In this highly competitive industry, first and foremost, Tetrosyl would need to develop a strategic plan based on market intelligence of intensive analyses of the industry, customers, competitors, distribution channels and emerging technologies.
Tetrosyl should adjust positioning and differentiation strategies to varying product life cycles (PLC). As Swan and Rink (1982, p. 76) notes, "marketing strategy should be both a response to and an effective agent on the [PLC] cycle".
The initial success of Tetrion can be attributed to the 'pioneer's advantage through product innovation and differentiation (i.e. the first ready-to-use, all purpose filler in the market). While Tetrion have a time-in-market advantage, this advantage could be overtaken by competitors with a faster diffusion rate (Niedrich & Swain 2003, p. 478).
Hence, in order to sustain market growth, Tetrosyl should adopt a "pre-emptive defence" strategy where it anticipates and repositions itself to fend off threats of new product launches by competitors. Market leaders demonstrating higher levels of preparation are often associated with successful defence (Stasch & Ward 1997, p. 41).
Therefore Tetrosyl should adopt the following strategies for Household Products Division: -
Heavy investment in promotion emphasizing on the all-purpose' concept and thus the shifting of product-awareness advertising to product-preference advertising.
Improvement in product quality and features to avoid displacement by other competitive products.
Lowering of price would ensure competitive pricing and attract the segment of price-sensitive buyers.
In order to reach more customers, there is a need to increase distribution coverage and channels through increased networks of wholesalers and retailers.
Further products development and expansion of product range to include pastes, cleaners, and flanker products.
David, J 2005, Guilty through association:...
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