Free Sample: Marketing Analysis paper example for writing essay

Marketing Analysis - Essay Example

At the end, a conclusion which resume all the most important point of the report and a recommendations. Introduction Nestle : At the beginning, Nestle was a familial company created in 1867 in Switzerland by Henry Nestle. Their main activity was food products. Then, in 1868, Nestle enter the French market with culinary products with the brand В« Magi В». His first coffee’s brand was В« Nesses В», created in 1939. Newspapers born in 1991 in France Nowadays, the company in some keys figures : Turnover in 2013 : 92. 158 millions CHEF (95,274 MS) 2000 brands 447 factories in 86 countries

Whether international or local marketing, they are based on the same concepts. But, at an international level, the marketing approach is more difficult and we have to consider more important points. At an international level, we must learn more about culture and differences between each cultures to avoid cross-cultural risk for example. We can summarized that the international marketing differs from domestic marketing in that we have to take care about more facts like socio-cultural particularities or figures. Then, international marketing is more difficult to understand than marketing at a local level.

To fix more at the expectations of customers, companies can do a global marketing strategy which is a marketing concepts of a global strategy with local adaptations. In this cases, Newspapers do a global marketing. Marketing concepts & approaches A marketing strategy firm is a step of reflection and study with the goal of being as close to matching demand and supply. This approach is in the heart of the strategy of the firm. The goal for the company is to focus on increasing revenues, market share and customers by constantly differentiation, adjustment of supply solvent and increasing economies of scale.

This process takes place in three steps : the segmentation, targeting and positioning which is corresponding to the three phases S. T. P (Segmenting, Targeting, Positioning) of the Framework of Dawn laconic. Here, the В« UP В» present correspond at the conceptions approaches of the Newspapers to its market. Price : For the France market, Newspapers have large range of price. Count 179 to 1800в? for a machine. For the pod, they cost approximately 0,35в? per pod which is less than a coffee in a traditional coffee shop but more expensive than a coffee in filter.

The do differentiation by premium but often, they put promotional offers on machine, in Christmas time for example. Product : They have a large range of product. Each range count 3 – 6 machine per range, all design, refine and modern. Newspapers apply a luxury policy for each product. For the pod, Newspapers do a color code, to facilitate for the client to recognize their favorite coffee. Also Nestle sell В« must-have В», all print В« Newspapers В» like cups, sugars, gift boxes… Promotion : For their communication policy they inspirited by luxury brand.

Newspapers do also a large communication and a restricted distribution which reduce he price sensibility of customers. Newspapers are innovative also because they create event and they were first at launch with mobile marketing (SMS,ms,app). Newspapers have a strong advertising policy. They spend MMв? per year and MMв? just for France which represent 20% of their turnover. In 2006 they launch the В« saga Clooney В» with the famous slogan В« What Else В». With this strategy of personalization, they improve their brand’s image, conquer synonymous of coffee excellence.

In internet : MM link about Newspapers in Google, KICK visit on the official website and early MM faceable fans. Place : Newspapers select precisely their resellers. They sell in Newspapers shop, on the internet. Moreover, in France Newspapers have choose larges specialized store like Fans or Ballooner, large В« premium В» store like Galleria Lafayette, Culinary. They also do mail order selling with La Reroute or Less 3 cuisses. Segmentations, Targeting & Positioning Segmenting a market is a marketing technique that involves subdividing a market according to various criteria.

The next step is to create a representation of a group of consumers sharing some common criteria that can be geographical, psychological, ethnic, cultural, demographic .. The goal is to then define a product so to make it attractive to a consumer group. Subgroups must be defined and identified to be measurable, homogeneous, substantial, relevant and attainable. Targeting is to choose the segment or segments of a population (see segmentation) likely to buy a product. This phase allows for an assessment of the relative attractiveness of each segment for the product or service.

Ultimately, this allows the company to choose what(s) segment(s) can be targeted based on its products, and pending on the expected profitability. At first,the positioning it is to identify the specificity of a company, a brand, a product or service that allow differentiation with the competition. In a second step, the positioning is to define the nature and specific features that you want to provide the product, brand or company to differentiate themselves in the market. The positioning differentiation allows a product to be perceived as one by a group of consumers (see segmentation).

For Newspapers, they apply the same segmentations, targeting and positioning at a local level and at an international level. They are working on the coffee market especially in the coffee in pods. Then, they are concentrated on the segment of coffee in capsule specifically in a premium segment. This is a niche positioning. For this, Newspapers target their customer about : socio-economic criteria, about their income, specifically on middle to upper class (SSP +). And Newspapers target also by cryptographic criteria, people who are attract by new technologies.

Often this kind of customers are concerned about quality and design seduction. About the age, Newspapers focus on the segment 30 to 50 years old. At the beginning they start on BIB market but it was a fail then they repositioning on a BBC market. Customer acquisition Thanks to their particular knowledge on marketing, they try to make the coffee, which is at the beginning, a current product a luxury product. For this, they convince the potential customer to invest in a Newspapers machine to be an active member of В« club Newspapers В».

Newspapers want also to offer at customer’s an professional espresso at home without the big traditional and expansive machine. Thanks to their innovation, Newspapers can propose a real espresso at a small price. They attract their customer to with a large and famous promotion on media like TV advert or sponsoring. Customer retention Indeed, the brand managed to create a combined product offering, which involves the initial and only purchase of equipment , followed by its regular purchase refills for it to continue to operate.

Strategy & futures trends About the strategy, Newspapers is a very good example of a strong understanding of the market and future trends. In spite of many competitors (Taoism, Senses, etc) They are leader of pods coffee market, in machine innovation and customer’s fidelity. Thanks to the steady increase of the segment in portion’s coffee market, they can apply a differentiation and an innovation policy. To difference themselves about competitors they made for example В« grand crush В» which are an exceptional coffee, they created ingenious machine with sweet design and developed an unique client service.

Moreover, they work on an exclusive distribution (in closed circuit). The distribution of sales are made 50% on internet, 25% by phone and 25% in shops. They have their own network for the distribution implying that reduce of cost, fast of munch but it restraint the market and demanded heavy investments. But to avoid problems, Newspapers have signed a co-branding contract (Usurps/Magic) which involve a selective distribution in France for example. For their BIB, they created NBC (Newspapers Business Coffee Solutions) to help and customize at best Bib’s services.

PESTLE Politic : Newspapers wish to fight against all pollution’s form and they try to develop echo- responsibility in customer’s behavior. Economic : Coffee sell are decreasing but segment valor of this market still increase (+3,6 in 2009) Increase of market valor in pod segment (+30,5%). Newspapers have a lot of competitors like Taoism or Sense. The price of raw materials still increasing. They have also a strong В« concurrence В» of substitutes in hot drink like the thee or milk which, for example, is a strong danger in Asian country because they prefer thee as coffee.

Increase also of price consumption which involve lower coffee consumption because of the increasing of coffee price. Social : Coffee is the most consume drink with a high social valor symbol of social integrity. For several years, we can see an emergence of the monadic market, with the implantation’s of many Struck for example. Mode of consumption are also changing : people take more and more care about gustatory pleasure. Nowadays time of meal is reduce and more and more people are force to adopt a fast lifestyle. A tendency for individualism which is link the 1 pod systems of Newspapers.

The traffic coffee is the leader in the market and its also the customer’s preference. There is also a growing awareness of the customers for production methods and processes. Technological : Newspapers make constant innovation (at pods level or machine level) which is a strong advantage between the competitors. Nowadays, Internet service providers are still increasing and an increase of the access internet involve the increase of the segment of online shopping. Ecologic : Customers are more and more sensible about sustainable development and about protection of the environment.

We can see also an exponential wave of consumption of organic products and ethically produced product. Legal : Nowadays more and more patent are submitted. The patent which protected the pods fell in the public domain in 2012 which open the market at the competition. In France for example, rules about quality of coffee ensure are voted like in October 2001, the French minister for a decree about sells of coffee, the packaging and the composition of the coffee. To check if companies respect this decree, they have put in place controls quality.

To conclude, the key to the success of Newspapers : ; A true value sent to customers (product quality, service) with a consequent market which continues to grow ; A target that can pay the price and still buying. ; A micro-segment of the coffee market but growing and highly valued with a niche positioning ; Very good knowledge of business and marketing But a new marketing choice is it possible ? ; Is it not interesting folds to increase the amounts consumed per user (capsules, must-have, substitutes products) that focus only on attracting new customers?

Free Sample: Marketing Analysis paper example for writing essay

Marketing Analysis - Essay Example

This attestation comes in many different ways. First, there are the different ways of ordering which makes sure every customer can choose the option he or she likes best. Second, there is the “100% satisfaction” which makes sure that customers can return their product if there is no full satisfaction and the products will be replaced or refund. Also, there is the customer satisfaction department that is available 2417 in multiple languages free of charge. All this goes hand in hand with L. L. Bean’s “Golden Rule. ” Product L. L. Bean Inc. Is not the same type of retailer it was a century ago.

The company started out as a manufacturer and seller of hunting boots, became a catalog merchant, branched into retail store sales, and now is involved in online retailing (Boston. Com). The company still sells the original hunting boot. Today L. L. Bean also offers hundreds of other products, including apparel for men, women, and children, footwear, and, of course, outdoor gear for camping, fishing, hiking, and other sports (Liable. Com). L. L. Bean sells most of their merchandise nationally through internet and catalog orders (Liable. Com). There are a few retail stores as well as outlet stores n several northeastern states.

It has two manufacturing facilities in Maine that make boots and tote bags and perform some customization of other manufactured products. Although the retailer sources 10 percent to 12 percent of its merchandise in the United States, the rest of its goods are made in Asia and Europe. It also has 6 retail stores and 14 factory outlets in the United States and Japan. Its products are found in over 200 million catalogs/yr. Plus 10 specialty catalogs. There are over 21,000 products that L. L. Bean currently sells, many have been classics throughout he companies heritage. Over the last two decades, L. L.

Bean has expanded its retail presence at home and abroad (Boston. Com). Currently it has 33 retail and outlet stores in the United States, located in the Northeast as well as in the Chicago area. The company opened its first international retail store in Tokyo, Japan, in 1992 and now operates dozens of stores in Japan and China. In addition, L. L. Bean sells online worldwide and mails its catalogs to customers in more than 160 countries. Over the course of nearly 100 years, L. L. Bean has diversified its sales channels (Liable. Com). L. L. Bean has promoted its products through word of mouth, a strong reputation and Outdoor Discovery Schools.

Shipping is also handled differently for each channel. Although customers who place orders online or through a catalog can select their preferred delivery method, about 90 percent of all direct-sales merchandise is shipped from Freeport by UPS (Liable. Com). As for the retail outlets, L. L. Bean operates its own private fleet to supply its stores in the states of Maine, Massachusetts, and New Hampshire. It uses a variety of less-than-truckload carriers to serve its remaining stores in other parts of the country. Pricing Products with the L. L. Bean name brand carry a premium price, but you get what you pay for.

Most other items are competitively priced. Pricing is average for the industry. Sales reached about US $1. 5 billion in 2010(Boston. Com). Guarantee/Return Policy: All L. L. Bean products carry a 100% satisfaction guarantee. If you’re not satisfied with your purchase, L. L. Bean will either replace it or give you your money back. Shipping Information: Shipping charges are based on the order total and vary from $4. 50, for orders up to $25, to $1 1. 95, for orders over $150. Orders are usually delivered within 3 to 4 equines days. Orders may be shipped by standard shipping or 2-day Express.

Additional charges may apply for express shipping. L. L. Bean also ships to Canada and international. Place L. L. Bean sells most of their merchandise nationally through internet and catalog orders (Liable. Com). There are a few retail stores as well as outlet stores in several northeastern states. It has two manufacturing facilities in Maine that make boots and tote bags and perform some customization of other manufactured products. Although the retailer sources 10 percent to 12 percent of its merchandise in the United States, the rest of its goods are made in Asia and Europe.

It also has 6 retail stores and 14 factory outlets in the United States and Japan. Its products are found in over 200 million catalogs/yr. Plus 10 specialty catalogs. There are over 21,000 products that L. L. Bean currently sells, many have been classics throughout the companies heritage. Over the last two decades, L. L. Bean has expanded its retail worldwide and mails its catalogs to customers in more than 160 countries. Five years after starting the company, Bean opened a retail store in Freeport, Maine, which still exists today as part of a seven-acre retail campus.

Several years ago, the company separated its retail store and direct-to-customer fulfillment operations. Since then, L. L. Bean has operated two distribution centers, both in Freeport; one for retail, the other for catalog and online sales. Shipping is also handled differently for each channel. Although customers who place orders online or through a catalog can select their preferred delivery method, about 90 percent of all direct-sales merchandise is to serve its remaining stores in other parts of the country. Promotion Over the course of nearly 100 years, L. L. Bean has diversified its sales channels (Liable. Com). L. L.

Bean has promoted its products through word of mouth, a strong reputation and Outdoor Discovery Schools. When Leon Leonardo Bean founded the company in 1912, he sold his boot through mail solicitation, which evolved into a catalog operation. For L. L. Bean, its attributes, benefits, strategic marketing, means of communication and ideas place its love with the outdoors and dedication to customer satisfaction continuously at the forefront. With the start of social media and technology, L. L. Bean is able to reach its efforts to a larger group of people as the age of environmental consciousness reaches and inspires more people.

As a result, they are able to spread their reach and influence. AL Bean promotes their products, sales and services in their catalog through the web, emails, social media and in other customer communications. They collaborate with their counterparts in design, marketing and merchandising to determine the best approach to positioning and selling in catalog and online. They also communicate L. L. Bean traditions and business philosophy to their target market. AL Bean drives the use of direct response, multi-channel and general advertising strategies and communications to promote their product sales and company services.

AL Bean knows how their products are made and what makes them unique. They work with merchandising partners to gather information. They craft product stories that resonate with their customers, close the sale and build their brand (Liable. Com). They maintain awareness of their competition in the retail and outdoor-sporting marketplace by reviewing competitors’ catalogs, websites, emails and reading pertinent books and periodicals. They secularly analyze research conducted by L. L. Bean as it relates to customer demographics, buying trends and buying behaviors.

They have a firm grasp of the fundamentals of direct response, multi-channel and digital marketing. AL Bean’s promotion strategies seem to be working. They are a unique brand that never strays from their founding Golden Rule: Sell good merchandise at a reasonable profit, treat your customers like human beings and they will always come back for more; therefore, they continue to have the similar drive that first prompted Leon Leonardo Bean to create the Maine Hunting Shoe and find new ways to gain nonusers’ interest and provide 100% satisfaction guaranteed.

Overall Marketing Strategy Analysis Some strategic decisions in AL Bean’s history show why doing what’s right by the customer has contributed to the success of their company: 1 . The no-questions- asked return policy It’s the hallmark that made AL Bean. If the customer’s not happy with what they bought, refund, replace it or fix it. Don’t hassle the customer. Make their lives easier. 2. More retail stores From 1915 until around 2000, AL Bean had only one retail store. Around that time, many companies began to close their operations to save on costs and migrated to ore on-line business.

AL Bean did the opposite and opened more retail stores in the US, as well as Japan and China (Liable. Com). Loyal AL Bean customers loved to visit the famous retail store in Freeport, Maine. So, Bean made their customers’ lives easier by bringing the retail store to the customer. They opened stores in geographic locations there were high concentrations of loyal catalog shoppers. So again, AL Bean made things better for the customers, by bringing the beloved L. L. Bean retail experience right into its customers’ backyards. 3. Free Shipping AL Bean responded to the customers by giving them free shipping.

Of course, the financial side of Bean has its motive: an upside potential 75% more orders. Integrated marketing program analysis When companies pay attention to their customers and offer an experience on the customers’ terms, the customers pay them back (Liable. Com). When Leon Leonardo Bean began making and selling boots in Freeport, Maine back in 1912, some customers would bring the boots back to Leon, if something wasn’t quite right. Leon always gladly accepted the returned boots, fixed them, improved them, replaced them or gave the customers their money back.

While the business grew to become a 1. Billion dollar outfitter with customers around the world, AL Bean has never wavered from its focus on the customer, and more specifically, the practice of doing things the way the customer wants; providing the experience that the customers asks for. Recommendations and Management Implications Marketing decision makers are responsible for the design and execution of marketing programs for products or brands. They operate under different names, such as product manager, brand manager, marketing manager, marketing director, or commercial director.

They choose the target markets and segments for their products ND services and develop and implement marketing mixes. Because of the proliferation of products and brands, the fragmentation of markets in an ever growing number of different segments, the fierceness of competition, and the overall acceleration of change, marketing decisions are becoming increasingly complex (seepage. Com). Therefore, decisions have to be made under increasing time pressure. Throughout its history, AL Bean has consistently responded to its customers’ desires, even if it mean doing things that were, well, the opposite of what other retailers were doing.

Free Sample: Marketing Analysis paper example for writing essay

Marketing Analysis - Essay Example

Hence there is a gap between corporate objectives and corporate communication strategy. Further current strategy is more outward looking as a result it has neglected the internal dimensions of the company such as direct costs, staff recruitment’s and extent of deriving funds from Dialog to invest on cost centers such as Dialog TV and Dialog Broadband. The current strategic choice is based on strategic options such as increasing market share, core competencies, values and cost reduction and it has neglected on building a sustainable competitive advantage.

Further the acceptability of the current strategy by stakeholders is uncertain due to downsizing of company resources, revenue losses and lack of Job security for employees. The current strategy selection revolves around competitive, positioning and product market strategies. Accordingly the current competitive strategy is achieved through product and service differentiation mainly focusing on value added revise (VASS). The key weakness of this strategy is that due to lack of communication customers are not aware about the VASS.

Hence in order to overcome the weaknesses of the current strategy this report has recommended to redevelop the existing product market strategy in a way that is more market oriented and operations are more focused on customers by adapting a market oriented culture. The report has evaluated the impact of implementing the market oriented strategy on Dialog and its culture. Accordingly this report has identified the internal resource requirements, limitations and impact on Dialogs internal communication and culture.

As per the findings; in order to create a market oriented Dialog culture; the company should focus on staff intelligence and knowledge management skills. Further Dialog should shape the internal culture through value creation. On the other hand to make sure that all internal stakeholders adapt a market oriented culture Dialog should develop internal communication to inform regarding the change and expected objectives.

At the same time should establish relationships through communication and ensure that internal stakeholders position Dialog as a high quality affordable brand. Also Dialog should use effective external communication mediums such as TV, Radio and press to communicate and position Dialog as a high quality affordable brand and simultaneously Dialog should assess competitor communication strategies such as hard hitting advertising campaigns to capture customers’ attention and stimulate sales.

In conclusion the key objective of redeveloping the product market oriented strategy is to achieve a sustainable competitive advantage. Further in order to overcome the current strategic gaps and achieve positive revenue growth it’s important to tragically position Dialog as a high quality affordable brand and this could be achieved through hard hitting advertising campaigns. Based on the findings of this strategic report; a strategic plan will be introduced for Marketing Director’s and Board of Director’s consent. 1. Introduction The key objective of this report is to evaluate the current Marketing Strategy of Dialog Telecoms Pl (Dialog) and make recommendations to re develop the marketing strategy in order to establish a market oriented culture which aligns with the Dialogs core vision and values. This report has also proposed a marketing plan for redevelopment of the Marketing strategy and has conducted an in-depth analysis on implications, potential difficulties and barriers which Dialog could encounter when implementing the said plan. . 0 Findings of Dialogs existing Strategy Based on the Strategic audit analysis on Appendix B Of this report; following key aspects have been identified in the current strategy. 2. 1 Corporate Mission and Vision Dialog has a clear mission which describes the organizational beliefs and values and what business it operates. Further it captures the functions of the mission as it gives a direction, motivation and legalization and most importantly space for strategic change.

Vision statement outlines the future direction of the company and current mission and vision statement applies to the entire group. Both the mission and vision statements are align with the corporate strategy. However it doesn’t capture the key corporate objective of providing affordable services to its customers and cost efficiency aspect. This is a significant drawback of the current strategy as it has led to a strategic gap. 2.

Corporate Strategy and Marketing Strategy The corporate strategy and market strategy are linked together since corporate strategy involves decisions and directions for all Dialog functions of the business operation whilst the marketing strategy includes decisions relating to the positioning of the marketing mix in order to exploit and develop product and market opportunities. (BP, 2009) Hence the marketing strategy is a part of the corporate strategy.

The current corporate strategy is more outward looking and as a result it has neglected the internal dimensions such as direct costs, staff recruitment’s, necessary cost on sponsorships, restructuring costs, extent of deriving funds (from profitable strategic business units (SUB)) to invest on cost centers and to support other Subs such as DTV and DB. This has led to revenue loss and frequent restructuring of organization and downsizing of resources. Hence in future Dialog should adopt inward looking corporate strategy whilst focusing on outward looking aspects.

This could be achieved through synergistic planning process since it enables to determine future actions based on realistic consideration of the present Dialog situation and expected outcome. BP, 2009) Despite the fact that dialog group has a coherent corporate Mission and Vision there is gap between the corporate objectives and corporate communication strategy. The reason is at the inception of Dialog operations in 1995, it was positioned as an exclusive or as a high quality and high price brand.

Due to aggressive competition and affects of global recession on local consumers purchasing pattern and Dialog Group restructuring has resulted to position Dialog as an inclusive or a high quality affordable brand; and through customized low tariff packages Dialog has captured he market as the leader still customers perceive Dialog telecoms as a high price brand since it has been positioned as such for over 12 years. This is evident from the brand perceptual map on Appendix B Further the Dialog mobile customer retention rate has declined by 10%. And revenue has declined by 2 %. TTL, 2009) This indicates that there is a strategic gap between the corporate objectives and strategy. 2. 3 Current Strategic Choice The current strategic choice is based on strategic options such as increasing the market share, concentrating on organizations core competencies, values and educing costs. The current strategy is suitable for a certain extent since it has been able to defend the market share, but it doesn’t address all the key strategic issues identified in Appendix B, such as how to increase revenue and how to create a sustainable competitive advantage and etc.

This strategy is feasible since Dialog has the necessary resources to implement and develop but there is limitation due to downsizing of resources. However the acceptability of the current strategy is uncertain since it has not been able to satisfy Dialogs stakeholders expectations. Especially shareholders have not gain a significant return on their investment due to revenue loss, there is no Job security for employees due to downsizing of company resources. 2. Current Strategy Selection The current strategy has adopted several marketing strategies as follows: competitive strategy, Positioning strategy, Product and Market strategies. Refer Appendix B to view the analysis of the captioned above strategies. As identified in the strategic audit the current competitive strategy is achieved through product and service differentiation. This strategy is aligned with the mission ND the core competencies of Dialog. The company has consistently delivered breakthrough technology products (such as song catcher, ex. pay, discount zone and etc. Which are unmatched by the competition. However the major weakness of this strategy is that customers are not aware about the valued added services (VASS) since Dialog has constraints on advertising budgets. Dialog Telecoms currently adopts the market leadership strategy as the positioning strategy and it’s aligned with the current corporate objectives, vision, mission and marketing objectives. Hence the key challenge is to defend the existing market share f (TTL, 2009) and remain as the undisputed leader of the mobile telecommunication market in Sir Lankan.

As illustrated in Appendix B of the strategic audit currently Dialog adopts the Amazons product market growth matrix strategy. This marketing strategy links with the corporate and marketing objectives of the organization. Dialog has the ability to penetrate the existing market through VASS and product differentiation. Further there is an emerging trend for technology savvy culture market. This will be a good opportunity to penetrate the existing market by making the customers to switch from competitor products.

Despite resource limitations and cost reducing policies Dialog has continued to use the product development strategy by applying its core competencies. 3. 0 Arguments for Redevelopment of Market Oriented Strategy It’s recommended to redevelop a competitive market oriented strategy since there are several weaknesses and disadvantages in the current marketing strategy as identified above. The current corporate strategy is focused on entire Dialog exact Group operations, but the degree of market oriented strategy should vary across Sub’s, further it should be positively associated with individuals attitudes towards heir work.

Further the current marketing strategy mainly focuses on Product and service differentiation to gain a competitive advantage and attract customers instead of actual focus on customers. As a result Dialog has failed to retain customers and made significant revenue losses within the last three years. Hence considering the identified reasons Dialog should redevelop a competitive market oriented strategy which aligns with its marketing objectives, core vision and values. Ideally Dialog should adopt a marketing oriented culture. This is addressed in latter section of the report.

Marketing orientation strategy focuses on customers and based on customer requirements organizations change its operation. (BP, 2009) According to Asker (2004) an organization to consistently achieve above normal market performance it should create a sustainable competitive advantage. To achieve this, company must create sustainable superior value to its customers and this could be achieved via competitive market oriented strategy. As depicted below market orientation consists of three behavioral components. (Source: Nerve & Slater, 1990) The above components should be effectively planned and coordinated to deliver customer satisfaction.

Further market oriented strategies emphasis on the importance of value creation it provides each employee in every division the independence and encouragement which is necessary to adapt to customer needs in a way that is superior to the competition. Further developing and maintaining market oriented strategy will be a valuable learning experience to Dialog. (Nerve & Slater, 1990) 3. 1 Recommended Market Oriented Strategy As identified above Market Oriented strategy focus on three components; customers, competitors and inter functional coordination.

Hence it’s recommended to redevelop he existing product -market strategy in a way that it’s more market oriented and operations are more focused on customers by adapting a market oriented organizational culture. The reason is differentiation strategy and positioning strategies focus more on product differentiation and competition whilst the product market strategy enables to identify customer needs and wants and develop products which satisfy customers demand. Accordingly Dialog should redevelop the product – market strategy to create customer value.

Further this enables Dialog to convince and convert inactive or dormant customers to use Dialog mobile services. Dialogs market penetration should be achieved through market oriented strategy. Simultaneously product market strategy enables to increase the usage of existing customers and identify new segments and markets. As identified in PESTLE and SOOT analysis on Appendix B Dialog has several opportunities to attract customers and exploit new markets. This is another reason this report has recommended product market strategy as a market oriented strategy.

Also it is aligned with the Dialogs corporate mission and vision statements and marketing objectives which looks at adding value to customers and BIB markets. Hence considering above aspects product market strategy is the most suitable strategy to redevelop as market oriented strategy. 3. 2 How to redevelop the Product Market Strategy into a Market Oriented Strategy 3. 2. 1 . Market Penetration As illustrated in Appendix B diagram; the current penetration strategy focuses on VASS to increase sales in the existing markets by making an effort to switch customers and activate dormant customers.

This strategy is correct for certain extent, but it’s important to identify if these VASS are actually satisfying customer expectations or if it’s customized according to different segments requirements and if the correct pricing strategy has been adopted. To address these questions Dialog should adapt a market oriented approach by conducting a customer research to identify the weaknesses of the services and understand what the customer expects and design VASS according to their preferences in a way that provides value to customers.

Dialog could also penetrate the market by improving and redeveloping the regional sales processes and developing a process where back office employees support frontline ales and customer service staff to stimulate sales in the existing markets. Further in order to align this strategy with corporate and marketing objectives, Dialog should launch hard hitting advertising campaigns instead of always focusing on core competency related advertising campaigns.

Should make customers aware about low cost products and how Dialog empowers and enrich customers and BIB operations that align with corporate Mission, and in future how dialog could be seen as an affordable brand instead of an expensive brand. The reason is new market entrants such as distillates and Irritate have used hard hitting advertising campaigns to position their brands as low cost products whilst Dialog advertises on core competencies. On the other hand customers are more concerned regarding value for money offers instead of product differentiation.

As identified in SOOT analysis Dialog has the Sir Land’s largest mobile based loyalty program, but the customer awareness is low regarding the program. So if the correct marketing communication tools such as TV, press, Radio are used could increase customer awareness and retain customers and stimulate sales in the existing markets by using loyalty. . 2. 2. Product Development According to social trends there is an emerging trend toward technology sax. N. Y culture; this is an opportunity to exploit the existing market with new products. The current strategy focuses on new product development, quality and products upgrades.

This approach should be market oriented as follows: should be clear on what customer expect from new product and upgrades and quality, since Dialog corporate objective focus on downsizing need to plan how to utilize limited resources on product development especially should undertake financial analysis including reawaken analysis, should use compatible customer oriented pricing strategy and promotional strategy, also need to focus on competitive response and ways (such as patents, copy rights) to delay competition from entering the market with substitutes and develop products for BBC as well as BIB to be linked to corporate vision.

The said approaches will enable Dialog to gain profits and discourage new entrants to develop substitutes. 3. 2. 3. Market Development The current market development strategy focus on new distribution channels development, new segments and geographic areas. This should have a market oriented approach as follows: Should focus on competitive approach and how the new channel partners could be attracted through value creation, establishing sustainable relationships through special commissions, discounts, rewards and recognition for sales volumes.

Also focus on different needs and wants of customers based on different geographical locations. For instance North east & Western province customers have simple requirements hence should use differential pricing policies and focus on customer values and beliefs to communicate promotional messages and attract new segments and provide VASS. 3. 2. 4. Marketing Oriented Culture As identified earlier while redeveloping the above Product Market strategies in to market oriented strategy it is recommended to adopt a marketing oriented culture.

The reason is Market oriented culture should be the Dialog culture since it is aimed at maintaining a high level of performance by effectively and efficiently executing activities required to obtain customer value. (Nerve & Slater, 1990) A marketing oriented culture could be created through intelligence and knowledge, value creation and communication. (BP, 2009) It ensures that the Dialog senior management’s key operations have been focused on the needs and wants of the elected target markets which will lead to make profits.

Further when adapting market oriented culture Dialog will also adapt its core values such as Quality, Creativity, Originality, Service, Learning, integrity, Trust and respect. (BP, 2009) The said values are already a part of the Dialogs corporate values, and align with the mission statement. The reason is Dialog focus on commitment to task and excellent customer service and it has an open culture which welcomes creativity, learning and respect. However Dialog focuses mainly on differentiation and technology thus would adopt a market oriented culture to be more focus on customers, competition and internal functions.