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3 intrapreneurial marketing many large and mature

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3.Intrapreneurial marketing: Many large and maturecompanies get stuck in formulated marketing. Thesecompanies sometimes lose the marketing creativityand passion that they had at the start. They need toreestablishwithintheircompaniestheentrepreneurial spirit and actions that made themsuccessful in the first place.There will be constant tension between the formulated sideof marketing and the creative side.p. 526Photo: Boston BeerCompanyp. 526PPT 18-12p. 526PPT 18-13p. 527PPT 18-14Basic Competitive StrategiesThree decades ago, Michael Porter suggested four basiccompetitive positioning strategies that companies canfollow—three winning strategies and one losing one.Winning strategies are:Overall cost leadership: The company works hard toachieve the lowest production and distribution costs.Differentiation: The company concentrates oncreating a highly differentiated product line and
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PPT 18-15p. 527PPT 18-16PPT 18-17PPT 18-18PPT 18-19marketing program.Focus: The company focuses on serving a fewmarket segments well rather than going after thewhole market.The losing strategy is:Middle-of-the-road: The company tries to be goodon all strategic counts, but ends up being not verygood at anything.More recently, Michael Treacy and Fred Wiersema haveoffered a new classification of competitive marketingstrategies. It suggested companies gain leadership positionsby delivering superior value to their customers.Companies can pursue any of three strategies—calledvaluedisciplines—for delivering superior customer value.Operational excellence:The company providessuperior value by leading its industry in priceand convenience.Customer intimacy: The company providessuperior value by precisely segmenting itsmarkets and tailoring its products or services tomatch exactly the needs of targeted customers.Product leadership: The company providessuperior value by offering a continuous streamof leading-edge products or services.Some companies successfully pursue more than one valuediscipline at the same time. However, such companies arerare—few firms can be the best at more than one of thesedisciplines.p. 527Photo: Productleadership, Teslap. 528Photo: Customerintimacy,Nordstromp. 529PPT 18-20p. 530PPT 18-21PPT 18-22Competitive PositionsFirms competing in a given target market, at any point intime, differ in their objectives and resources.Firms can base their competitive strategies on the roles theyplay in the target market—market leader(40 percent),market challenger(30 percent),market follower(20percent), ormarket nicher(10 percent). (Figure 18.2)Table 18.1 shows specific marketing strategies that arep. 530Key Terms: Marketleader, Marketchallenger, Marketfollower, Marketnicher
p. 530PPT 18-23p. 530-31p. 532PPT 18-24available to market leaders, challengers, followers, andnichers. However, these classifications often do not apply toa whole company, only to its position in a specific industry.

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Term
Fall
Professor
Recarey
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The document you are viewing contains questions related to this textbook.
Marketing 2018
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Chapter 6 / Exercise 11
Marketing 2018
Ferrell/Pride
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