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statement of the firms business based on a careful analysis of benefits sought by present and potential customers and an analysis of existing and anticipated environmental conditions |
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defining a business in terms of goods and services rather than in terms of the benefits customers seek -business mission statements often suffer from this |
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identifying internal strengths and weaknesses & external opportunities and threats |
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collection and interpretation of info about forces, events, and relationships in the external environment that may affect the future of the org or implementation of the mktg plan |
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set of unique features of a company and its products that are perceived by the target market as significant and superior to those of the competition |
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cost competitive advantage |
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being the low-cost competitor in an industry while maintaining satisfactory profit margins |
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curves that show costs declining at a predictable rate as experience with a product increases |
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product/service differentiation competitive advantage |
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the provision of something that is unique and valuable to buyers beyond simply offering a lower price than that of the competition |
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niche competitive advantage |
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the advantage achieved when a firm seeks to target and effectively serve a small segment of the market |
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sustainable competitive advantage |
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an advantage that cannot be copied by the competition |
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a statement of what is to be accomplished through marketing activities |
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the activities of selecting and describing one or more target markets and developing and maintaining a marketing mix that will produce mutually satisfying exchanges with target markets |
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market opportunity analysis (MOA) |
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the description and estimation of the size and sales potential of market segments that are of interest to the firm and the assessment of key competitors in these market segments |
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unique blend of product, place (distribution), promotion, and pricing strategies designed to produce mutually satisfying exchanges with a target market |
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the process that turns a marketing plan into action assignments and ensures that these assignmentsare executed in a way that accomplishes the plan's objectives |
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gauging the extent to which the mktg objectives have been achieved during the specified time period |
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provides the mechanisms for evaluating mktg results in light of the plan's objectives and for correcting actions that do not help the org reach those objectives within budget |
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a thorough, systematic, periodic evaluation of the objectives, strategies, structure, and performance of the mktg org |
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goal of strategic planning |
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long-run profitability and growth |
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strategic decisions require: |
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Definition
long-term commitments of resources |
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strategic business units (SBU) |
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subgroup of a single business -each requires own strategy and funding |
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manufacturing facilities, distribution channels, top managers |
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3 most common strategic alternatives |
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Definition
1. ansoff's opportunity matrix 2. boston consulting group model 3. general electric model |
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ansoff's opportunity matrix- market penetration |
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Definition
increase market share among existing customers |
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ansoff's opportunity matrix- market development |
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attracting new customers to existing products |
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ansoff's opportunity matrix- product development |
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creation of new products for present markets |
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ansoff's opportunity matrix- diversification |
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increasing sales by introducing new products into new markets |
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boston consulting group model |
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uses portfolio matrix to determine future cash contributions/requirements for each SBU |
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allocates resources among products or SBUs on the basis of market growth rate and market share (star, cash cow, problem child, dog) |
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what is the basis for all mktg strategies and decisions |
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the foundation of any mktg plan |
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performing a SWOT analysis allows firms to identify their: |
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