Marketing strategy of When senior executives stop developing

Posted by Zander Henry on Aug-22-2018

1. The vision of When senior executives stop developing

The vision of When senior executives stop developing is to be the leading quality service and product provider for customers. Being the best and the leading player means that When senior executives stop developing 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 When senior executives stop developing

When senior executives stop developing marketing strategy is grounded in its mission. The mission for When senior executives stop developing is to be the favorite brand of the customers. This mission is essential for the marketing strategy of When senior executives stop developing 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 When senior executives stop developing

Understanding and knowing the brand equity is vital for directing and giving meaning to the marketing strategy of When senior executives stop developing. The knowledge of brand equity will help in shaping When senior executives stop developing marketing strategy effectively – thereby facilitating the growth of business for When senior executives stop developing.

3.1. Brand awareness

• When senior executives stop developing has high brand awareness because of international operations
• The company focuses on higher budget allocation in the country of origin
• Each market for When senior executives stop developing has modified marketing and strategic directives and plans

3.2. Brand association

• When senior executives stop developing is directly associated with the brand name and product category
• When senior executives stop developing has a broad product portfolio
• When senior executives stop developing is associated with promising and delivering quality and innovative products
• When senior executives stop developing is also associated with excellent customer service

3.3. Brand loyalty

• When senior executives stop developing has been successful at gaining high consumer loyalty because of unique and influential marketing strategy
• When senior executives stop developing has a global customer base
• When senior executives stop developing keeps adding value addition to the products and product portfolio to keep consumers engaged

3.4. Brand asset

• When senior executives stop developing has a substantial brand value
• When senior executives stop developing also enjoys the high financial worth
• When senior executives stop developing focuses on building a reliable and robust employee base

3.5. Brand element

• When senior executives stop developing 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 When senior executives stop developing

The situational analysis will help in developing the marketing strategy of When senior executives stop developing 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 When senior executives stop developing.

4.1. SWOT

4.1.1. Strengths

When senior executives stop developing marketing strategy can benefit from the following internal advantages:

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

4.1.2. Weakness

When senior executives stop developing faces challenges in marketing strategy because of the following weakness:

• Slow organizational processes
• High product prices

4.1.3. Opportunity

When senior executives stop developing has the following possibilities of business growth:

• Green lifestyles
• Regional expansion
• Diversification

4.1.4. Threats

When senior executives stop developing faces business threats because of the following factors:

• Increased competition
• Increased imitation

4.2. PESTEL

4.2.1. Political

• When senior executives stop developing operates I markets with political stability
• When senior executives stop developing has funding support from the government for small businesses

4.2.2. Economic

• When senior executives stop developing enjoys high sales because of higher GDP
• Lower interest rates make business expansion and loaning easier for When senior executives stop developing
• Low inflation strengthens the financial position of When senior executives stop developing

4.2.3. Social

• Higher education and awareness increases sales of When senior executives stop developing predict
• When senior executives stop developing focuses on understanding consumers and fulfilling their demands through its offerings

4.2.4. Environmental

• When senior executives stop developing has an active CSR program
• When senior executives stop developing ensures environmental safety in all its operations

4.2.5. Legal

• When senior executives stop developing is aware of local and global laws of business and human resource management
• When senior executives stop developing 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 When senior executives stop developing: The Marketing Strategy of When senior executives stop developing

When senior executives stop developing marketing strategy has the following objectives for the current financial year:

5.1. Increased market penetration

• Increase top of mind recall for When senior executives stop developing brand and products by 30%
• Increase sales for When senior executives stop developing 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 When senior executives stop developing 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 When senior executives stop developing

When senior executives stop developing marketing strategy uses different means of segmentation to reach an increase in market penetration.

6.1. Demographic segmentation

6.1.1. Age

When senior executives stop developing has consumers of age groups

• 20-45 years
• 45-60 years

6.1.2. Gender

• When senior executives stop developing has a broad product portfolio for both males and females

6.1.3. Life-cycle stage

Consumers for When senior executives stop developing, 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 When senior executives stop developing consumers:

• Professionals
• Students
• House makers

6.2. Psychographic segmentation

6.2.1. Social class

• When senior executives stop developing focuses on segments of middle-upper and upper social classes

6.2.2. Lifestyle

When senior executives stop developing 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

• When senior executives stop developing 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 When senior executives stop developing 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 When senior executives stop developing, such as:

• Determined
• Confident
• Ambitious
• Hardworking

6.4.2. Usage frequency

• The consumer segments for When senior executives stop developing 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 When senior executives stop developing Positioning of When senior executives stop developing

The marketing strategy of When senior executives stop developing targets consumer groups based on segmentation as follows:

7.1. Target market

• The target market for When senior executives stop developing 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 When senior executives stop developing focuses on quality control

7.2. Mass marketing

• The marketing strategy of When senior executives stop developing focuses on mass marketing
• This also requires unique marketing designs and product promotion programs
• When senior executives stop developing makes use of one strategy to influence all segments

7.3. Undifferentiated marketing strategy

• When senior executives stop developing does not differentiate between market segments
• It uses a single marketing strategy to target all segments and consumer groups
• Based on this, When senior executives stop developing 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

• When senior executives stop developing 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 When senior executives stop developing 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 When senior executives stop developing

The marketing strategy of When senior executives stop developing stands out from the clutter and competition. When senior executives stop developing has also achieved a sustainable competitive advantage in its marketing strategy. This is because of the following factors that When senior executives stop developing has utilized:

8.1. Cost-effectiveness

• When senior executives stop developing focuses on reaching consumers effectively rather than grandeur
• When senior executives stop developing 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
• When senior executives stop developing has in-house copywriters for marketing campaigns which also helps in controlling costs
• When senior executives stop developing also focuses efforts on ground activities – which are less expensive than commercial marketing tactics

8.2. Innovation

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

8.3. Strong market research and consumer understanding grounded

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

9. Distribution Strategy of When senior executives stop developing

When senior executives stop developing marketing strategy highlights the use of the following distribution strategy to maximize reach and accessibility for consumers.

9.1. Intensive distribution strategy

• When senior executives stop developing makes use of intensive distribution strategy because it is mass marketing
• When senior executives stop developing’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, When senior executives stop developing 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

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

9.3. Indirect distribution strategy

• This strategy is largely used for offshore operations where the When senior executives stop developing does not have a subsidiary
• In these offshore locations, When senior executives stop developing largely works through the export model
• This makes use of several intermediaries in between, before the product by When senior executives stop developing reaches the target consumers
• Intermediaries for When senior executives stop developing 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, When senior executives stop developing makes use of selective distribution channel
• When senior executives stop developing 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 When senior executives stop developing 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 When senior executives stop developing

The industry in which When senior executives stop developing operates is very responsive to market and consumer trends. When senior executives stop developing, 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

• When senior executives stop developing 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
• When senior executives stop developing 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

• When senior executives stop developing 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 When senior executives stop developing

The marketing mix for When senior executives stop developing as per the marketing strategy is the following:

11.1. Product

• When senior executives stop developing has a broad product portfolio
• When senior executives stop developing provides mass marketed products for all segments across the market undifferentiated
• When senior executives stop developing 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 When senior executives stop developing maintains a high focus on innovation in products and introduces new products frequently to keep the consumers engaged

11.2. Place

• When senior executives stop developing 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 When senior executives stop developing also has company-operated stores in malls, and otherwise to make products accessible to consumers easily
• When senior executives stop developing also makes use of e-commerce to increase penetration and sales

11.3. Price

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

11.5. People

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

11.6. Process

• All activities at When senior executives stop developing - from raw material procurement to the final sale to the end consumer - undergo systematic processes
• The processes at When senior executives stop developing 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 When senior executives stop developing

11.7. Physical evidence

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

12. Promotional tactics for the marketing strategy of When senior executives stop developing

12.1. Digital marketing

• The company uses social media for reaching consumers effectively
• The When senior executives stop developing 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
• When senior executives stop developing 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 When senior executives stop developing brand

13. Monitoring and evaluation of the marketing strategy of When senior executives stop developing

13.1. Changes in sales

• When senior executives stop developing regularly tracks its sales to identify the effectiveness of its marketing strategy
• Increase in sales reflect the success of marketing strategy of When senior executives stop developing
• Sometimes, When senior executives stop developing experiences increase ins ae after some time of the launch of the marketing promotions

13.2. Surveys and focus groups

• When senior executives stop developing 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 When senior executives stop developing to gather feedback on its marketing strategy and helps it understand consumers better

13.3. ROI

• Effectiveness of marketing strategy of When senior executives stop developing can also be seen through the revenue and profit growth
• Return on investment allows When senior executives stop developing 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 When senior executives stop developing 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 When senior executives stop developing