Strategic Positioning

Market Targeting and Strategic

Positioning

• Market Targeting Strategy

• Targeting in Different Market Environments
• Positioning Strategy
• Developing the Positioning Strategy
• Determining Positioning Effectiveness
SUGGESTED READINGS

1. Strategic Marketing
by
David Cravens, 8th edition.
Chapter 6

2. Strategic Marketing
by
Wilson & Gilligan
Chapter 5
3
 MARKET TARGETING
STRATEGY

The Marketing Targeting Decision Identities the People

or Organizations in a Product-Market Toward Which a
Firm Directs Its Positioning Strategy Guided by an
understanding of:

•The product-market
•Its buyers
•Firm’s capabilities resources
•Competition
Market Targeting and Strategic Positioning

• Core dimensions of market-driven strategy:

deciding which buyer’s to target and how to
position the firm’s products

• Effective targeting and positioning strategies are

essential in gaining and sustaining superior
performance
SEGMENTS

VALUE
OPPORTUNITES

CAPABILITIES/
SEGMENT
MATCH

TARGET(S)

POSTIONING
FOR EACH
TARGET
 Identify segments within the
product-market

TARGETING
AND
POSTIONING
Decide and implement
Decide which
a positioning strategy
segment(s) to
for each targeted
target
segment
 Competitive Dynamics
Coca Cola Strategy
• What is size of India’s Beverage market?
• An average Indian consumes 10 to 12 Glasses a day.
• Average Glass size is 200 ml.
• Total Beverage consumed by one person is 200 x 10 x 365/1000
• This is 730 litres a year average per person.
• How much Coke is consumer per Capita per year
• About 18 Bottles per year
 Competitive Dynamics
Coca Cola Strategy
• India a heterogenous market
• Launch beverages other than Coke
• Water
• Juices
• Dairy products
• Tea/Coffee
• May be alcoholic beverages
• Trying to get a larger slice of the Indian beverage market?
 Strategic Positioning
Strategic Issue
• What offering Coca Cola can offer to satisfy the need of over 700 litres
of Beverages in a year of an Indian consumer?
 Strategic Positioning
Coca Cola
• Wants to be leader
• Volume required
• What beverages and categories Coke can enter
• Competencies
 Strategic Positioning
Coca Cola India strategy
• The per capita consumption of soft drinks in India is around
5% that of the U.S., indicating the strong growth potential.
• India its third largest market (though without a definitive time frame), up
from its current sixth position.
• Diversification into a wide variety of beverages is one of the key focus areas
for Coca-Cola to drive this growth in India.
• 50:50 Split Between Aerated and Non-Aerated Drinks To Drive
Growth
• India is less than 10% aerated of the total beverage market.
 Strategic Positioning
Coca Cola
• Faces Multi-country competition
• Each country is unique
• Strategy Country oriented
 Strategic Positioning
India
• Multi cultural environment
• Taste and preferences vary
• Combination of aerated and non aerated
• Different Brands to cover different Beverages
• Could be juices, water, diary products
 Strategic Positioning
Coke Portfolio
• Coca Cola
• Thums Up
• Fanta
• Maaza
• Sprite
• Kinley
• Vio
• Minute Maid
 Strategic Positioning
Coca Cola
A portfolio of:
• Global brands
• Local brands
• Positioning is critical
 Strategic Positioning
Coca Cola
• Relatively Strong in aerated drinks market.
• Weak in non-aerated drinks market.
 Strategic Positioning
Positioning
• A single brand will not work
• Multiple brands
• Categories are extremely different
• Means different positioning
• Even in the same space
• Coke versus Thums Up
 Strategic Positioning
Thums Up
• Over Rs 5000/ crore sale
• bought Thums Up from Ramesh Chauhan’s Parle Bisleri Ltd in 1993 along with
Maaza, Limca, Citra and Gold Spot, of which the last two were discontinued by the
American beverage maker.
• However, Thums Up stayed.
• And even though Coca-Cola Co. invested heavily in promoting and marketing its
flagship beverage Coca-Cola or Coke, it couldn’t beat the home-grown cola brand.
• There are several reasons why Thums Up continued to thrive.
• To say that it followed a distinct marketing strategy would be an oversimplification
of the reasons behind its numero uno position.
 Strategic Positioning

Thums Up
• never tried to become a Coca-Cola clone, either in taste or in name.
• “This gave it a distinct identity and prevented it from being
unfavourably compared to Coca-Cola as its poorer cousin,
• Importantly, however, its positioning sweet-spot (Taste The Thunder)
was bolstered by an actually distinct—stronger, fizzier, and slightly
spicier—taste that appealed to the Indian palate. This was probably the
biggest reason for the success of Thums Up.
• Different from Coke
• Unique positioning
 Strategic Positioning
Thums Up
• It tingles, adds to the spicy food and not subtract from it.
• Little surprise then that in Andhra Pradesh and Telangana (states
known for spicy cuisine) it has a whopping 65-70% market share," he
says.
• The brand is equally popular in UP, Bihar, Jharkhand, Gujarat and
Maharashtra.
 Strategic Positioning
Sprite
• Sprite which is the soft drink brand in China, was born in the year 1961
in USA when it was felt necessary to counter the dominance of 7Up.
• It made its entry inside India in the year 1999, and within 10 years, it
was able to topple Pepsi.
• Sprite became most popular soft drink brand in the year 2009, when it
pushed Pepsi to rank 3.
• However, in 2018, Sprite was able to grab 15.6% market share; thereby
overtaking Thums Up and becoming India’s largest selling soft drink
brand.
 Strategic Positioning
Clever Marketing
• Marketing of Sprite in India is mainly based on creating cheeky, viral
videos based on a particular theme; often hitting back at Mountain
Dew as well.
• Their current campaign “Chalo Apni Chaal”, is a perfect example of
such type of marketing.
 Strategic Positioning
Sprite
• Cola taste is acquired, Lemon is natural
• Lemon is quite common in Indian households. The taste of lemon comes
naturally to us. But cola is different.
• Many associate cola (either Pepsi or Coke) as ‘Western’ only because of its
taste. Cola companies spend billions of dollars on advertisements &
endorsements so that we remember its taste and consumption never stops.
• It was researched that if cola companies stop their advertisements and
endorsing celebrities, then people will actually forget them.
• As the lemon’s taste is already in our gene pool, brands such as Sprite and
Mountain Dew don’t have to try too hard to sell their units to us.
 Strategic Positioning
Sprite
• Only chilled Cola tastes good
• Indian rural population is now aware of taste and brand.
• Consumption growth in rural areas is increasing at faster pace compared to
urban locations.
• But the major hindrance in selling soft drinks in villages is electricity and
refrigeration.
• Unless a Pepsi or a Coke is chilled, it won’t taste good and hence, it won’t sell.
• But it is different with lemon based soft drinks. Even it is not chilled, Sprite or
Mountain Dew will taste good, and it will sell.
 Strategic Positioning
Sprite
• [Link]
v=SA167RFCXAM&ab_channel=aditisharma
Perceptual Map
Perceptual Map
 Strategic Positioning
Consumer Insights
• General becoming health Conscious
• Maggi, McDonald’s
• Beverages too
• Colas perceived to be unhealthy
• Focus on health platforms
• Non-Cola category
• Launch of Juices, Diary, Tea/Coffee Beverages
 Strategic Positioning
Coca Cola
• Positioning strategy
• Multiple brands
• Launch Local brands
• Depending on local market
• Carbonated is focussed
• Non-carbonated faces challenges
Strategic Positioning
Issues
• How to grow in Non-aerated category?
• Fastest growing category.
 Strategic Positioning
Competitive advantages
• Brands
• Distribution
• It has distribution pipeline. Now it needs products to fill the
distribution pipe line.
• The focus is non aerated drinks
• It will be region specific approach
• Diversity of the markets
 Strategic Positioning
Amazon’s Brand Positioning Statement
• In the words of Jeff Bezos, “Amazon’s major difference is providing greater value to customers
by a combination of extraordinary convenience, instant access, and comprehensive selection.”
• This statement comes as no surprise as it aligns with how most customers perceive the brand
Amazon.
Customer-Centric
• The most common reasons people shop on Amazon are ease of access, range of options, and
delivery to almost anywhere. All of these have the customer’s user experience at the core. The
message is clear – no matter where you are or what you want to buy, Amazon can help you.
Cost-Effective
• The Amazon website has arguably the broadest range of products. In addition, a vendor and
product rating offers customers transparency. Both of these give customers the option of
choosing the most cost-effective product in a trustworthy environment.
Strategic Positioning
Risk-taker
• This aspect may not be on top of the list, but it is something that customers have
come to associate with Amazon over time. The company has often called
themselves “pioneers.” They are constantly entering new markets and are not
always successful.
• However, this has not deterred them. As Jeff Bezos said, “Our passion for
pioneering will drive us to explore narrow passages, and, unavoidably, many will
turn out to be blind alleys. But – with a bit of good fortune – there will also be a
few that open up into broad avenues.”
How Does Amazon Stand Out from the Competition?
 Strategic Positioning
• Globally, Amazon’s biggest competition is eBay and Alibaba. In each
region, they have different competitors.
• For example, in India, Amazon’s biggest competitor is Flipkart, and
Walmart is in the US.
• Despite the fact that Flipkart’s head start on the Indian market,
Amazon has been quick to catch up. How does the Amazon brand
stand out from its competition?
 Strategic Positioning
Leveraging Data to Build Customer Centricity – Offering Better User Experience
• One of Amazon’s strengths is that it has been studying buying behavior for a very long time. As a
result, it sits on a gold mine of data. Amazon has leveraged this to improve customer experience in
many ways.
• The most obvious has been the shopping experience itself.
• From the way pages are designed to the checkout process, everything has been well thought out.
Every product page has similar products displayed at the bottom. If multiple vendors are selling the
same product, this information is displayed upfront.
• In short, everything a potential customer wants is always one click away. This design is a huge
differentiating factor between Amazon and its competitors.
• By studying its vendors and how their products perform, Amazon has fine-tuned its in-house product
line. So not just the Amazon service, but the products are also in line with the brand’s image
 Strategic Positioning
Changing Communication Strategy
• As discussed earlier, Amazon is constantly entering new regions and industries.
• As a result, it ends up competing with several regional brands. Some of which may have been in
that market much before Amazon’s entry. For example, Amazon’s groceries in the Indian market
compete with local vendors who have been around for decades.
• To not be seen as a corporate giant, Amazon has modified its communication strategies. They are
more human, touch on emotions, and are often hyper-localized in regional languages.
• For example, in the Indian market, Amazon Prime’s biggest competition initially was Netflix.
• During the early days, more people preferred Netflix as they saw them as a specialist of that space.
• In contrast, Amazon was seen as a jack of many trades.
• This was despite the fact that Amazon Prime entered the Indian market first. One of the ways
Amazon Prime was able to strengthen its brand was through localized content and marketing.
“Indianising” their content and branding worked in favor of Amazon Prime. So much so Netflix has
followed suit.
 Factors Influencing Targeting
Decisions

• Stage of product – market maturity

• Extent of diversity in preferences
• Industry structure
• Capabilities and resources
• Opportunities to gain competitive advantage
TARGETING IN DIFFERENT MARKET
ENVIRONMENTS

 Emerging

 Growing
 Mature
 Declining
 Global
 Emerging Market

Buyer Diversity
• Segmentation limited due to similarity of buyers’
preferences
Industry Structure
• Typically small new organizations
• Limited access to resources
Capabilities and Resources
• Unique benefit (differentiation) strategy rather than low-
cost
• First-mover advantage
Targeting Strategy
• Single target or a few broad segments
 Growth Market

Buyer Diversity
• Segments should exist
Industry Structure
• Numerous competitors
Capabilities and Resources
• Survival requires aggressive actions by firms that seek large market
positions
• Otherwise select one or a few market segments
Targeting Strategy
• Three possible strategies
1. Extensive market coverage by firms with established businesses in
related markets
2. Selective targeting by firms with diversified product portfolios
3. Very focused targeting strategies by small organizations serving one
or a few market segments.
 Mature Markets
Buyer Diversity
• Segmentation essential for competitive advantage
Industry Structure
• Intense competition for market share
• Emphasis on cost and service, and pressures on profits
Capabilities and Resources
 Management’s objectives: cost reduction, selective targeting,
product differentiation
Targeting Strategy
 Deciding which segment to serve
 Firms pursuing extensive targeting strategies may decide to
exit from certain segments
 Global Markets

Global Reach and Standardization

• Identify market segments that span global markets and serve these
needs with global positioning strategies
Local Adaptation
• Consider requirements of domestic buyers
• Buyers’ needs and preferences affected by social, political, cultural,
economic, and language differences
Industry Structure
• Restructuring, acquisitions, mergers, and strategic alliances altering
industries and
competition
Targeting Strategy
• Targeting a single country, regional (multinational) targeting, or global
targeting
 POSITIONING STRATEGY

Deciding the desired perception/

association of an organization/ brand by
market target buyers…and designing the
marketing program to meet (and exceed)
buyers’ value requirements.
 POSITIONING ISSUES
REPOSITIONING
• Strengthen the brand
• Make or break the organization
• Changing consumer needs
• Complacency can be fatal

46
 POSITIONING ISSUES
Change the benefit
• Launch of Maruti 1000
• Ultimate in luxury
• Launch of Maruti Esteem
• Maruti 1000 repositioned as an ‘affordable luxury’

47
 POSITIONING ISSUES
Take a new look at the brand’s use/application occasion
Dettol antiseptic lotion
• Dominated cuts/wounds market
• Declining market
• Occasional product
• Substitutes
• How to increase usage
• Reposition from occasional to daily
• Use for shaving/bathing/washing baby nappies

48
 POSITIONING ISSUES
Look at new product user
Cadbury’s Dairy milk
• Initially targeted at children
• Later middle age groups
• Older people subsequently
• Trying to become a generic product
• Kuch meetha ho jai
• Meetha synoymous to Cadbury’s

49
 POSITIONING ISSUES
Change the brand’s personality/image
• Change meanings/symbols/feelings
Marlboro
• Women’s cigarette in 50’s
• Decided to change personality
• Masculinity/ruggedness
• All American symbol cowboy
• Complete change
• Cultural symbol of America
50
 POSITIONING ISSUES
Try to change consumers’ ideal’ position
• During 50’s and 60’s
• Cooking oil
• Dalda
• Taste
• Preferred medium
• Saffola
• Changed ‘ideal’ position
• Healthy and fat-free oil
• Ignored by competitors
51
 POSITIONING ISSUES
REPOSITIONING IS TOUGH
• Difficult when brand exists for long time
• Risk of alienating loyal customers
• Stood for something yesterday
• How it can change today

52
MARKETING STRATEGY OF TITAN
WATCHES
Positioning strategy
• Limited range of HMT
• HMT watches were seen as ‘Time piece’.
• Titan positioned watch as an ‘ornament’
• Statement of fashion
• Change the consumer’s perception of watches
• It could be gifted

53
• Positioning was really strategic
• Why
• Because it changed the way Consumer buy a Watch
• Not just functional
• Fashion statement
• It had a major impact on the Titan Marketing and other resource
generating capability.
MARKETING STRATEGY OF TITAN WATCHES

Titan Positioning
Old ads
• [Link]
nindustriesltd
Recent ads
• [Link]
w&ab_channel=ClintonCerejo

55
MARKETING STRATEGY OF TITAN
WATCHES
Marketing Mix
• Product
• Price
• Place
• Promotion

56
MARKETING STRATEGY OF TITAN WATCHES

Positioning strategy
• Does positioning have implications/influence on the marketing mix?
• If yes, how

57
MARKETING STRATEGY OF TITAN
WATCHES
Product Strategy
•Quartz technology
•Better product
•Contemporary styles
•Started with 750 designs
•Faced dilemma
•Mechanical versus quartz
•Finally quartz
How will the product mix be influenced by the positioning strategy?

58
MARKETING STRATEGY OF TITAN
WATCHES
Product Strategy
Ornament
• To be seen as an ornament the consumers would like to have watches which are
• Stylish
• variety

59
MARKETING STRATEGY OF TITAN
WATCHES
Product Strategy
• How do consumers buy fashion items?
• Wide choice
• Objective was to
• Consumers buy more than one watch
• Market size increases
• Augment demand for watches
• Different range for different segments
• Introduce jeweler watches
• Indians buying designer jeweler abroad

60
MARKETING STRATEGY OF TITAN
WATCHES
Pricing
• Ornaments are higher priced
• Unique benefits
• Higher prices, why
• Higher cost of manufacture
• Latest plant, high investment
• Avoid price confrontation with HMT
• Avoid price war
• Sell on differentiation
61
MARKETING STRATEGY OF TITAN
WATCHES
Place Strategy
• Comes from positioning
• How customers buy ornaments
• Creating a showroom idea
• Dedicated exclusive distribution
• Investment in a showroom
• Inline with product positioning
• Prime locations

63
MARKETING STRATEGY OF TITAN
WATCHES
Place
• Implications
• Invest in showrooms
• Increases investment

64
MARKETING STRATEGY OF TITAN
WATCHES
Promotion
• Exploring relationships
• Why
• Gift items
• Promotion themes explored
• New relationships
• Market research feedback
• Focus on after sales network
• Why
• Poor feedback of consumers about service of Indian manufacturers
particularly HMT
65
MARKETING STRATEGY OF TITAN
WATCHES
Does Marketing actions affect other departments
• How

66
MARKETING STRATEGY OF TITAN
WATCHES
Finance Department
• Plans to market 750 models
• Implications on investment and working capital

67
MARKETING STRATEGY OF TITAN
WATCHES
Production department
• Gear up to manufacture 750 models
• Technology
• Production processes

68
MARKETING STRATEGY OF TITAN
WATCHES
Human Resources department
• Recruit, select and train the right people
• New technologies
• Challenge to do for the first time

69
 MARKETING STRATEGY OF TITAN
WATCHES
• The Result
• Titan became market leader
• 1995.
 MARKETING STRATEGY OF TITAN
WATCHES
The change
• Competition from global brands
• Titan’s premium offers and the high-end positioning could take its
business only upto a particular level.
• With this exclusive positioning, growth was saturating.
• Need to change positioning

71
MARKETING STRATEGY OF TITAN
WATCHES
• Titan decides to expand its market; enters the low-price segment
• By now, Titan had established its leadership in the middle and up-market segments with watches in the range of Rs 500 to 1 lakh.
• Titan, now decided to enter the low price segment to enlarge its business.
• Titan saw a huge potential in the Rs300 to Rs 500 segment, which was virtually untapped by Indian manufacturers.

•
MARKETING STRATEGY OF TITAN
WATCHES
Different new segments
• Titan decides to expand its market; enters the low-price segment
• By now, Titan had established its leadership in the middle and up-
market segments with watches in the range of Rs 500 to 1 lakh.
• Titan, now decided to enter the low price segment to enlarge its
business.
• Titan saw a huge potential in the Rs 300 to Rs 500 segment, which
was virtually untapped by Indian manufacturers.
MARKETING STRATEGY OF TITAN
WATCHES
Different new segments
• This lower-segment, accounting for nearly 50 per cent of the 20-million-unit
watch market, was served mainly by grey market operators.
• Titan found that if it could provide watches priced between Rs 350 to 500, it
would complement the Titan range and confer a dominant position on Titan as a
player in all segments of the watch industry.
• Titan worked out a tie-up with Timex Corporation of the US, the world’s fourth
largest watchmaking company, and promoted Timex Watches Ltd.
• To start with, Timex offered around 200 models in four distinct ranges. The plan
was to release 800 models over a period of five years. Though the Timex alliance
was in operation only for a few years, it marked Titan’s entry into the mass
market.
MARKETING STRATEGY OF TITAN
WATCHES
New segments
• Titan started cultivating more segments like the modern youth, urban
children and rural buyers.
• It designed special offers for them.
• New models like Xylys, Edge, Heritage, Wall Street, Regalia, Bandhan
and Aviator added further variety to the product range.
• In addition, the company also started marketing models from Tommy
Hilfiger and Hugo Boss under licensing arrangements.
 STRATEGIC POSITIONING INITIATIVES
POSITIONING CONCEPT
The desired positioning of the
product (brand) by targeted buyers

MARKET TARGET

POSITIONING EFFECTIVENESS POSITIONING STRATEGY

How well The combination of

management’s marketing actions
positioning objectives used to communicate
are achieved for the the positioning concept
market target to targeted buyers
 How Positioning Works

• Objective
• Match the organization’s distinctive capabilities with the
customer value requirements for the market target (How
do we want to be perceived by targeted buyers?)
• Desired result
• Gain a relevant, distinct, and enduring position by the
targeted buyers that they consider important.
• Actions by the organization
• Design and implement the positioning strategy (marketing
program) for the market target.
The Perception or Association that Management Wants
Buyers to Have Concerning the Brand

Symbolic Functional

SELECTING THE
POSITIONING
CONCEPT

Experiential
 Positioning Issues

1. The positioning concept applies to a specific brand

rather than all the competing brands that compose a
product classification
2. The concept is used to guide positioning decisions
over the life of the brand
3. Multiple concepts are likely to confuse buyers and
may weaken the effectiveness of positioning actions
Positioning Issues

•The product strategy, indicating how the product(s) will be positioned against the
competition in the product-market.

•The value chain (distribution) strategy to be used.

•The pricing strategy, including the role and positioning of price relative to competition.

•The advertising and sales promotion strategy and the objectives these promotion
components are expected to achieve.

•The sales force strategy, direct marketing strategy, and the Internet strategy, indicating
how they are used in the positioning strategy.
 DETERMINING POSITIONING
EFFECTIVENESS

The marketing offer (product, distribution,

price, and promotion) is both distinct and
valued in the minds of the customers in the
market target.
 Customer and
Competitor Research

Methods for
Determining
Positioning
Effectiveness

Analytical Test Marketing

Positioning
Models
Customer and Competitor Research
• Research Studies
• Preference Maps
Test Marketing
• Generates information about commercial feasibility and
marketing program
• Provides market (sales forecasts) and effectiveness
measures
Positioning Models
• Incorporates research data into formal models of decision
analysis
Positioning Errors

• Under-positioning – customers have only vague

ideas about the company and do not perceive
anything distinctive about it
• Over-positioning – Customers have too narrow an
understanding of the company, product, or brand
• Confused positioning – Frequent changes and
contradictory messages confuse customers
• Doubtful positioning – claims made for the product
or brand are not regarded as credible
Positioning in the market place

What to avoid
Under positioning
• Seen as just another entry in a crowded market
• Pepsi introduces its clear crystal Pepsi 1993
• Customer not impressed
• “Clarity” not seen as an important benefit

85
Positioning in the market place

Over positioning
- Narrow image of the brand
- Trying to widen
- Customer do not accept this
- Maruti Baleno
· Customers think Maruti can make cars up to 5 lacs
· Not higher end
· Image issue
· Poor sales

86
Positioning in the market place

Confused Positioning
• Company making too many claims
• Changing positioning too frequently
• Milkmaid
Started as Tea Whitener
Did not click
As a topping on pudding
Did not click
Finally clicked as base for dessert

87
Positioning in the market place

Doubtful Positioning
Find it to difficult believe in what company claims
Maruti 1000
- Launches in ’89
- Positioned as ‘ultimate in luxury’
- Only luxury car
- Launch of Esteem in ’94
- More luxurious than Maruti 1000
- Is it now ‘Ultimate in luxury
- Sales dipped
- Customer confused
- Repositioned as ‘Affordable luxury’

88
 Positioning in Perspective

• Positioning is a central part of business strategy

• Positioning analysis starts with an understanding of the value
proposition for the target segment
• Value-driven positioning is the objective
• Positioning seeks to differentiate the organization’s offer from
the competition
• Positioning seeks to create a unique perception in buyers’
minds of the target market segment
• Positioning is the unifying dimension of market-driven
strategy
• Positioning usually means that an overt decision is
being made to concentrate only on certain
segments.
• Such an approach requires commitment and
discipline because it’s not easy to turn your back on
potential buyers.
• Yet, the effect of generating a distinct, meaningful
position is to focus on the target segments and not
to be constrained by the reaction of other segments.

Source: Aaker and Shansby, Business Horizons, May-June 1982, 61.

 Illustrative Impacts of Changes in Business
Strategy on Targeting and Positioning
Strategies
Changes in Business Strategy Market Targeting Impact
Positioning Impact
Rapid Growth/ Market scope may not change Substantial changes in resource allocation,
Retrenchment although targets may be increased or (e.g. advertising expenditures
reduced.

Changing the Product Mix No change is necessary unless increase in Changes in product strategy, methods of
product scope creates opportunities in distribution, and promotional strategies may
new segments. be necessary.

Changing the Market Scope Targeting is likely to change to include new Positioning strategy must be developed for
targets. each new target.

Repositioning Should not have a major effect on targeting Product, distribution, price, and promotion
strategy. strategies may be affected.

Value Chain Integration Should have no effect on targeting strategy. Primary impact on channel, pricing and
promotion strategies.

Diversification Targeting strategies must be selected in new Positioning strategies must be developed (or
business areas. acquired for the new business areas.

Strategic Alliance Targeting strategy may be affected based on Operating relationships and assignment or
the nature and scope of the alliance. responsibilities must be established.
 Targeting and Positioning
Product Strategy

Positioning Strategy

Promotion Strategy Distribution Strategy

Market Target

Price Strategy