Marketing strategy of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM

Posted by Zander Henry on Aug-22-2018

1. The vision of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM

The vision of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM is to be the leading quality service and product provider for customers. Being the best and the leading player means that WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM

WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM marketing strategy is grounded in its mission. The mission for WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM is to be the favorite brand of the customers. This mission is essential for the marketing strategy of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM

Understanding and knowing the brand equity is vital for directing and giving meaning to the marketing strategy of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM. The knowledge of brand equity will help in shaping WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM marketing strategy effectively – thereby facilitating the growth of business for WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM.

3.1. Brand awareness

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has high brand awareness because of international operations
• The company focuses on higher budget allocation in the country of origin
• Each market for WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has modified marketing and strategic directives and plans

3.2. Brand association

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM is directly associated with the brand name and product category
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has a broad product portfolio
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM is associated with promising and delivering quality and innovative products
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM is also associated with excellent customer service

3.3. Brand loyalty

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has been successful at gaining high consumer loyalty because of unique and influential marketing strategy
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has a global customer base
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM keeps adding value addition to the products and product portfolio to keep consumers engaged

3.4. Brand asset

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has a substantial brand value
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM also enjoys the high financial worth
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM focuses on building a reliable and robust employee base

3.5. Brand element

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM

The situational analysis will help in developing the marketing strategy of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM.

4.1. SWOT

4.1.1. Strengths

WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM marketing strategy can benefit from the following internal advantages:

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

4.1.2. Weakness

WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM faces challenges in marketing strategy because of the following weakness:

• Slow organizational processes
• High product prices

4.1.3. Opportunity

WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has the following possibilities of business growth:

• Green lifestyles
• Regional expansion
• Diversification

4.1.4. Threats

WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM faces business threats because of the following factors:

• Increased competition
• Increased imitation

4.2. PESTEL

4.2.1. Political

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM operates I markets with political stability
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has funding support from the government for small businesses

4.2.2. Economic

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM enjoys high sales because of higher GDP
• Lower interest rates make business expansion and loaning easier for WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM
• Low inflation strengthens the financial position of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM

4.2.3. Social

• Higher education and awareness increases sales of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM predict
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM focuses on understanding consumers and fulfilling their demands through its offerings

4.2.4. Environmental

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has an active CSR program
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM ensures environmental safety in all its operations

4.2.5. Legal

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM is aware of local and global laws of business and human resource management
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM: The Marketing Strategy of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM

WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM marketing strategy has the following objectives for the current financial year:

5.1. Increased market penetration

• Increase top of mind recall for WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM brand and products by 30%
• Increase sales for WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM

WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM marketing strategy uses different means of segmentation to reach an increase in market penetration.

6.1. Demographic segmentation

6.1.1. Age

WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has consumers of age groups

• 20-45 years
• 45-60 years

6.1.2. Gender

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has a broad product portfolio for both males and females

6.1.3. Life-cycle stage

Consumers for WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM, 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM consumers:

• Professionals
• Students
• House makers

6.2. Psychographic segmentation

6.2.1. Social class

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM focuses on segments of middle-upper and upper social classes

6.2.2. Lifestyle

WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM, such as:

• Determined
• Confident
• Ambitious
• Hardworking

6.4.2. Usage frequency

• The consumer segments for WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM Positioning of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM

The marketing strategy of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM targets consumer groups based on segmentation as follows:

7.1. Target market

• The target market for WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM focuses on quality control

7.2. Mass marketing

• The marketing strategy of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM focuses on mass marketing
• This also requires unique marketing designs and product promotion programs
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM makes use of one strategy to influence all segments

7.3. Undifferentiated marketing strategy

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM does not differentiate between market segments
• It uses a single marketing strategy to target all segments and consumer groups
• Based on this, WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM

The marketing strategy of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM stands out from the clutter and competition. WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has also achieved a sustainable competitive advantage in its marketing strategy. This is because of the following factors that WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has utilized:

8.1. Cost-effectiveness

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM focuses on reaching consumers effectively rather than grandeur
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has in-house copywriters for marketing campaigns which also helps in controlling costs
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM also focuses efforts on ground activities – which are less expensive than commercial marketing tactics

8.2. Innovation

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has stayed updated with latest developments in marketing research and marketing knowledge
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM makes use of new and innovative tactics to reach its target consumers
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM also employs top of the field marketers to facilitate its marketing strategy and promotional campaigns
• Each marketing campaign launched by WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM is effective catchier and more influential than the previous one

8.3. Strong market research and consumer understanding grounded

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM marketing strategy is strongly grounded in consumer and market research
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM makes informed marketing campaigns and goals based on consumers’ behavioural feedback
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM also incorporates consumer feedback in its marketing strategy
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM
• In addition to fulfilling functional needs, WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM also tries to fulfil the emotional and psychological needs of the consumer
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM tries to build a strong emotional bond with the consumer, which also results in high consumer loyalty

9. Distribution Strategy of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM

WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM marketing strategy highlights the use of the following distribution strategy to maximize reach and accessibility for consumers.

9.1. Intensive distribution strategy

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM makes use of intensive distribution strategy because it is mass marketing
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM’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, WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM uses direct distribution country of origin as well as in locations where it has subsidiary operations
• The WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM also makes use of modern retailing channels
• Also, WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM makes use of e-commerce and makes a sale through online retailers, as well as through the company website
• Direct distributions have allowed WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM to increase market penetration and accessibility for consumers

9.3. Indirect distribution strategy

• This strategy is largely used for offshore operations where the WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM does not have a subsidiary
• In these offshore locations, WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM largely works through the export model
• This makes use of several intermediaries in between, before the product by WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM reaches the target consumers
• Intermediaries for WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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, WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM makes use of selective distribution channel
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM

The industry in which WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM operates is very responsive to market and consumer trends. WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM, 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

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM

The marketing mix for WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM as per the marketing strategy is the following:

11.1. Product

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has a broad product portfolio
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM provides mass marketed products for all segments across the market undifferentiated
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM maintains a high focus on innovation in products and introduces new products frequently to keep the consumers engaged

11.2. Place

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM also has company-operated stores in malls, and otherwise to make products accessible to consumers easily
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM also makes use of e-commerce to increase penetration and sales

11.3. Price

• The WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM prices its products so that its target consumers can afford it easily
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM uses relative pricing strategy for its products
• The price of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM’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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has a high budget allocated towards marketing activities
• The WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM invests substantially in digital marketing activities to reap high and effective results
• Use of digital marketing has also allowed WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM marketing strategy to cap costs and expenses
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM also takes part in direct consumer engagement through on-ground activities where the company initiates trials
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM also invests in traditional media channels to reach maximum consumers in the market

11.5. People

• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM has a large workforce across different companies
• This workforce is continually trained to become experts in their respective fields of operations
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM hires without discrimination
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM ensures that its employees remain motivated through building an inspirational and creative organizational culture
• WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM focuses on also building and maintaining organizational commitment and loyalty in its employees

11.6. Process

• All activities at WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM - from raw material procurement to the final sale to the end consumer - undergo systematic processes
• The processes at WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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 WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM

11.7. Physical evidence

• The physical evidence for WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM includes the company logo, company store designs, and the product packaging
• Satisfied and excited customers in the retail spaces of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM, as well as during product consumption create a bubbling and an inviting atmosphere
• The e-commerce website for retail by WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM is also designed with a friendly customer interface to allow maximum interaction with the brand
• The store designs created by WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM for its retail space allow consumers maximum interaction with the products directly.

12. Promotional tactics for the marketing strategy of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM

12.1. Digital marketing

• The company uses social media for reaching consumers effectively
• The WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM 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
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13. Monitoring and evaluation of the marketing strategy of WHY PREVENTING DISRUPTION IN 2017 IS HARDER THAN IT WAS WHEN CHRISTENSEN COINED THE TERM

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13.3. ROI

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