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| A key test of a core competency that demonstrates it provides increased access to [target] markets. |
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| Ansoffs Product-Market Grid |
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| growth strategies based on the mix of new or existing This planning tool characterizes products and new or existing markets. |
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| These descibe the way products are used. |
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| A listing of every attribute for a product to stimulate ideas for improvement of that item. |
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| The Boston Consulting Group planning tool that evaluates business units in terms of their growth potential and market share |
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| An open approach to produce the greatest number of ideas. |
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| A two-dimensional grid that shows how brands relate to each other for two or sometimes three key attributes. |
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| A product development that requires a technological breakthrough. |
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| All the businesses in the company |
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| A way to measure the position of the business unit which includes market size, market growth, the intensity of competition, the relative price level, and amount of government regulation. |
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| A business unit that has a low market growth rate but has high market share. |
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| A listing of every attribute from published sources that may suggest other ideas. |
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| A key test of a core competency that shows consumers perceive significant benefits to the firm with the competency. |
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| A fundamental capability of the firm that will help it achieve its vision. Each capability will meet the three key tests of being a strategic, competitive, advantage in accessing appropriate markets and market segments. |
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| A simple extension that requires some change in the product line but no new technologies |
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| A marketing strategy featuring customer perceived uniqueness on an industry-wide basis. |
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| A business unit that has a low market growth rate and low market share potential. |
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| The first group after the innovators to adopt a new product . |
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Definition
| The first group after the innovators to adopt a new product . |
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| The group to adopt a new product that brings market penetration up to 50%. |
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| A method of stimulating the imagination by associating x with Y |
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| GE Strategic Business Planning Matrix |
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Definition
| A planning tool that measures the business unit position based on the strength of the business and the attractiveness of the industry. |
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| The very first group to adopt a new product and/or service concept. |
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| This is the last group to adopt a new product and/or service concept. |
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Definition
| The group to adopt a new product and/or service concept that brings market penetration levels to a clear majority. |
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Definition
| A scale to measure the position of the business unit which includes market share, market knowledge, cost efficiency, technology, and relative quality. |
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| Defining a market too narrowly, thereby missing very large opportunities in very similar markets |
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| A marketing strategy featuring special attributes and/or performance to a small market segment. |
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| The difference in rewards by using resources for Project A versus Project B. |
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| Overall cost leadership strategy |
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| A high-risk marketing strategy featuring a low-cost position on an industry-wide basis. |
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| The activities of the firm that make products available to its markets |
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| An extension of a product line that requires one or more new technologies to implement. |
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| The amount a consumer is willing to pay to obtain a product. |
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| Goods or services, or a combination thereof, that is offered to a target market. |
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Definition
| A two-dimensional or sometimes three-dimensional grid that shows how products relate to each other for two key attributes. |
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| Activities that stimulate consumers to purchase. |
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| A business unit that has a high market growth rate but low market share. |
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Definition
| A business unit that has a high market growth rate and the potential to have high market share. |
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| Strategic business unit [SBU] |
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Definition
| An independent operating unit of the firm. |
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| The process of developing and maintaining a long-term plan for the company that positions the firm to take advantage of its capabilities and constantly changing marketing opportunities. |
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| A key test of a core competency that measures the ability of sustain and/or increase the advantage of the competency over many years. |
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| Strength, weakness, opportunity, and threat analysis. |
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| A level of desire above the basic need. |
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| Any real or perceived outcome that motivates buying behavior and answers the question What's in it for me?. |
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| Describes the value: it is best if it is an emotional and intangible answer to What's in it for me? |
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| The consumer's anticipated level of service quality and/or product performance. |
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| Reseller Any type of intermediary that helps the company find customers or prospects or participates in the transaction between the company and the seller. |
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| Selling Concept Philosophy |
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Definition
| A marketing management philosophy that operates on the assumption consumers will buy products only if the company promotes and sells these products. |
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Definition
| These are intangible items offered to a market to satisfy a need or a want. |
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