Aldus Case Study

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  • Topic: Marketing, Adobe Systems, Adobe PageMaker
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  • Published : June 16, 2011
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ALDUS CORPORATION CASE STUDY

Rod Denney

Western Governors University

Abstract

This essay will examine in explicit detail the new positioning strategy in conjunction with other marketing issues prevalent within the Aldus Corporation. The Aldus Corporation has been a leader in the desktop publishing market since its inception in February 1984. However, the firm's marketing manager Richard Strong pointed out some foreseeable problems that would require a dramatic shift in the company's positioning strategy.

The Proposition to Change Positioning Strategy
The forward thinking of Mr. Strong to split Aldus Corporation’s product line into two separate divisions was very innovative, creative, and bold. However, two separate versions of the PageMaker software would need to be created in order to meet the needs of the company's major segments, which were the graphics professional and the business end user. The creative graphics professional version would require an enhanced technical assistance, enhanced sophistication and would require a parallel alignment with other software such as the image scanner. In contrast to the graphics professional version, the business market segment would require the least amount of sophistication and would be configured in order to be less complicated and would not require additional training. As aforementioned, Mr. Strong's positioning strategy would require Aldus Corporation to divide the company's brand positioning. This bold strategy would be a paradigm shift from what Aldus had been doing in the past, which was because all of Aldus Corporation’s diverse clients were served with just one line of products. Contrast between Consumer and Organizational Markets

Aldus Corporation customers purchase the desktop publishing software in order to make their documents more appealing. In contrast, consumer markets typically utilized desktop publishing in order to increase their publishing process. As a result, consumer markets were targeted primarily because it is those particular markets that engage in manual publishing to increase their overall efficiency. On the other hand, consumer markets sought out different features in their desktop products in relation to organizational consumers. Moreover, organizational consumers opt for desktop publishers that are streamlined and less complicated to use than consumer markets. Consumer markets contrast from organizational markets in the manner of how desktop publishing software is acquired. In correlation to consumer markets, organizational markets have two separate approaches when making their software purchasing decisions. The first approach is that they may leave it to the departmental supervisors and or managers because there is a need to control the purchasing decisions. The second way is that some organizational markets leave the software purchasing decisions to the respective individuals because they are the end user of the software product and understand what they want. However, the overall consumer markets request an unimpeded approach when making software purchasing decisions; regardless of which market. The primary differences between organizational markets and consumer markets are that the organizational markets use goods to further production, increase operational efficiency, and for reselling to the consumer. In contrast, the consumer purchases products for personal use. Furthermore, consumers are driven by impulse, peer pressure, or effective marketing enticements to purchase a good or product. The opposite occurs with an organization because it is much more difficult to entice an organization into buying a good or product that is not needed. Lastly, there are similarities between the organizational and consumer market, which include the following: • Price

• Expectations of Quality Specifications
• Service Guarantee Expectations
• Judgmental About Previous Purchasing Decisions
The positioning strategy
The position...
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