product portfolio for both males and females

6.1.3. Life-cycle stage

Consumers for Napster and MP3 Redefining the Music Industry, 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 Napster and MP3 Redefining the Music Industry consumers:

• Professionals
• Students
• House makers

6.2. Psychographic segmentation

6.2.1. Social class

• Napster and MP3 Redefining the Music Industry focuses on segments of middle-upper and upper social classes

6.2.2. Lifestyle

Napster and MP3 Redefining the Music Industry 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

• Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry, such as:

• Determined
• Confident
• Ambitious
• Hardworking

6.4.2. Usage frequency

• The consumer segments for Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry Positioning of Napster and MP3 Redefining the Music Industry

The marketing strategy of Napster and MP3 Redefining the Music Industry targets consumer groups based on segmentation as follows:

7.1. Target market

• The target market for Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry focuses on quality control

7.2. Mass marketing

• The marketing strategy of Napster and MP3 Redefining the Music Industry focuses on mass marketing
• This also requires unique marketing designs and product promotion programs
• Napster and MP3 Redefining the Music Industry makes use of one strategy to influence all segments

7.3. Undifferentiated marketing strategy

• Napster and MP3 Redefining the Music Industry does not differentiate between market segments
• It uses a single marketing strategy to target all segments and consumer groups
• Based on this, Napster and MP3 Redefining the Music Industry 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

• Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry

The marketing strategy of Napster and MP3 Redefining the Music Industry stands out from the clutter and competition. Napster and MP3 Redefining the Music Industry has also achieved a sustainable competitive advantage in its marketing strategy. This is because of the following factors that Napster and MP3 Redefining the Music Industry has utilized:

8.1. Cost-effectiveness

• Napster and MP3 Redefining the Music Industry focuses on reaching consumers effectively rather than grandeur
• Napster and MP3 Redefining the Music Industry 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
• Napster and MP3 Redefining the Music Industry has in-house copywriters for marketing campaigns which also helps in controlling costs
• Napster and MP3 Redefining the Music Industry also focuses efforts on ground activities – which are less expensive than commercial marketing tactics

8.2. Innovation

• Napster and MP3 Redefining the Music Industry has stayed updated with latest developments in marketing research and marketing knowledge
• Napster and MP3 Redefining the Music Industry makes use of new and innovative tactics to reach its target consumers
• Napster and MP3 Redefining the Music Industry also employs top of the field marketers to facilitate its marketing strategy and promotional campaigns
• Each marketing campaign launched by Napster and MP3 Redefining the Music Industry is effective catchier and more influential than the previous one

8.3. Strong market research and consumer understanding grounded

• Napster and MP3 Redefining the Music Industry marketing strategy is strongly grounded in consumer and market research
• Napster and MP3 Redefining the Music Industry makes informed marketing campaigns and goals based on consumers’ behavioural feedback
• Napster and MP3 Redefining the Music Industry also incorporates consumer feedback in its marketing strategy
• Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry
• In addition to fulfilling functional needs, Napster and MP3 Redefining the Music Industry also tries to fulfil the emotional and psychological needs of the consumer
• Napster and MP3 Redefining the Music Industry tries to build a strong emotional bond with the consumer, which also results in high consumer loyalty

9. Distribution Strategy of Napster and MP3 Redefining the Music Industry

Napster and MP3 Redefining the Music Industry marketing strategy highlights the use of the following distribution strategy to maximize reach and accessibility for consumers.

9.1. Intensive distribution strategy

• Napster and MP3 Redefining the Music Industry makes use of intensive distribution strategy because it is mass marketing
• Napster and MP3 Redefining the Music Industry’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, Napster and MP3 Redefining the Music Industry 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

• Napster and MP3 Redefining the Music Industry uses direct distribution country of origin as well as in locations where it has subsidiary operations
• The Napster and MP3 Redefining the Music Industry also makes use of modern retailing channels
• Also, Napster and MP3 Redefining the Music Industry makes use of e-commerce and makes a sale through online retailers, as well as through the company website
• Direct distributions have allowed Napster and MP3 Redefining the Music Industry to increase market penetration and accessibility for consumers

9.3. Indirect distribution strategy

• This strategy is largely used for offshore operations where the Napster and MP3 Redefining the Music Industry does not have a subsidiary
• In these offshore locations, Napster and MP3 Redefining the Music Industry largely works through the export model
• This makes use of several intermediaries in between, before the product by Napster and MP3 Redefining the Music Industry reaches the target consumers
• Intermediaries for Napster and MP3 Redefining the Music Industry 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, Napster and MP3 Redefining the Music Industry makes use of selective distribution channel
• Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry

The industry in which Napster and MP3 Redefining the Music Industry operates is very responsive to market and consumer trends. Napster and MP3 Redefining the Music Industry, 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

• Napster and MP3 Redefining the Music Industry 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
• Napster and MP3 Redefining the Music Industry 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

• Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry

The marketing mix for Napster and MP3 Redefining the Music Industry as per the marketing strategy is the following:

11.1. Product

• Napster and MP3 Redefining the Music Industry has a broad product portfolio
• Napster and MP3 Redefining the Music Industry provides mass marketed products for all segments across the market undifferentiated
• Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry maintains a high focus on innovation in products and introduces new products frequently to keep the consumers engaged

11.2. Place

• Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry also has company-operated stores in malls, and otherwise to make products accessible to consumers easily
• Napster and MP3 Redefining the Music Industry also makes use of e-commerce to increase penetration and sales

11.3. Price

• The Napster and MP3 Redefining the Music Industry prices its products so that its target consumers can afford it easily
• Napster and MP3 Redefining the Music Industry uses relative pricing strategy for its products
• The price of Napster and MP3 Redefining the Music Industry’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 Napster and MP3 Redefining the Music Industry has a high budget allocated towards marketing activities
• The Napster and MP3 Redefining the Music Industry invests substantially in digital marketing activities to reap high and effective results
• Use of digital marketing has also allowed Napster and MP3 Redefining the Music Industry marketing strategy to cap costs and expenses
• Napster and MP3 Redefining the Music Industry also takes part in direct consumer engagement through on-ground activities where the company initiates trials
• Napster and MP3 Redefining the Music Industry also invests in traditional media channels to reach maximum consumers in the market

11.5. People

• Napster and MP3 Redefining the Music Industry has a large workforce across different companies
• This workforce is continually trained to become experts in their respective fields of operations
• Napster and MP3 Redefining the Music Industry hires without discrimination
• Napster and MP3 Redefining the Music Industry ensures that its employees remain motivated through building an inspirational and creative organizational culture
• Napster and MP3 Redefining the Music Industry focuses on also building and maintaining organizational commitment and loyalty in its employees

11.6. Process

• All activities at Napster and MP3 Redefining the Music Industry - from raw material procurement to the final sale to the end consumer - undergo systematic processes
• The processes at Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry

11.7. Physical evidence

• The physical evidence for Napster and MP3 Redefining the Music Industry includes the company logo, company store designs, and the product packaging
• Satisfied and excited customers in the retail spaces of Napster and MP3 Redefining the Music Industry, as well as during product consumption create a bubbling and an inviting atmosphere
• The e-commerce website for retail by Napster and MP3 Redefining the Music Industry is also designed with a friendly customer interface to allow maximum interaction with the brand
• The store designs created by Napster and MP3 Redefining the Music Industry for its retail space allow consumers maximum interaction with the products directly.

12. Promotional tactics for the marketing strategy of Napster and MP3 Redefining the Music Industry

12.1. Digital marketing

• The company uses social media for reaching consumers effectively
• The Napster and MP3 Redefining the Music Industry 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
• Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry brand

13. Monitoring and evaluation of the marketing strategy of Napster and MP3 Redefining the Music Industry

13.1. Changes in sales

• Napster and MP3 Redefining the Music Industry regularly tracks its sales to identify the effectiveness of its marketing strategy
• Increase in sales reflect the success of marketing strategy of Napster and MP3 Redefining the Music Industry
• Sometimes, Napster and MP3 Redefining the Music Industry experiences increase ins ae after some time of the launch of the marketing promotions

13.2. Surveys and focus groups

• Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry to gather feedback on its marketing strategy and helps it understand consumers better

13.3. ROI

• Effectiveness of marketing strategy of Napster and MP3 Redefining the Music Industry can also be seen through the revenue and profit growth
• Return on investment allows Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry 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 Napster and MP3 Redefining the Music Industry