Strategies for Marketers
Chapter
12
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The formulation of strategy 3: strategies for leaders, followers, challengers and nichers
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T H E F O R M U L AT I O N O F S T R AT E G Y 3
519
12.1 Learning objectives
When you have read this chapter you should be able to understand: (a) the influence of market position on strategy; (b) how organizations might attack others and defend themselves; (c) how life cycles influence marketing strategy and planning.
12.2 Introduction
In Chapter 11 we focused in some detail upon Porter’s generic strategies and the nature and
Buy this file from http://www.download-it.org/learning-resources.php?promoCode=&partnerID=&content=story&storyID=1321 sources of competitive advantage. This chapter takes the analysis a stage further by examining
how the organization’s position in the market, ranging from market leader through to market nicher, influences strategy and planning. Finally, we turn our attention to the ways in which market and product life cycles need to be managed.
12.3 The influence of market position on strategy
In discussing how best to formulate marketing strategy, we have focused so far on the models and approaches to planning that can help to formalize the analytical process. In making use of models such as these the strategist needs to pay explicit attention to a series of factors, including the organization’s objectives and resources, managerial attitudes to risk, the structure of the market, competitors’
12
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The formulation of strategy 3: strategies for leaders, followers, challengers and nichers
Buy this file from http://www.download-it.org/learning-resources.php?promoCode=&partnerID=&content=story&storyID=1321
This Page Intentionally Left Blank
Buy this file from http://www.download-it.org/learning-resources.php?promoCode=&partnerID=&content=story&storyID=1321
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T H E F O R M U L AT I O N O F S T R AT E G Y 3
519
12.1 Learning objectives
When you have read this chapter you should be able to understand: (a) the influence of market position on strategy; (b) how organizations might attack others and defend themselves; (c) how life cycles influence marketing strategy and planning.
12.2 Introduction
In Chapter 11 we focused in some detail upon Porter’s generic strategies and the nature and
Buy this file from http://www.download-it.org/learning-resources.php?promoCode=&partnerID=&content=story&storyID=1321 sources of competitive advantage. This chapter takes the analysis a stage further by examining
how the organization’s position in the market, ranging from market leader through to market nicher, influences strategy and planning. Finally, we turn our attention to the ways in which market and product life cycles need to be managed.
12.3 The influence of market position on strategy
In discussing how best to formulate marketing strategy, we have focused so far on the models and approaches to planning that can help to formalize the analytical process. In making use of models such as these the strategist needs to pay explicit attention to a series of factors, including the organization’s objectives and resources, managerial attitudes to risk, the structure of the market, competitors’