Strategic Thinking in Marketing

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А С Г Л U N I V E R S I T A T I S l O Q Z I E N S I S __________________________ Ю Н А OECONOMICA 85, 1988________

I -

COMPANY STRATEGY - GENERAL PROBLEMS

K a r l A le w e ll*

STRATEGIC THINKING IN MARKETING

1. In t r o d u c tio n

To p r a c t is e m ark etin g o b v io u s ly means to be m arket-m inded. Bu t i t should mean a t th e same tim e to be fu tu re- m in d ed . Th ere f o r e , the m ark etin g concept c o n se q u e n tly has f o s te r e d s t r a t e g i c t h in k in g . In W estern Europe and the USA as w e ll as in most wes t e r n c o u n tr ie s d is c u s s io n s about m ark eting s t r a t e g ie s a re p o p u lar or even f a s h io n a b le . The amount of work and b r i l l i a n t id e a s ne v e r t h e le s s have not s o lv e d up to now the problem of s t r a t e g y f i n d in g .

In the. f o llo w in g rem arks I w i l l t r y to p o in t out the b a s ic id e a s of m ark eting s t r a t e g y in our economic system . The con cep ts o f shap in g m ark eting s t r a t e g i e s in c lu d e a l l p a r t s o f m a rk e tin g ; but s in c e choosing and b u ild in g up m ark etin g c h a n n e ls i s one of the b a s ic s t r a t e g i c d e c is io n s o f a company th e se co n ce p ts in c lu d e ch an n el s t r a t e g y f in d in g . In the second p a r t I w i l l g iv e some ex amples o f a n a ly t ip approaches to m ark etin g s t r a t e g i e s in o rd e r to c h a r a c t e r is e the typ e o f tech n o lo g y used and the m ental s t r u c t u r e t h i s te ch n o lo g y i s based on. Some c r i t i c a l rem arks w i l l f o llo w .

2. Ma r k e tin g Concept and Mark e tin g S t r a t e g ie s

2.1 Development o f the M a rk e tin g Concept

Very s tro n g a c t i v i t y i s c h a r a c t e r i s t i c fo r the m a rk etin g of companies in w estern econom ies e s p e c i a l l y i f th ey do not s e l l only

* P r o f e s s o r , O r, P r e s id e n t o f Ju s t u s L ie b ig U n iv e r s it y in G ie sse n (F e d e r a l R e p u b lic o f Germ any).

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on the d om estic but a ls o on f o r e ig n m ark ets. M a rk e tin g i s under sto od as an a c t i v i t y o f a d a p tic g to the m arket but a ls o of i n f l u e n cin g or even c r e a t in g a m arket. The developm ent o f the marke t in g concept i s marked in a 3-stage-model as f o llo w s :

In a p ro d u c tio n o r ie n t a t e d sta g e of m arketing the p ro d u c tio n p ro c e ss and i t s o r g a n is a t io n have been the main problem o f a com pany. Once t h i s problem had b e e n .s o lv e d , th e re were no r e a l s a le s d i f f i c u l t i e s . The m ark etin g s e c t o r had to subm it to the produ c t io n s e c t o r . So to speak the salesm en had to s e l l what was p ro duced, w hich in tim es o f s h o rta g e d i d n 't form a problem . In f a c t th e re were no r e a l m a rk etin g problem s. Today one may f in d t h i s s i t u a t i o n in bran ch es w ith new te c h n o lo g ie s or in d e v e lo p in g coun t r i e s , but on the d evelop ed w e ste rn m arkets i t i s r a t h e r seldom found.

The ad a p tin g - to - th e - m ark e t s ta g e i s based on the assum ption t h a t the p ro d u c tio n i s adapted to the demands o f m arket and i t s p r o s p e c t iv e developm ent. By m arket re s e a rc h one t r i e s to i n v e s t i g a te th e m arket s i t u a t i o n and i t s f u t u r e developm ent. The produ c t io n p ro c e ss e s and programs a re adapted to the m arkets and a t the same tim e com m unication w ith custom ers i s b u ild up by a d v e r t is in g and s a le s prom otion as w e ll as a c t i v e s e l l i n g . T h is con cep t i s s t i l l predom inant today in many b ran ch e s. N e v e r th e le s s : a g a in and a g a in i t becomes o b vio u s th a t t e c h n ic ia n s and s c i e n t i s t s th in k in term s o f p ro d u c tio n and a re n o t y e t p rep a red to th in k in terms o f th e dominance o f m ark ets.

In the m a rk e t- c re a tin g s ta g e i t i s presumed th a t m arkets-es- p e c i a l l y f o r new p ro d u c ts - do not e x is t a t th e b e g in n in g , but have to be c r e a te d by in fo rm a tio n cam paigns ( e s p e c i a l l y a d v e r t i s i n g ) . T h is a p p lie s above a l l to new, so f a r unknown goods in th e consumers’ m a rk ets, but a ls o in new te ch n o lo g y i n d u s t r i a l mar k e t s . T h is s i t u a t i o n can be found w ith lu x u ry goods but a ls o w ith b a s ic needs, e .g . new d ru g s, w hich may be im p o rta n t f o r h e a lt h .

Chem ical f i b r e s and new t e x t i l e s belonged f o r some tim e to this c a t e g o r y . The f u r t h e r developm ent o f th e econom ies, but a ls o the a p p lic a t io n o f new te c h n o lo g ie s i s o fte n dependent on the m arket c r e a t in g a b i l i t y p a r a l l e l to the t e c h n i c a l developm ent o f new p ro d u c ts .

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2.2 S t r a t e g i c Thin k in g in M a rk e tin g

In a dynamic m ark etin g in m arket economies a d a p tin g to the m arket and c r e a t in g new m arkets w i l l a ls o alw ays be fu t u r e o r i e n ta te d . Due to the n e c e s s a ry in v e s tm e n ts in t e c h n ic a l equipm ent, but a ls o in the e s ta b lis h m e n t o f m ark etin g c h a n n e ls , long term th in k in g w i l l be in d is p e n s a b le . M a rk e tin g s t r a t e g ie s which are a d ju s te d to e x p lo it expected demand and c r e a t e a d d it io n a l demand and to meet the c o m p e titio n a re n e c e s s a ry . S t r a t e g i c th in k in g i s a ls o a consequence o f the freedom o f economic a c t io n , w h iŕh e x is t s

r

in m arket econom ies a t l e a s t p a r t l y ; t h i s freedom a t the same time e x e r t s a p re s s u re to use t h i s freedom in o rd e r to be a b le to com- p e te w ith o th e r firm s in the long ru n . I n d i v id u a l a c t io n i s possi b le - but i t i s a ls o n e c e s s a ry fo r s u r v i v a l .

S t r a t e g i c th in k in g can be d e s c rib e d by the f o llo w in g p o in t s : Shaping a s t r a t e g y means to th in k about the n ear and f a r f u t u r e , th a t i s to say to th in k not o n ly of tomorrow but o f the days a f t e r tomorrow. The f u t u r e i s not sim p ly u nderstood as a c e r t a i n d a te to come, f o r in s ta n c e the y e a r 2000, but as a p ath le a d in g from the p re s e n t in t o the f u t u r e . As a r u le - th a t i s e s p e c i a l l y tru e f o r i n d u s t r i a l goods - the p e rio d o f o b s e rv a tio n i s th e o r e t i c a l l y u n lim ite d ("o p e n e n d " ).

The t h in k in g i s c e n te re d on developm ent p r o c e s s e s , not on s itu a t i o n s . In the more sim p le form , t h e r e f o r e , f o r in s ta n c e the growth o f the m arket i s o b s e rv e d , in a s l i g h t l y more c o m p lic a te d form , the changes in the growth r a t e , and f i n a l l y th e re may be looked a t r e l a t i v e chan g es, f o r in s ta n c e the com pany's p lanned or ex p ected growth compared w ith the c o m p e t it o r 's grow th.

S t r a t e g i c t h in k in g has to be o r ie n t a t e d to complex s t r u c t u r e s . T h e re fo re , i t i s n ot r e s t r i c t e d to the m a rk etin g departm ent but i t sho uld be used a ls o in any o th e r s e c t o r o f the fir m .

C on cerning th e p ro d u c ts the p la n n in g , w i l l not o n ly in c lu d e e x is t in g p ro d u c ts and p o s s ib le v a r i a n t s o r s i m i l a r p ro d u c ts . Com p l e t e l y new f i e l d s o f a c t i v i t y p erm an en tly have to be in c lu d e d into

the p la n n in g . T h is so c a l l e d d i v e r s i f i c a t i o p makes i t n e c e s s a ry f o r a company to e n te r in t o c o m p le te ly new f i e l d s , i . e . new a re a s and new te c h n o lo g ie s . More o ft e n on b e h a lf o f the ad justm ent to complex s t r u c t u r e s not o n ly the m arket i t s e l f i s taken in t o c o n s i d e r a t io n , but a ls o th e "non m arket e n v iro n m e n t" - w hich s t r o n g ly

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in f lu e n c e s the m arket in the p resen ce and s t i l l more i t s d e v e lo p ment. Thus, m ark eting means not o n ly th in k in g in m arket c a te g o r i e s (demand and c o m p e titio n ) but a ls o in c a t e g o r ie s o f the s o c io - - c u lt u r a l environ m en t, the p o l i t i c a l and le g a l enviro n m en t, the econom ic e n viro n m en t, the t e c h n o lo g ic a l and the n a t u r a l e n v ir o n ment (s e e F i g . 1 ).

socio-cultural p o litic a l and socio-economic technolooical natural

environment leqal environ- enironment environment environ

demographic structure ment form of govern ment national economy available technologies ment, topogra phy systems of social compound economic system - system - indicators - resources - private and state owned companies, consumers demand tor a v a il able techno logies in fra structure cu ltu ra l patterns matter-of-fact power structu re, internal and external con f l i c t s international relations - system - balance of payments - balance of trade necessary infrastructure climate systems of social security interventions in national economic a ffa irs relevant sectors - importance - interlacing branches - structure in stitution s for the de velopment of technologies geology system of education interventions in foreign trade relations

F i g . 1. A n a ly s is and f o r e c a s t of the environm ent

S t r a t e g i c th in k in g in m ark etin g i s in c r e a s in g ly determ in ed by the o r ie n t a t i o n to r i s k s and c h an ce s. W h ile fo r the o b s e rv a tio n of the p a s t and the n ear fg tu r e a company may r e l y on r e l a t i v e l y e x a c t r a t i o s ( i n terms of tu r n o v e r , p r o f i t , lo s s , r e n t a b i l i t y e t c . ) f o r the s t r a t e g i c o b s e rv a tio n o f the f u t u r e i t has to i n tro d u c e o th e r methods in o rd e r to a n a liz ę r is k s and chances and i f p o s s ib le to make thorn e v id e n t and e v a lu a te them by e v a lu a t io n

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models ( r i s k spectrum , chance s p e c tru m ). The f u r t h e r a firm lo oks in t o the f u t u r e , the le s s i t can r e l y on one s p e c i f i c s t r a t e g y , th e more i t has to d r a f t a v a r i e t y of a l t e r n a t i v e s to meet unex p ected s i t u a t i o n s . In c a s e s o f extrem e u n c e r t a in t y a company may even have to go on w ith o u t c o n c re te schemes of a c t io n and con cen t r a t e on p r o v id in g p o t e n t i a l s fo r re a d in e s s and r e a c t io n schemes f o r p o s s ib le f u t u r e e v e n ts .

A cco rd in g to the degree o f u n c e r t a in t y in a s t r a t e g y u s u a lly i t i s o f on use to fo rm u la te g o a ls in terms o f p r o f i t , lo s s or ca s h . The company has to use more and more q u a l i f y i n g d e s c r ip tio n s o f f u t u r e s t a t e o f a f f a i r s in s te a d o f q u a n t i t a t i v e g o a ls , thus ta k in g m ark eting t h in k in g away from q u a n t i f i c a t i o n , w hich s t i l l l a i n t e n s i f i e d to d a y .

2 .3 . C o n ten ts o f M a rk e tin g S t r a t e g ie s

The c o n te n ts of a s t r a t e g y may be d iv id e d in t o th r e e p a r t s (s e e F ig . 2 ) . F i r e t o f a l l the fu t u r e f i e l d s o f a c t i v i t y and the p o s it io n s to be taken in these f i e l d s a re d e s c r ib e d . So the ques t io n i s which p ro d u c ts the company should o f f e r in f u t u r e , which s o lu t io n s sho uld be a p p lie d to problem s a r i s i n g w ith cu sto m e rs. J u s t as open and su b m itted to the s t r a t e g i c a l o b j e c t iv e a re the m arket segm ents, but a ls o the custom ers group s, f o r whom some th in g i s to be o f f e r e d . The q u e s tio n i s : "what f o r whom"? There i s

a c o n n e c tio n to the m arket p o s it io n d e s ire d in the m arket. Should th e company t r y to achieve the le a d in g m arket p o s it io n ? Should a po s i t i o n as a p io n e e r be taken on new m a rk ets? Or sho uld the com pany t r y to fo llo w dependence s t r a t e g i e s (w it h some lim it e d inde-* p e n d e n ce ), which le a v e the glam our, but a ls o sometimes h ig h i n t r o d u c t io n c o s ts to the m arket le a d e r , w h ile the company occu p ie s s o - c a lle d m arket n ic h e s l i v i n g th e re w ith s u f f i c i e n t p r o f i t . In longterm s t r a t e g i e s o n ly the b a s ic s t r u c t u r e of the m arke t in g - a ctio n -m ix (a d v e r t is e m e n t , d i s t r i b u t i o n s e l l i n g ) i s d e t e r mined but o f co u rse w ith o u t any d e t a i l s . Only the b a s ic s t r u c t u r e i s f ix e d , e .g . " i n t e n s i v e a d v e rtis e m e n t f o r branded goods" or " s t r o n g ly em phasizing the a p p lic a t io n of t e c h n i c a l s e r v i c e s " w ith new s p e c ia l p ro d u c ts to be in tr o d u c e d , w hich a re p la y in g an im por t a n t r o le in the p ro d u c tio n p ro c e ss o f the custom ers ( e . g . manufa c t u r in g t e x t i l e s through o f f e r in g d y e s ).

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F u tu re s i t u a t io n s F u tu re f i e l d s o f a c t io n : 1 .1 . P ro d u c ts (problem s o lv in g s to be o ffe -X r e d ) : - ty p e s and volumes o f s e r v i c e s to be re n d e re d ,

- b rea d th and depth o f the asso rtm en t o f p ro d u c ts .

1 .2 . Segments of demand:

- typ e s and vdlumes o f segm ents, - seg m entatio n and d i f f e r e n t i a t i o n . F u tu re p o s it io n s in the f i e l d s o f a c t io n ; 2 .1 . Prep o nd eran ce (m ark et le a d e r s h ip , p io

n e e r, b e n e f i c ia r y o f m arket n ic h e s ) . 2 .2 . Independence' (autonom y, c o o p e ra tio n ,

d e p en d e n ce ).

F u tu re b a s ic s t r u c t u r e o f the m ark eting - - a c tio n m ix :

3 .1 . A c c e n tu a tio n o f s p e c i a l f i e l d s of a c t io n

3 .2 . D e fin in g b a s ic p r i n c i p l e s f o r some or a l l f i e l d s o f a c t io n s .

F u tu re p o t e n t ia l and s t r u c t u r e o f the mar k e tin g r e s o u rc e s ; 4 .1 . F u tu re p o t e n t ia l o f s p e c ia l r e s o u rc e s : - know-how, - human r e s o u rc e s , - p la n t and m a t e r ia l re s o u rc e s , - m ark etin g c h a n n e ls , - f i n a n c i a l re s o u rc e s , 4.2.- F u tu re c o o r d in a t io n and s t r u c t u r e o f r e s o u rc e s : - o r g a n is a t io n , - p la n n in g , - c o n t r o l l i n g .

F i g . 2. C o n ten ts o f m ark etin g s t r a t e g ie s

A nother im p o rta n t elem ent in the m a rk e tin g - 3 tra te g y i s th e so- - c a lle d "p la n n in g o f p o t e n t i a l s ” , w hich d e te rm in e s w hich marke t in g re s o u rc e s sho uld be s u p p lie d in f u t u r e . The company has to c o n s id e r the know-how and the p re s o n a l s t a f f in a l l i t s d i f f e r e n t q u a l i t i e s . A p art from th a t o f co u rse a ls o the f a c t u a l re s o u rc e s and f in a n c e . One o f the most im p o rta n t s t r a t e g i c d e c is io n s i s the s e l e c t io n (o r b u ild in g up) o f m a rk etin g c h a n n e ls .

An im p o rta n t elem ent in e v e ry s t r a t e g y i s the f u t u r e o rg a n i-A. P o s it io n s in the m arkets B. S t r u c t u r e s o f m ark eting a c t io n s Ľ. S t r u c t u r e s and p o t e n t i a l of m ark etin g re s o u rc e s

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s a t io n . Should f o r In s ta n c e the s a le s s e c t io n be o rg a n ise d r e g i o n a l l y ? Should a company t r y to b u ild up an o r g a n is a t io n which i s d iv id e d in to custom er s p e c i a l is e d departm ents w ith s p e c i a l i s t s f o r c e r t a i n b ranches or groups o f cu stom ers? S im i la r q u e s tio n s o f s t r a t e g i c r e le v a n c e a r i s e w ith r e s p e c t to the p la n n in g and c o n t r o l l i n g system . To sum up the c o n te n ts of the f i r s t p a rt of t h i s le c t u r e , two p o in ts should be s tr e s s e d :

- the modern concept of s t r a t e g i c m ark eting in a m arket economy i s based on in fo rm a tio n needs co n ce rn in g not o n ly the a c t u a l marke ts but as w e ll the non m arket-environm ent as the fu tu r e d e v e lo p m ents;

- m ark etin g s t r a t e g ie s t r y not o n ly to adapt a company to the m arket demands o f the f u t u r e but a ls o to in flu e n c e or even shape the m arket s t r u c t u r e and the f u t u r e developm ents.

To r e a l i z e th e se g o a ls - which a re im p o rta n t in a l l d eveloped c o u n t r ie s ( i n m arket as w e ll as in planned econom ies) methods o f a n a ly s is a re p r a c t is e d , which s h a l l be p re se n te d in the second p a r t . Of co u rse i t i s n e c e s s a ry to r e s t r i c t the d is c u s s io n to some examples in o rd e r to make u n d e rs ta n d a b le the b a s ic con cep t and way o f t h in k in g .

3. In s tru m e n ts o f S t r a t e g i c A n a ly s is (Exainjplesj

M a rk e tin g s t r a t e g ie s r e q u ir e c o n s id e ra b le e f f o r t s to c o l l e c t in fo rm a tio n about today and f u t u r e , a t the same tim e a l o t o f im a g in a tio n about th in g s which a t the moment a re n e it h e r p re s e n t nor r e c o g n is a b le , but w hich m ight be c re a te d by own o r evoked by o th e r a c t i v i t i e s and in flu e n c e the r e le v a n t e n viro n m en t. In a m arket economy th e se c r e a t i v e a c t i v i t i e s are u s u a lly c a r r ie d out by s t a f f s o f the e n t e r p r is e which u n f o r t u n a t e ly v e ry o fte n lo s e c o n t a c t w ith the a c t u a l b u s in e s s and have c o n s id e ra b le d i f f i c u l t i e s in making these id e a s and co n ce p ts understood by tho se who manage the b u s in e s s .

In o rd e r to a n a ly s e the s t r a t e g i c s i t u a t i o n s as to com petition and demand v a rio u s in s tru m e n ts of a n a ly s is have been d e velo p e d , which t r y to e v a lu a t e a l t e r n a t i v e s t r a t e g y c o n c e p ts . They a re pre sen te d h ere not o n ly fo r t h e i r s p e c i a l te ch n o lo g y but to g iv e some examples o f the im pact of s t r a t e g i c id e a s on m ark etin g

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con-c e p ts in our economic system . In form er tim es most of th e se r e s e a rch methods were c o n c e n tra te d on demand, i . e . consumer r e s e a rc h . Nowadays the c o m p e tito rs are the main goal of m arket a n a ly s is .

In o rd e r to dem onstrate the s i t u a t i o n of c o m p e titio n I have chosen th re e d i f f e r e n t examples o f o b s e rv a tio n :

F ig u re 3 shows the c o m p e titiv e c o n s t e l l a t i o n between 4 d i v e r s i f ie d c o m p e tito rs . Company II o f f e r s seven d i f f e r e n t groups o f p ro d u cts in th re e r e g io n a l m ark ets. This type of d i v e r s i f i c a t i o n i s t y p i c a l e .g . fo r the e l e c t r o n i c a l and ch em ical i n d u s t r ie s . I f you compare the c o m p e titio n of such e n t e r p r is e s w orld wide i t i s of in t e r e s t to a n a ly s e the advantag es and d is a d v a n ta g e s of s p e c i a l i ses companies (A fo r one p ro d u c t, В fo r one r e g io n ) v e rs u s d i v e r s i f i e d companies (U fo r some re g io n s and a l l p ro d u c ts , С fo r fo u r p ro d u c ts in two r e g io n s ); c o n c e n tr a tio n causes advantag es of sp e

c i a l i s a t i o n but a ls o cu m u la tio n of r i s k . D i v e r s i f i c a t i o n g iv e s po s s i b i l i t i e s o f com pensatory c a l c u l a t i o n and p r ic e u n d e rc u ttin g . To u nd erstan d the c o m p e titiv e c o n s t e l l a t i o n in a l l segments may be a d e c is iv e f a c t o r in making a d e c is io n c o n c e rn in g one segment.

F ig u r e 4 ( t a b l e and d iag ram ) emphasizes two o th e r c r i t e r i a , which a re v e ry p o p u la r a t the moment. The tu rn o v e r of the fo u r com panies i s the b a s is f o r m easuring the g ro w th - ra te from the f i r s t to the second y e a r /G_/. The s tr e n g th o f the c o m p e tito rs i s measaured by the r a t i o

t u rn o ve r o f the company_________ ^ _ tu rn o v e r of the b ig g e s t c o m p e t ito r '

I f t h i s " r e l a t i v e m arket s h a re " (RMS) surmounts 1, the com pany i s the m arket le a d e r . G e n e r a lly sp eak ing the RMS i s a measure o f the p re s e n t s tr e n g t h , w h ile the growth i s an in d ic a t o r of f u t u

re p o s it io n s . In the exam ple, A i s m arket le a d e r , but h is growth i s s m a lle r than the ave ra g e and the growth r a t e o f U and B , who a re not the s tro n g e s t now, but do have good p r o s p e c ts . S o , the dia gram shows the p re s e n t c o n s t e l l a t i o n and makes i t p o s s ib le to draw c o n c lu s io n s about the fu tu r e d evelopm ent. But e v e r y th in g i s ba sed on two r a t i o s : r e l a t i v e m arket sh are today and m arket grow th.

F ig u r e 5 compares th re e com peting p ro d u c ts by means of q u a l i t a t i v e c r i t e r i a . The d o ts fo r th e 3 p ro d u c ts a re marked in a "ra n k in g s c a le " from v e ry good to not s u f f i c i e n t . The p o in ts are con n ected by a l i n e , j u s t fo r o p t i c a l re a s o n s. The p ro d u ct o f the company in t h i s example has to compete w ith a h ig h q u a l i t y p ro d u ct (w h ich i s r a th e r e x p e n s iv e ) and a low q u a l i t y p ro d u c t. Such p r o f

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i-P ro d u c ts

I

11 I I I

IV

V VI

V II

1

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6

F ig . 3 C o m p e titiv e c o n s t e lla t io n ( s p e c i a l i s e d d i v e r s i f i e d c o m p e titio n s )

U = company r e t e r r e u ю l o i t e r i n g 7 p ro d u c ts in some m a rk ets) A = c o m p e tito r o f f e r in g one p rod u ct in a l l the 6 m arkets В = co m p e tito r o f f e r in g a l l p ro d u c ts in one m arket С » c o m p e tito r o f f e r in g fo u r p ro d u c ts in two m arkets

F i r s t year- tu rn o v e r RMS Second y e a r tu rn o v e r RMS g ro w th - ra te (G c )Turnover Company U 80 0.62 112 • 0.75 4 OX Competi to r A 130 1.63 150 1 .34 15X Competi to r B 60 0.46 102 0.6B '7 OX C om p etitor С 50 0. 38 56 0.37 12X T o ta l m arket 320 -- 420 — 31X (a n n u a l growth of the tu rn o v e r o f each company) 0 grow th/o f m arket (3 1 X ) RMS (r e la t iv / m a - r k e t s h a r e ) in the second y e a r F ig . 4. C o m p e titiv e s it u a t io n

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s e r v i c e - p r e s o l e * a p p l y i n g

-o ffer »ale assistance d istrib ution - a v a ila b ility - storaqe - fa st d elivery - re lia b ility com m unication '- a d v e rtis in g m ean s - m e ssa g e . - sale* prom otion - te c h n ic a l in fo rm atio n - s a le sm a n ’s in fo rm a tio n s.

le s g iv e a summary of numerous s e p a ra te sta tem e n ts c o n c e rn in g the r e l a t i v e q u a l i t a t i v e s i t u a t i o n o f the p ro d u c ts . The diagram g iv e s an id e a about the com petive s i t u a t i o n and makes i t e a s ie r to th in k

v e ry good / good / f a ir /sufficient/noł sufficient

p ricin g -level

- d ifferen tia tio n -flex ib ility -reductions

- f ir-ancmg

•...•»•••• o w n p r o d u c t

— — expensive ,high priced competitor's product of nigh quality

_ _ _ _ _ cheap product of a com petitor quality of the product

- basic technological quality - environm ent com patibility - la w com patibility

- d ifferen tiatio n of products - ad d ition al products________ pachmq

- functionality

-ad d itio nal contribution

- size

- com m unication

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s t r a t e g i c a l l y in s e v e r a l dim ensions a t the same tim e . In the same way d i f f e r e n t m ark eting ch an n e ls may be e v a lu a te d by q u a l i t a t i v e c r i t e r i a .

The c o s t e x p e rie n c e l i n e in a l i n e a r s c a le ( F i g . 6 ) makes use o f a p r i n c i p l e d e riv e d from le a r n in g by e x p e rie n c e : c o s t w i l l de c l i n e w ith d o u b lin g o f th e accum ulated p ro d u c tio n by 20=30%*. The consequence fo r m ark etin g s t r a t e g y : a company which e n t e r s the m arket e a r ly as a p io n e e r w i l l o b ta in h ig h tu rn o v e r and f in d i t s e l f in a r e l a t i v e l y fa v o u r a b le c o s t s i t u a t i o n , w h ile e n t e r p r is e s which e n te r the m arket l a t e r have to s t a r t o f w ith a h ig h c o s t l e v e l and can reduce t h e i r c o s t s per u n it by le a r n in g p ro c e s s e s o n ly s l o w l y .

T h is l i n e w h ich , h ow ever, i s b u i l t on s e v e r a l p r e c o n d itio n s n ot to be d is c u s s e d h e r e . N e v e r th e le s s , in the l a s t decade t h i s has been a b a s ic id e a in shap in g s t r a t e g i c d e c is io n s .

F ig u r e 7 shows p o s ib le f i n a n c i a l con sequences. A cco rd in g to the b a s ic id e a o f the e a r l y s t a r t o f p ro d u c tio n the p io n e e r has a c o s t ad vantag e compared to l a t e r coming c o m p e tito rs ; he can e i t h e r pass t h i s c o s t advantag e on as a p r ic e r e d u c tio n and thus s tre n g th e n h is p o s it io n , or he c o l l e c t s the c o s t u n d e rc u ttin g s w ith o u t

re-unit cost (D M ) 1*

£03» decline 3 0 % decline í i 1 } .. ■4-— ....I } 1 • i--— output 1 1 4 6 I M) 42 « 46 « (cu m u la ted )

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Com parison of Ъ a lte rn a tiv e d evelo p m en t«:

permanent decline fo rly reduction ot lo tt reduction of of A's m arket share A's m arket share A '* m arket share

F ig . 7. Growth - c o s t r e d u c tio n - p o t e n t ia l o f p r o f i t (g ro w th of m arket 1QX p . a . , d e c lin e o f c o s ts 25* i f cum ulated

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ducing p r ic e s as p r o f i t or c a s h - s u rp lu s thus h avin g an investm ent p o t e n t ia l which g iv e s him an advantage over h is c o m p e tito rs . F i gure 7 g iv e s a su rvey of the consequences of th re e a l t e r n a t i v e mar k e t developm ents. The e a r ly e n t e r in g of market or con q u erin g mar k e t sh a re s en sures tu r n o v e r , c o s t ad vantages and thus p r o f i t s . This con cep t to g e th e r w ith the f o llo w in g id e a s seems to be a b a s ic dogma of North Am erican com panies, d om inating the d is c u s s io n s of m ark eting s t r a t e g y .

U sing t h i s con cep t as b a s is , in the well-known B o sto n - M a trix ( p o r t f o l i o ) ( F i g . 8 ) , c o n s is t in g of the axes m arket growth and r e l a t i v e m arket s h a re , i t i s t r i e d to p o in t out the s i t u a t i o n of a company o f f e r in g a l o t of d i f f e r e n t p rod uct groups, each o f which may be in a q u ite d i f f e r e n t market s i t u a t i o n .

T h is type o f diagram h e lp s to g iv e a su rvey o f a l l th e p ro duct groups, the s o - c a lle d p o r t f o l i o o f a company. The s i t u a t i o n o f d i f f e r e n t p ro d u c t дгоирз, which are p o s itio n e d • a c c o rd in g to t h e i r m arket s i t u a t i o n i s in t e r p r e t e d as f o llo w s . In the r a p id ly grow ing m arkets w ith a r e l a t i v e l y h ig h m arket sh a re ( B ) a r e l a t i v e ly h ig h in vestm e n t ( l e f t colum n) i s n e c e s sa ry to f o llo w th e m arket w h ich , how ever, i s b a la n ce d by a r e l a t i v e l y h ig h cash flo w , because o f the s tro n g m arket p o s it io n . P ro d u c ts in a m arket w ith

F ig . 8. M a trix of ( r e l a t i v e ) m arket sh a re and m arket growth ( p o r t f o l i o ) .

S o u r c e : H. H. H i n t e r h u b e r , S t r a t e g is c n e tern eh m en sfiih ru n g , B erlin - N e w York 1904, p. 118.

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un-r a p id / s tun-r o n g w j- x e t gun-row th, but a low m arket - sh are ( к ) w i l l su f f e r th e re a c a s h - d e f i c i t , b etau se of the n e c e s sa ry h ig h in v e s t ments w ith o u t s u f f i c i e n t c a s h . In a s lo w ly growing m arket (w it h l i t t l e n e c e s s it y to i n v e s t ) a s tro n g market p o s it io n ( 0 ) w i l l pro v id e - c a s h - s u rp lu s e s , because th e c a s h - in ta k e s a re h ig h e r than ttie n e c e s sa ry in vestm e n ts (" c a s h c o w s " ). A weak- m arket p o s it io n and slow m arket growth (C ) w i l l u s u a lly le a d to d is in v e s tm e n t and le a r n in g the m arket.

1. period

2,. period

3. period

1 II

III

£

M Ю0 120

90

900 с

200 250 150

600

0

600

-

₆₀₀

05 200 250 250 100

Го-tal

1 КО 620 480 2800

1

II

III

£

I

n

III

£ 8 « 100 * b % 100 «25% 1000 ♦41% 650 -7% 2Л0 »35% to -20% 1000 0% io o 0% 400 ♦60* 200 ♦si 800 *ьъ zoo 0% 800 100% 200 0% 1200 ♦50% 600 0% — 600 0 % 480 -10% •* *• 410 -20% 300 *50% ъоо «20% 300 1-20% 900 *29% m '10% 400 »33% 520 ♦

?%

990 ♦ 40% «0 0

Ko%

900 45% 600 ♦25% 3300

H ł%

1600 - ii%

14 tO

♦63% 600 0% 36T0

♦41%

(turno ver)

qrowth

rote)

RMS

_RMS

3,5 0,29 0,15

relative» mar-bet share

in a channel

( Intro channel RMS)

relative market share

of th* channels

t

1inter channel RMS) *

0,5 *0

0,5

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2,4 Ą4

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0.1 0,25 «4,0

0,25

0,6

-

-0,9

0,611,25

0,1

1.09 0,92

0,3?

0,?3

1.2 0,4

0,83

F i g . 9. Turnover growth r a t e and r e l a t i v e m arket sh a re s o f 3 t r a d in g com panies in 4 ch an n e ls (ex am p le) ch a n n e ls companies

M - m a il o rd e r house I С - c h a in s to r e s I I 0 - d is c o u n te r ‘ I I I OS - departm ent S to re

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T h is diagram i s understood as a p o r t f o l i o , in to which the d i f f e r e n t p ro d u c ts a re lo c a te d a c c o rd in g to t h e i r f i n a n c i a l s ta n d in g . T h is e v a lu a t io n o f the p ro d u c tio n program i s the b a s ic o f c o n c lu s io n s and v a rio u s p r e s c r ip t io n s , e .g . th a t th e re a lw ays 3_hould be p ro d u c ts w ith c a s h - s u rp lu s e s (0 ) 3 0 th a t o th e r p ro d u c ts , which a re newcomers to the m arket and need in vestm en t ( A ) , a re s u b s i d iz ed and le a d to t h e i r own.

A main s t r a t e g i c d e c is io n in the m ark eting of consumer good3 i s the s e l e c t io n o f m ark etin g ch an n e ls which prom ise to be a suc c e s s f u l g a te to the consumer m arkets. F ig u re 9 o u t lin e s a s i t u a t i o n , which may be t y p i c a l : 3 t r a d in g com panies or groups ( I , I I , I I I ) run d i f f e r e n t typ e s o f r e t a i l o u t le t s аз i t i s more and more u s u a l in the system of consumer goods tra d e : m a il o rd e r houses (M ), c h a in s to r e s ( C ) , d is c o u n te rs ( D ) , departm ent s to r e s (O S ). The t a b le shows the tu rn o v e r fo r 3 p e r io d s , the r a t e of growth (G ) and the r e l a t i v e m arket s h a re s .

Chonn«! t growth >10_%

4.

Ch Jiini: 1 S t r .it t 'jii ps fim lin r j

second ' ye ar avernqe 44% ihird growth year 0 %

У

M

f?M5 F ig . 1 0 .C o m p etitio n between d i f f e r e n t ch an n e ls ( in t e r - c h a n n e l c o m p e titio n )

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f i (jure 10 o u t lin e s the c o m p e titiv e s i t u a t i o n between the fo u r typ e s o f ch an n els ( in te r- c h a n rie l c o m p e t itio n ): M i s lo o s in g the le a d e r s h ip ; o n ly С has a growth r a t e above the a v e ra g e . D, OS and M a re d e c lin in g in ch an nel growth h s w e ll as in r e l a t i v e m arket share F ig u re 11 shows ttte c o m p e titio n between the th ro e companies between the th re e companies ( i n t e r company c o m p e t itio n ). *1 s t i l l defends the le a d e r s h ip , but i t s growth r a t e is not o n ly le s s than tho a v e rag e , but a lr e a d y n e g a t iv e ; I I has in c r e a s in g growth r a t e (more than a v e ra g e ) and an in c re a s in g r e l a t i v e market s h a re . The growth of I I I is becoming n e g a t iv e , n e v e r t h e le s s the r e l a t i v e m arket sh are

was improved a l i t t l e b i t . «

F ig u r e 12 g iv e s a su rv e y of the c o m p e titio n o f the th re e com p a n ie s in th re e c h a n n e ls ( i n t r a ch an nel c o m p e t itio n ). The diagram shows th a t I i s lo s in g growth r a t e and r e l a t i v e m arket sh a re in a l l f i e l d s . I I i s s u c c e s s fu l in f i e l d i and OS by both c r i t e r i a , w h ile a lr e a d y lo s in g growth r a t e in M.

F ig r u e 13 g iv e s to r each of the companies the p o r t f o l i o and i t s s t r u c t u r e ^ . I has a s tro n g p o s it io n in th e ch an n el M, even a f t e r lo s in g r e l a t i v e m arket s h a r e , but th e re seems to be no more growth p o t e n t i a l . M oreover i t i s lo s in g RMS in the o th e r c h a n n e ls

^ These q u e s tio n s a re d is c u s s e d by: G. D r e x e 1, S t r a t e g is c h e Planu ng im E in z e lh a n d e l, "D ie Unternehmung" 19(33, H. 3, p. 1 Б 2 - 2 0 2 .

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100% 80 60 iO 20 ■ 0

H g . 12. C o m p etitio n in the c h a n n e ls o f companies ( i n t r a ch an nel c o m p e titio n )

(w h ich have a h ig h e r growth r a t e ) . I I i s s tre n g th e n in g i t s p o s i t io n in a l l c h a n n e ls , most of a l l in С w hich has the h ig h e s t growth r a t e . I l l i s in a weak p o s it io n in a l l c h a n n e ls and lo s in g m arket s h a re , most o f a l l in the f l o u r i s h i n g ch an n e ls С and OS.

T h is s t r a t e g i c a n n a ly s is is o f i n t e r e s t not o n ly fo r the t r a d in g companies th em selves but f o r a l l p ro d u c ers who a re u sin g tr a d in g companies as m ark etin g c h a n n e ls .

b. Some C r i t i c a l Remarks

\

..

The c o n s id e r a t io n s in F ig . 9-13 a re based on two r a t i o s : the growth r a t e and the r e l a t i v e m arket s h a re s . These two q u a n t i t a t iv e c r i t e r i a a re v e ry one s id e d i f c o n s id e re d as a c r i t e r i o n o f the m arket s i t u a t i o n . T h is f a c t i s l i v e l y c r i t i c i z e d as in a s p e c ia l sense narrow-m inded. Thus i t has e s p e c i a l l y been s ta t e d th a t the s tro n g m arket sh a re cann ot t>e a c r i t e r i o n f o r the p r o f i t , as the r e l a t i v e m arket p o s it io n in com parison to the c o m p e tito rs i s by no means ex p ressed o n ly by t h i s r a t i o , but by many o th e r c r i t e r i a which have p a r t l y been c o l le c t e d in F ig . 14. Ih e o n e-d im ension al- q u a n t if y in g index o f r e l a t i v e m arket s h a re s i s r e p la c e d h ere by a v a r i e t y o f q u a l if y in g s ta te m e n ts , such as s iz e and f i n a n c i a l s ta n d in g of the e n t e r p r is e , ad van tag es in the p ro d u c tio n s e c t o r ,

Channel growth (com p) им

\

IDS • HIM in С

1112

. IC ..-w® i m s

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I

Channel q row I h (T otal)

I I

Ш

50

F i g . 13. Channel p o r t f o l i o o f the companies

advantag es in the energy and raw m a t e r ia l p r o v is io n s - a problem o f e x t r a o r d in a r y im portance - advantag es in r e s e a rc h and d e v e lo p ment p o t e n t ia ls and e s p e c i a l l y the q u a l i f i c a t i o n o f the management. W ith t h i s widened c o n s id e r a t io n o f e r e l a t i v e p o s it io n of an e n t e r p r is e in r e l a t i o n to i t s c o m p e tito rs , H in te rh u b e r ^ , whose a b b re v ia te d s p e c i f i c a t i o n t h i s i s , t r i e s to e x p la in th a t w ith s tra t e g ic ( t h a t means lo g term o r ie n t a t e d ) c o n s id e r a t io n s the r e l a t i v e ! m arket s h a re can o n ly be one in d ic a t o r out o f many, and th a t more

o ve r the q u a l if y in g e v a lu a t io n i s more a p p r o p r ia t e , c o n t r a r y to the way of c o n s id e r a t io n s taken o v e r from the USA. The adhe

ren ce to m arket growth should be c r i t i c i z e d in (the same manner. R a p id ly growing m arkets a re by no means a lw ays p r o f i t a b l e . On the o th e r hand: There may be s ta g n a tin g m a rk e ts, the p r o f i t quota o f which i s a lo t h ig h e r than th a t o f r a p i d ly grow ing and h o t ly c o n te s te d m arket. Here a ls o not o n ly th e growth i s ap t to measure

i '■ 1 -i i. >

5 H i n t e r h u b e r , op. c i t .

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(1 ) ( r e l a t i v e ) p o s it io n in m ark ets, e .g . - m arket sh are - s iz e and f i n a n c i a l s tr e n g th - r a t e of growth - r e t u r n ( c o n t r i b u t io n , p r o f i t r a t e , c a p i t a l tu r n - o v e r) - r is k - m arket p o t e n t ia l ( 2 ) ( r e l a t i v e ) p o t e n t i a l o f prod ucing (A ) - c o s t advantag es o f c o m p e tito rs - in n o v a to ry a b i l i t y and t e c h n ic a l know-how - lic e n c e b u yin g o r s e l l i n g

(B )

- a b i l i t y to meet the re q u ire m e n ts o f e x is t in g m arket shares - ad vantag es o f lo c a t io n

- a b i l i t y to in c r e a s e p r o d u c t iv it y

- a b i l i t y to meet th e req u ire m e n ts o f environm ent p r o t e c t io n

- s e r v ic e s to custom ers (C )

- p re s e n t and f u t u r e su p p ly w ith energy and raw m a t e r ia ls - c o s ts o f energy and raw m a t e r ia ls

( 3 ) ( r e l a t i v e ) p o t e n t i a l o f re s e a rc h and developm ent - p o t e n t ia l o f in n o v a tio n

- c o n t in u it y o f in n o v a tio n

( 4 ) ( r e l a t i v e ) q u a l i f i c a t i o n o f s t a f f , esp . management

- q u a l i t y o f in fo rm a tio n system , o r g a n is a t io n , p la n n in g system ________________ -4. ..________ ,v '

F ig . 14. Dim ensions o f r e l a t i v e s t r e n g t h 's in c o m p e titio n S o u r С e : As on F i g . 8 (p . 105).

the m arket a t t r a c t i v e n e s s but a s e r ie s o f o th e r c r i t e r i a , the so- - c a lle d m arket q u a l i t y and o th e r c r i t e r i a m entioned in F i g . 15.

The p o in t i s th a t the m erely q u a n t if y in g e v a lu a t io n in p r o f i t and growth r a t e s i s not s u f f i c i e n t , to e x p la in th e v a r i e t y o f i n

flu e n c in g f a c t o r s . T h is c r i t i c a l o p in io n tow ards the s t r a t e g i c th in k in g in terms o f m arket growth and r e l a t i v e m arket sh a re r a t e s from my p o in t o f vie w i s not c o n t r a d ic t e d by the f a c t t h a t an Am erican stu d y has e x p la in e d a h ig h c o r r e l a t i o n between m arket

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.iľ ťwth and r e l a t i v e m arket share on the one hand and the p r o f i t a b i l i t y o' dn e n t e r p r is e on t h f o th e r . For the p u n ctu al c o n s id e ra t io n , which is r e la t e d to the p re s e n t, пел fu tu r e and near past t h is may o ro b a b ly be t ru e , but in s t r a t e g ic a l c o n s id e ra tio n s othor

(1 ) volume and growth of m arkets ( 2 ) q u a lit y o f m arkets - re tu r n (c o n t r i b u t io n , p r o f i t r a t e , c a p it a l tu rn - o v e r) - p o s it io n in the 1i f e - c y c le of m arkets - m argin f o r p r ic in g - t e c h n o lo g ic a l le v e l and in n o v a to ry p o t e n t ia l - p o s s i b i l i t i e s to p r o t e c t know-how a g a in s t im it a t io n - req u irem en ts of in vestm en t *

- s t r u c t u r e and in t e n s it y of co m p e titio n - number and s p e c ia l a b i l i t i e s of c o m p e tito rs - b a r r ie r s to e n te r m arkets

(3 ) sup p ly o f energy and raw m a te r ia ls - danger of in t e r r u p t io n s

- endangering the p r o f i t a b i l i t y by p r ic e in c r e a s in g - a lt e r n a t iv e raw m a t e r ia ls and e n e rg ie s

(4 ) m arket environm ent

- dependence on c o n ju n c tu ra l f lu c t u a t io n s - in flu e n c e s of i n f l a t i o n and exchange r a te s - l e g i s l a t i o n

- p u b lic o p in io n

_______ - in t e r v e n t io n s of s t a t e ___________________ _________ _________________ F ig . 15. Dim ensions of m arket a t t r a c t iv e n e s s

S o u r c e : As on F ig . 0 (p . 102).

c r i t e r i a w i l l have more im p act. To r e ly on q u a n t it a t iv e in d ic a t o r s le a d s a s t r a y . The m ark etin g m anager's way of t h in k in g , which du r in g the la s t decade aimed a t a q u a n t i f ic a t io n of succes and mar k e t r a t io s as e x a c t ly as p o s s ib le , now in i t s s t r a t e g ic v e rs io n has to f r e e i t s e l f from the b lu n d e rs o f the mere q u a n t it a t iv e t h in k in g . The endeavours to g iv e m arketing a b a s is o f r a t i o n a l i t y by p r e c is e a n a ly s is w ith f ig u r e s and diagram s has had a lo t of ad van tag es - most of a l l to reduce the protended im portance of more i n t u i t i o n , i r r a t i o n a l i t y e t c . On the o th e r hand the developm ent

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of s t r a t e g ic th in k in g in m arketing has shown th a t the a lle g e d pre c is io n of a l l these r a t io s and diagram s is based on one-dim ensio n a l q u a n t it a t iv e d ata which do not r e f l e c t the m u lti- d im e n s io n a l p a tt e r n s o f r e a l i t y , i t s d i f f e r e n t i a t i o n and heterogeneous p o s s i b i l i t i e s of developm ent in f u t u r e . N e v e rth e le s s s t r a t e g ic th in k in g should not f a l l back behind the methods o f q u a n t it a t iv e and g r a

p h ic e x p la n a tio n . But i t cannot be c o n ten te d by these methods of a n a ly s is and s t r u c t u r in g of the complex r e a l i t y . As a r e s u l t : up to now we do not have m astered the s u b je c t of m ark etin g s t r a t e g ie s , we a re ju s t a t the ve ry b e g in n in g .

[1 ] A l b a c h H ., S t r a t e g is c h e Unternehm ensplanung b e i e rh ö h t e r U n s ic h e r h e it , " Z e i t s c h r i f t fü r B e t r ie b s w ir t s c h a f t " 1978, H. 8, p. 702-715.

[2 ] A 1 e w e 1 1 K . , A b satzp lanu ng , [ i n : } Handwörterbuch der B e t r ie b s w ir t s c h a f t , Bd. 1, S t u t t g a r t 197b, p. 64-78.

[3 ] D r e x e 1 G ., S t r a t e g is c h e Planung im E in z e lh a n d e l, "O ie Unternehmung" 19B3, H. 3, p. 182-202.

[4] 0 u n s t K ., P o r t f o l i o Management - Kon zep tion fü r d ie s t r a t e g is c h e Unternehm ensplanung, B e rlin - N e w York 1983.

[5 ] G a l w e i l e r A ., Unternehm ensplanung - G rundlagen und P r a x is , Fran kfu rt/M .-N ew York 1974.

[6 ] H a h n, 0 . , Zweck und S ta n d o rt des P o r tfo lio - K o n z e p ts fü r d ie s t r a t e g is c h e Unternehm ungsplanung, [ i n : ] S t r a t e g is c h e Un ternehm ungsplanung - Stan d und En tw ick lu n g s te n d e n z e n , Würzburg- W ien -Z ü rich 1984, p. 144-164.

[7 ] H e n d e r s o n 0. 8 , , D ie E rfa h ru n g s k u rv e in der Unterne*- h m e n s s tra te g ie , F r a n k fu r t/ M . -New York 1974.

[fl] H i n t e r h u b e r H. W ., S t r a t e g is c h e Unternehm ensführung, B erlin - N e w York 1984.

[9] R o v e n t a P . , P o r t if o lio - A n a ly s e und S t r a t e g is c h e s Mana gement - E in Konzept zur s t r a t e g is c h e n Chanben - und R i s i k o

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K a r l A le w e ll

MYŚLENIE STRATEGICZNE W MARKETINGU

Celem a r t y k u łu j e s t u k a z a n ie zn acze n ia s t r a t e g i i m arketing o w ej oraz tru d n o ś c i j e j form ułow ania przez p r z e d s ię b io rs tw a w gospodarce ryn k o w ej. Autor d e f i n i u j e ko n ce p cję m ark eting u i u kazu je j e j ewo l u c j ę w fo rm ie tró je ta p o w e g o modelu. Opracowanie s t r a t e g i i wymaga o r i e n t a c j i p rz e d s ię b io rs tw a na p r z y s z ło ś ć i d o m in a cji m y śle n ia dłu gookresowego. P o c ią g a to za sobą o b ję c ie planowaniem co ra z to no wych d z ie d z in d z i a ł a l n o ś c i p rz e d s ię b io rs tw a oraz u w z g lę d n ie n ie r ó ż nych aspektów je g o o to c z e n ia (ta k ż e p o zaryn kow eg o ). S t r a t e g ia mar ketingow a s łu Z y n ie t y lk o dostosow aniu s ię p rz e d s ię b io rs tw a do p rz y s z łe g o p o p ytu , le c z rów nież pozwala k s z ta łto w a ć rozw ój s t r u k tu r y ryn ku . Wymaga to prow adzenia s z e r o k ie j a n a liz y ryn k u , d o ty c z ą c e j m. in . p r z e d s ię b io rs tw ko n k u ren cyjn ych oraz ic h u d z ia łu na ryn ku . A n a liz a ta obejm uje rów nież p r o f i l e p e r c e p c ji p rod uktu , krzywe kosztów oraz metodę p o r t f o l i o . Wybór s t r a t e g i i kanałów ryn ku a u to r uważa za kluczow e d e c y z je o p r z e d s ię b io r s t w ie , p o d k re ś la j ą c ko n k u ren cyjn o ść różnych kanałów ryn ku .

Wobec stosow anych d o ty ch cz a s metod a n a liz y ryn k u , o p i e r a j ą cych s i ę na w skaźnikach u d z ia łu p r z e d s ię b io rs tw na rynku oraz sto p y w zrostu obrotów , a u to r wyraża scep tycyzm . Uważa j e za zbyt uproszczo ne, n ie o d d ające z ło ż o n o ś c i s y t u a c j i ryn k o w ej. Metody te winny być u zu p e łn io n e w p r z y s z ło ś c i o in fo rm a c je d o ty cz ą ce o to c z e n ia wewnętrznego i zew nętrznego p r z e d s ię b io r s tw a .