The market strategy includes all matters concerning the working in specific markets, especially interests to increase sales is a major focus.
Initially is of importance to define the relevant markets and make an analysis on the market potentials and attractiveness. Based on this we will be able to give first answers concerning the likeliness of succeeding in an expansion to this market. These may vary and depend strongly on the chosen business model.
Competition strategies are such combinations of targets and mediums relevant meet the requirements within a certain business environment. The competitors are directly focused. The objective is to achieve a stable position within a branch and realizing an competitive advantage.
Although the competitive strategy has already been used as an expression in the 40ies and 50ies of the 20th century, it only became 1980 relevant economic science with the studies of Michael Eugene Porter. He splits in three norm strategies on the business level which are considered as well being generic strategies:
- Cost Leadership
This way of looking on to competive strategy is nowadays guided by the concept of core competences. This is the very specific, individual combination of resources and abilities which are enabling companies to realize a competitive strategy.
It is applicable to one single product, a special company portfolio but as well to the entire company and cooperation.
It is often crutial to give an answer to the question whether a company aims to position itself by differentiation on the premium side or establish a cost orientated positioning on the other end of the bipolar continuum. We develop coherent strategies within this context.
The Market Entry
To enter a market is one of the most critical moments for any later success. Regardless whether a new product is introduced to known markets, a known product to new markets or a new products gets introduced to new markets, the market introduction is defined as the moment from which a formerly not available products or service can be bought.
The exact timing of the implementation is a major impact. The success of a product depends heavily on a continuous marketing from the beginning. In many cases products do not get consumed because those are unknown and not promoted. Following the maxim of doing and augur well is it important to define matching communication strategies. These do not need to be expensive but smart and fitting to the client’s budget.
A brand strategy can be defined as long-term and global code of conduct to achieve market objectives. The first objective of brands is building and increasing the brand value. Its constraints come from a definition of expected markets and company developments. Globalization of strategies necessitates a breakdown of concrete tasks and objectives. Working on projects in the area of brand strategies we are at first instance working on questions about brand management. This includes themes such as classical product and brand positioning.
In many entities are existing traditional portfolios of customers, product group i.e. individual products. Often these portfolios are not logic to the company or to its clients. As a result core competences are not identified and not subject to a systematic development. Instead niche products are consuming more resources than planned and the management team finds itself continuously in a position of facing too complex scenarios. We do optimize your portfolios and adopt them to the actual and expected market requirements.
Development of Business Models
The business model represents the core of the logic of material success. The strategies of the competitors are more and more similar. Companies therefore are obliged to develop themselves permanently. They need to adapt their business model to the requirements of the specific market environments. Driven by strategic innovation and conscious changes of business models a clear differentiation is achievable. The differentiation made many industries over the last years moving entirely or in parts to new models. Missing the structural change leads to a loss of market connection and very often of the business base.