Generic marketing strategies
Article Abstract:
Data collected from a survey of senior UK marketing executives was used to determine the relationship of strategy type with the market served, corporate attitudes and performance. The five generic marketing strategies identified were aggressive growth through high value positioning, steady growth through selective targeting and premium positioning, steady growth through selective selective targeting and average positioning, steady growth through selective with high quality products and defensive measures through cost reduction and productivity improvement. Implications of these generic strategies on market type, corporate attitudes and performance are also presented.
Publication Name: International Journal of Research in Marketing
Subject: Business, international
ISSN: 0167-8116
Year: 1992
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Dynamic competitive pricing strategies
Article Abstract:
Real world situations and experimental research results have shown that market rivals do not reach a Nash equilibrium immediately as implied by the assumptions of full information and full rationality used in models of competitive pricing strategy. A new model, which relaxes the assumption of full information, is developed to explore how competitors learn and modify marketing strategies over time. The model is also used to establish the ultimate equilibrium the competitors reach. It is indicated that ultimate equilibrium takes longer to reach when product demands are more interrelated and that this equilibrium is neither the standard Nash nor a collusive one.
Publication Name: International Journal of Research in Marketing
Subject: Business, international
ISSN: 0167-8116
Year: 1992
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Strategic orientation and corporate performance
Article Abstract:
The strategic orientations of large UK companies are examined to determine their effect on performance, organizational structure and management styles. It is established that companies in the UK are either orientated towards a long run market share or orientated towards short run profit performance. The significant finding of the study shows that market share orientated companies reported far better performances than their profit orientated counterparts. Also, market share orientated companies did better in terms of profit and return on investment.
Publication Name: International Journal of Research in Marketing
Subject: Business, international
ISSN: 0167-8116
Year: 1992
User Contributions:
Comment about this article or add new information about this topic:
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