Marketing Strategy

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020-sustainability-500

Choosing the Right Green-Marketing Strategy

Green marketing hasn’t fulfilled its initial promise, but companies can be more effective with it if they realize that a one-size-fits-all strategy doesn’t exist. Consumers swear that they want green products, but in checkout aisles, most revert to more common requirements — convenience, availability, price, quality and performance. The authors show how companies today can choose among several different green strategies targeted to specific customer segments.

09-Marketing-500

Does Promotional Pricing Grow Future Business?

Do big discount strategies really prompt new customers to buy more items, more often? Or does promotional pricing actually undermine attempts to increase future spending among existing customers? A recent large-scale study of a U.S. catalog retailer investigated how discount promotion strategies ultimately affect the bottom-line business.

13-Innovation-500

Don’t Be Unique, Be Better

Even the best companies let their customers down sometimes, and many disappoint frequently. The authors lay much of the blame for this on companies’ obsession with uniqueness and differentiation. According to their analysis, companies are too quick to dismiss “category benefits” as a source of advantage. They explain why companies such as Toyota, Cemex, Orange, Medtronic and Sony are successful because they are simply better at offering what customers really want.

9-Global-Business-China-500

Strategies for Competing in a Changed China

A decade ago, multinational companies seemed poised to dominate in China. Today that picture has changed. Whereas IBM, HP and Compaq had quickly won more than 50% of the personal computer market, for example, Chinese company Legend Group Ltd. is now the number one supplier. Research in 10 industries over the last 10 years reveals a pitched battle of competencies between multinational and local players and points to five strategies that can help multinationals regain the edge.

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5-Marketing-500

Confronting Low-End Competition

Every company lives in fear of competitors that offer seemingly similar products for much lower prices. Dealing with such discounters is no simple matter, as Hewlett-Packard, May Department Stores, Salomon Brothers and others have discovered. Nevertheless, various strategies — ignoring or blocking the competitor, strengthening your value proposition or even strategic retreat — can help slow or even stop the low-end competitor without destroying the industry’s profit margins.

041-Global-Business-500

Japanese Experiences With B2C E-Commerce

A four-year study of Japanese business-to-consumer (B2C) e-commerce initiatives reveals the innovative ways Japanese corporations exploit traditional aspects of Japanese business and consumer retailing — specifically, the consumer’s preference for paying with cash and the willingness of corporations to form cooperative alliances (the keiretsu model) — to further develop the

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01-Strategy-500

Creating Growth With Services

In a world of commoditized products, companies are turning to service offerings for growth. The key to success involves redefining markets in terms of customer activities and outcomes, not products and services.

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017-Strategy-500

Surfing the Edge of Chaos

Every decade or two, a big idea in management thinking takes hold and becomes widely accepted. The next big idea must enable businesses to improve the hit rate of strategic initiatives and attain the level of renewal necessary for successful execution. Scientific research on complex adaptive systems has identified principles that apply to living things, from amoebae to organizations. Four principles relevant to strategic work at Royal Dutch/Shell are outlined.

Showing 41-58 of 58