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RESEARCH

ARTICLE

37 KNOW THE PRODUCT-MARKET CATEGORY MAP

INSIGHT

38 USE YOUR 10KS AND 10 QS

TOOL/TEMPLATE

39 B2B BUYER MARKET MAPPING

SEGMENT

ARTICLE

40 SEGMENTING MARKETS FOR RAPID GROWTH

INSIGHT

41 YOU HAVE NINE PRODUCT-MARKET OPTIONS

TOOL/TEMPLATE

42THE SEVEN STEPS IN SEGMENTATION

TARGET

ARTICLE

43 DESCRIBE YOUR TARGET AUDIENCE

INSIGHT

44 THE WIN-BUILD EXPORT APPROACH

TOOL/TEMPLATE

45 SEGMENT DESCRIPTOR TEMPLATE

POSITION

ARTICLE

46 BEING FIRST DOESN’T ALWAYS WIN IT

INSIGHT                                                     

47 BRANDING FOR VALUE CREATION

TOOL/TEMPLATE

48DEFINE YOUR POSITIONING STATEMENTS

REACH

ARTICLE

49 MARKET ENTRY STRATEGIES

INSIGHT

50 DIFFERENT MIXS DIFFERENT STAGES

TOOL/TEMPLATE

51SELECTING YOUR MARKETING CHANNELS

SELL

ARTICLE

52 STRUCTURING THE SALESFORCE

INSIGHT

53 OPEN DAYS

TOOL/TEMPLATE

54 PROPOSALS AND PRESENTATIONS

DRIVE FOR RAPID GROWTH STAGE

 

COMPANY CHARACTERISTICS

Sales and customers reach a critical mass. Employee numbers are now becoming significant. Whereas sales was crucial during the start up and emerging stages, the imperative now shifts towards developing the company’s brand position in the market and an operational , decentralised infrastructure with the capability to sustain growth as the “hot product” fades and members of the initial founding team moves on.

As the number of clients, employees and transactions increases, along with organisational complexity, the business must focus on operations and, in particular, must understand which processes are critical to the brand and future revenue growth. Functional departments have emerged- finance, marketing, sales, IT, HR and operations/production- along with a crisis in autonomy. Business planning now becomes critical.

The Enterprise begins to develop a decentralized organization structure, to heighten motivation at the lower management levels and leverage their market intelligence. The business has a decentralized organization structure, operational and market level management responsibilities, profit centers, financial incentives, decision-making based on periodic reviews, top management acts by exception and there are formal communication processes and media.

Yet, eventually, the next crisis begins to evolve as the top managers sense that they are losing control over a highly diversified field operation. Freedom breeds a parochial attitude. The crisis of control often results in a return to centralization, which is now inappropriate and creates resentment and hostility among those who had been given freedom.

 

COMPANY GROWTH GOALS & DRIVERS

MARKETING & SALES

 

Growth Goals (measureable objectives)

  • Have I defined the product-market category I currently compete in?
  • Have I defined my ‘positioning’ and got the right ‘brand identity’ for my business?
  • What are the next markets I need to enter?
  • How do I enter those markets?
  • What are the next products I need to develop?
  • What distributions decisions do I need to make?
  • Who are my ‘key accounts’ and how do I manage them?
  • Am I using the right mix of marketing communications for my business?

 

 Growth Drivers (strategies and tactics to achieve the goals)

  • Formal marketing planning becomes a key growth planning process within the business
  • Define (redefine) your market positioning and evolve/ create the right brand personality
  • Define the product-market category that you ompete in – use the map to identify new product-type solutions and      opportunities
  • Hot product starts to fade – new product development programme urgent
  • Extend/diversifyproduct range, market segments and geographical markets
  • Build multi-channels to market
  • Create your leadership brand position and understand how collaborator/channel brands can ‘halo’ your      brand/product
  • Organise and structure the business around the brand position, so that the appealing/differentiated ‘customer experience’ is delivered every-time, by everybody, everywhere.
  • Conduct qualitative and quantitative ( including segmentation) market research
  • Introduce ‘key account management’ for important customers and collaborators
  • Track and respond to competitors



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