关于营销的英语作文大全

或许这几篇英语中文能够帮助我们打开关于营销的大门。下面是我给大家整理的关于营销的英语作文，供大家参阅!

关于营销的英语作文：32 Things Your Salesclerk Won’t Tell You

1. If a good customer buys a dress, I'll hang it up for her and put it in a nice plastic bag. But if you've been rude to me, I'll smush it into a bag that's too small.

2. Sure, I’ll put that sweater on hold for you. But most of the time, you don’t come back. So don’t blame me if I sell it to someone else.

3. Even though I seem friendly, I'm not your friend. Please don't take me hostage with your small talk.

4. I won’t ask a yes-or-no question like “Can I help you?” Instead, it’s always an open-ended “What can I help you find today?”

5. It is way tacky to buy placemats, use them for your party, then return them to the store. At least wipe off the food crumbs first.

6. My pet peeve? Customers who paw through a stack of shirts. Now I’ve got to spend 15 minutes board-folding that whole pile again.

7. This is not a garage sale. I can't give you a lower price just because you haggle.

8. Even though most of us don’t work on commission, sometimes we’re given a sales goal for each customer. If we meet it consistently, we’ll get bonuses and, eventually, a promotion. So when I tell you about a pair of earrings that would go perfectly with that sweater, I might have an ulterior motive.

9. If you start to throw a fitin front of other customers because I won't take a return, I'll probably give in and offer your money back. But I really want to kick your tush.

10. After you buy something, keep your receipt and pay attention. Most mainstream retailers promise a refund if the item goes on sale within a certain number of days after you buy it. Websites like priceprotectr.comtrack the prices of hundreds of products from retailers such as Best Buy, Amazon, and Sears.

11. Need me? Don't wave like you're hailing a cab, whistle, yell across the store or stand in front of the fitting room waiting for it to magically open. Just ask nicely.

12. When you ask me if something looks good on you and I suggest a different style, take the hint.

13. The greeters who welcome you to our store aren’t really there to greet you. If we look you in the eye as you’re coming and going, you’re less likely to shoplift.

14. Most shoplifters aren't the people you'd expect.They're great customers who come in all the time, buy a lot of stuff, and are really nice to you. I guess they're thinking, 'I'm a good customer, I deserve a little something.'

15. Our store sends out a birthday coupon to customers on our mailing list. When people redeem it, I often say "Happy Birthday" as they walk away. Sometimes the customer will say "you too." I know it's because they aren't really listening, but that cracks me up.

16. If you call the store to ask if we have an item and we don't, don't ask me where you can get it. I have no idea.

17. If you don't know a store's hours, call. We hate the people who come in five minutes before we close and want to shop for a whole wardrobe.

18. Plenty of stores have great prices on Black Friday, but mine isn’t one of them. Still, you line up and wait for us to open.

19. Some of us will tell you anything to make the sale.Especially if you haven't been nice.

20. Please don’t tell the cashierno one was helping you after I brought you six different sweaters in the fitting room. It’s rude.

21. I don't understand parents who give their children some merchandise to keep them occupied, then when the child destroys it, the parents just stick it on some random shelf and don't say anything. How is that different from stealing or vandalism?

22. Literally everyone who returns anything brokenclaims it broke the first time they used it, no matter when they purchased it. Um, yeah right.

关于营销的英语作文：CFA or MBA

CFA or MBA? 11 Facts to Help You Decide

CFA还是MBA?11个事实帮助你作出选择

After years of financial work, most financial practitioners would schedule a self-improvement plan, especially those who would like to start their own businesses. The common question is that whether one should take a CFA test or get an MBA degree for career development. Indeed this is a big decision.

The MBA, short for Master of Business Administration, covers various areas of business such as accounting, finance, marketing, human resources, and operations in a manner most relevant to management analysis and strategy. On the other hand, CFA, short for Chartered Financial Analyst, covers special, specified skills and concepts in asset management, private wealth management, equity research, and ratings advisories in financial institutions.

An MBA could enlarge your social network and widen career choices, but a CFA gives you accuracy and rigor in financial areas. You may need to spend years of full-time study and finish the graduation thesis for an MBA, but you may spend even more years of hard studying to pass three exams before you could get the CFA charter certificate.

Below are 11 factors that might help you decide which one you should get.

1. Cost

It should be noted that an MBA degree from any top university is a high-cost and expensive self-enhancement project. The total all-in cost (tuition fees, modest living expenses, forgone salaries, etc.) of a 2-year top MBA program is around $275k to $325k. The cost of a CFA is much lower, at about $1,000 to 1,500 per level, less than $8,500 (on average) for all three level tests if you take part in additional prep classes.

2. Time

If you want to get a MBA certificate, you need to spend two years of full-time study. That means if you’re not brave enough to quit your job and focus on the MBA degree, it would be a dilemma indeed. However, the CFA would cost at least 250 hours of self-guided study before you can sit the six-hour exam. You could make the CFA program study as part-time task.

3. Content

The purpose of these two certifications is obviously different, therefore the content is of course different. Getting an MBA certificate means you’re going to get comprehensive and all-inclusive training and knowledge in management analysis and strategy. MBA covers various courses like accounting, finance, marketing, and human resources, while CFA program will deliver you special, specified skills, and concepts on asset finance exclusively.

4. Application procedure

To apply for an MBA program, you need to prepare a lot of things, including an online application, recommendation letters, resume, admission essays, university transcripts, GMAT or GRE score reports, English language proficiency, etc. For the CFA, you need an international travel passport. Also, you need to meet one of these 3 requirements for CFA application: four years of professional work experience (does not have to be investment related), a bachelor’s (or equivalent) degree, or be in the final year of your bachelor’s degree program.

5. Teamwork

Task requirements differ from each other. Unlike the MBA requires group tasks, the CFA has no teamwork requirement. It’s totally upon your own schedule. If you can, you could study and finish all CFA programs individually.

6. Pass rate

Only 37% of CFA test takers passed December 2012′s CFA Level I exam. In June 2012, 38% passed Level I, 42% passed Level II and 52% passed Level III. On an average, 60% would fail in CFA test, with even low pass rate across total 3 levels. On the other hand, 95% of Harvard MBA test takers could pass the MBA test.

7. Job Prospects

With MBA degree, you get broader job prospects and wide career choices. But with a CFA certificate, since it delivers specific, specialized knowledge in finance industry, your career choices are greatly narrowed but financial career could be greatly sharpened and improved to another level. “An MBA can take you into all sorts of industries,” said Skiddy von Stade, CEO of financial recruiting firm OneWire. “A CFA is for a stock picker that really wants to be an analyst. The CFA carries a lot of weight with asset managers. It’s an analytically driven test.” Outside of finance, the CFA is of little use, while the MBA is more widely recognized.

8. Benefit/Compensation

It’s important to know the return of CFA and MBA. According to the calculation from PayScale, a compensation research firm, the compensation differs a lot. Median pays of 0-5 years of experience are $72,000, $87,000, $57,000 and $63,000 respectively for people that hold a CFA and no MBA, CFA and MBA, MBA and no CFA, and an MBA in finance and no CFA. These differences stay constant for CFA and MBA holders of 5-10 years of experience.

9. Learning

Some CFA certificate holders said that MBA programs teach things they could learn from college class, while CFA programs deliver knowledge that couldn’t be learned from college.

10. Partnering relationships

CFA Institute has started partnering relationships with multiple business schools into their class offerings. Some exam materials are even delivered in these courses. This would surely result in reduction of CFA test difficulty. More students are now expected to take Level I of the CFA exam directly after graduation.

11. Achievement

The founder of the CFA Institute is Benjamin Graham, one of the most legendary and valuable investors. With the profound knowledge gained from CFA tests… who knows? You could become the next Benjamin Graham. In contrast the broad coverage of MBA makes it becomes hard to become a great master.

关于营销的英语作文：Generating Leads Through Telemarketing

Telemarketing is one of the most common ways that a business can generate leads. It is a versatile approach. Lead generation telemarketing can be inbound or outbound, meaning that systems use prerecorded messages and can dial either random numbers or numbers from an imported list.

Telemarketing is one of the few lead generation techniques that is flexible enough to be immediately adaptable to new situations. The telemarketer can answer questions or provide additional information as needed in response to the potential customer's comments. Also, while prospective buyers may ignore direct mail or advertisements, they will not ignore a ringing telephone. Once the person answers the phone, a good telemarketer can generate a lead.

Inbound lead generation telemarketing involves the prospective customer calling the company to find out about their products or services. This is the best kind of lead generation telemarketing because the potential buyer has already shown interest by making the call. It is then up to the telemarketer to say the right things in order to retain the prospective buyer's interest. Often, people will call for information about certain products or to see if there are any sales or discounts available. It is up to the telemarketer to be able to provide the caller with all of the necessary facts that the caller asks for.

Outbound telemarketing is less successful than taking inbound calls. It is difficult because it often involves what is called cold calling. This is when a lead generator makes an unsolicited call to a potential customer. The person has no idea who is calling them or why. A high percentage of people react badly to being cold called. It takes someone with great communication skills and the ability to handle rejection to make a successful cold caller. Other times, the callers are equipped with a list of potential leads. The caller's responsibility is then to verify that the person is indeed interested.

Another option for lead generation telemarketing is to use a lead generation system. Lead generation systems are machines programmed to dial phone numbers and deliver a recorded message when the phone is answered. Many people hang up on these machines, but they are a cost effective way to generate leads. Some lead generation systems can be given a list of potential leads to call, thus increasing the chance of success.

Lead generation telemarketing is a great, flexible, adaptable way to gain new customers. People with good communication skills are often very good at this type of work.

Lead Generation Info provides detailed information about sales, mortage, MLM, business-to-business, internet, and insurance lead generation, lead generation telemarketing, and more. Lead Generation Info is the sister site of MLM Leads Web.

市场营销（Marketing）又称为 市场学、市场行销或行销学。简称“营销”，台湾常称作“行销”，是指个人或集体通过交易其创造的产品或价值以获得所需之物实现双赢或多赢的过程。

权威定义

美国市场营销协会下的定义是：

行销是创造、沟通与传送价值给顾客，及经营顾客关系以便让组织与其利益关系人受益的一种组织功能与程序

菲利普·科特勒下的定义强调了营销的价值导向：

市场营销是个人和集体通过创造，提供出售，并同别人交换和价值，以获得其所需所欲之物的一种社会和管理过程。

而格隆罗斯给的定义强调了营销的目的：

营销是在一种利益之上下，通过相互交换和承诺，建立、维持、巩固与消费者及其他参与者的关系，实现各方的目的)。

[编辑] 新式定义

台湾的江亘松在＜你的行销行不行＞中强调行销的变动性，利用行销的英文 Marketing 作了下面的定义

「什麼是行销？」就字面上来说，「行销」的英文是「Marketing」，若把 Marketing 这个字拆成 Market（市场）与 ing（英文的现在进行式表示方法）这两个部分，那行销可以用「市场的现在进行式」来表达产品、价格、促销、通路的变动性导致供需双方的微妙关系。

＜你的行销行不行＞ISBN: 978-986-82609-5-5，理财文化, 2007.08 出版

[编辑] 市场营销理论发展的四个阶段

初创阶段(1900年—1920年)

功能研究阶段(1921年—1945年)

现代市场营销学形成和发展阶段(1945年—1980年)

营销扩展阶段(1980年以后)

[编辑] 市场与需求

市场营销学中的市场可以等同于需求，即研究消费者的现实需求和潜在需求。

美国市场营销协会(AMA)的定义委员会1960年对市场提出以下的定义：

“ 市场是指一种货物或劳务的潜在购买者的集合需求。 ”

菲利普·科特勒把市场定义为

“ 市场是指某种产品的所有实际的和潜在的购买者的集合。 ”

[编辑] 市场的类型

市场从不同角度，可以划分为不同的类型。其中按商品的基本属性可划分为一般商品市场和特殊商品市场。一般商品市场指狭义的商品市场，即货物市场，包括消费品市场和工业品市场；特殊商品市场指为满足消费者的资金需要和服务需要而形成的市场，包括资本市场，劳动力市场和技术信息市场。对以上两种市场作分析时一般要研究消费者市场，产业市场和政府市场。

市场营销环境分析常用的方法为SWOT分析方法，它是英文Strength(优势)、Weakness(劣势)、Opportunity(机会)、Threaten(威胁)的意思。从内部环境分析优劣势，从外部环境分析机会与威胁。

[编辑] 市场营销策略

营销组合的四个因素常称作4P，即：

产品（Product)

价格 (Price)

推广 (Promotion)

通路与配销 (Place&Distribution)

这四个因素应用到营销过程中，就形成了四方面的营销策略。加上政治POLITICS和公共关系PUBLIC，是为6P。

1981年布姆斯（Booms）和比特纳（Bitner）建议在传统市场营销理论4Ps的基础上增加三个“服务性的P”，即：人员(People)、流程(Process)、环境(或是或实体环境；Physical evidence)。

根据与市场竞争对手对抗的需要而制定富有竞争力的产品、价格、渠道和促销政策。这一时期诞生了著名的4P理论。当时还是大众媒体盛行的时代，依靠大众媒体促进销售，无差异化策略成为这一阶段的明显特征。

[编辑] 产品

产品策略主要研究新产品开发，产品生命周期，品牌策略等，是价格策略，促销策略和分销策略的基础。

[编辑] 价格

价格策略又称定价策略，主要研究产品的定价、调价等[[市场营销工具]

[编辑] 推广

推广是将组织与产品讯息传播给目标市场的活动，它主要的焦点在於沟通。透过推广，企业试图让消费者知晓、了解、喜爱或购买产品，进而影响产品的知名度、形象、销售量，乃至於企业的生长与生存。有了推广，消费者才可得知产品提供何种利益、价格多少、可以到什麼地方购买及如何购买等，而这些消费者反应会进一步协助推动其他行销组合(产品、价格、通路)。

[编辑] 通路

又称渠道策略，也称为促销。它代表企业（机构）在将自身产品送抵最终消费者之前，所制定的与各类分销商之间的贸易关系、成本分摊和利益分配方式的综合体系。这里的分销商既包含批发商，也包含零售商，甚至包含物流配送商和直销公司的直销人员。

企业制定分销政策的目的是：让产品更顺畅地到达顾客手中，既要保证分销成本低廉，又要保证顾客对送货期、送货量、装配服务、疑难咨询等方面的要求。

在产品日益丰富的情况下，分销政策可能变得越来越难制定，因为相对于产品和品牌的过量，分销商则显得稀少，因而后者拥有了大量讨价还价的权力，力图从制造商或上游企业那里获得更大的利益分成比例。

零售商在最近10年的表现尤其令人瞩目，它们不仅从事零售，也开始插手于产品的上游生产过程，并以自己的店铺名称或独创名称作为自己所产新品的品牌——即自有品牌（private brand/label），或叫店铺品牌（store brand/label）。这更深地威胁到了纯粹的制造企业的利润空间，当然也大大增加了后者制定分销策略的难度。

[编辑] 人员（People)

所有的人都直接或间接地被卷入某种服务的消费过程中，这是7P营销组合很重要的一个观点。知识工作者、白领雇员、管理人员以及部分消费者将额外的价值增加到了既有的社会总产品或服务的供给中，这部分价值往往非常显著。

[编辑] 流程（Process）

服务通过一定的程序、机制以及活动得以实现的过程（亦即消费者管理流程），是市场营销战略的一个关键要素。

[编辑] 环境（Physical Evidence）

包括服务供给得以顺利传送的服务环境，有形商品承载和表达服务的能力，当前消费者的无形消费体验，以及向潜在顾客传递消费满足感的能力。

[编辑] 4C

包括：

顾客（Customer）

成本（Cost）

沟通（Communication）

便利（convenience)。

加上机会Chance，市场变化Change为6C。

不销售制造的产品，而要将满足消费者需求的产品售出；不要依竞争者或者自我的盈利策略定价，而是要通过一系列测试手段了解消费者为满足需求愿付出的成本；不要以自身为出发点，想着网点怎么布置，采用什么样的通路策略，而要关注消费者购买产品的便利性；不是想着如何通过媒体传播来提升销量，而要和消费者互动沟通。

[编辑] 营销种类

[编辑] 整合营销

整合营销传播（Integrated Marketing Communications ）

[编辑] 数据库营销（DATABASE MARKETING）

[编辑] 网络营销（Internet Marketing）

网络营销是企业整体营销战略的一个组成部分，是为实现企业总体经营目标所进行的，以互联网为基本手段营造网上经营环境的各种活动。

网络营销的职能包括网站推广、网络品牌、信息发布、在线调研、顾客关系、顾客服务、销售渠道、销售促进八个方面。

Viral Marketing

[编辑] 标竿行销（Bench Marketing）

由江亘松在＜你的行销行不行＞提出

以某个市场上已经存在的竞争者为比较基准的行销方式，例如普腾这家公司於十几年前提出一句很经典的「Sorry，Sony」到现在还是经常被产业与学术界拿来当作行销的案例，近年来Audi一直宣称他们的部分车种在欧洲市场无论在性能或销售上都令双B感觉到威胁，这样的行销方法就是希望让那些原本没有打算买Audi的亚洲买家去思考，为什麼欧洲的消费者愿意买的车在亚洲的我们却没有给予适当的评价。

当然要提出这样的行销方式势必要先对自己的产品有一定的信心，否则如果「如花」喊出「Sorry林志玲」认同的观众应该不会太多吧。

Viral Marketing

[编辑] 直效营销（DIRECT MARKETING）

根据kotler．keller行销管理学第12版中译本

直效行销（direct marketing）是在没有中间行销商的情况下，利用消费者直接（consumer direct,CD）通路来接触及传送货品和服务给客户。主要通路包括直接信函、型录、电话推销，电视购物、小的售票亭、网路和汽车广告。

直效行销是互动是行销系统，利用一种或多种媒体影响任何地区可衡量的回应或交易。特别是在电子行销中正快速成长。

[编辑] 关系营销（RELATIONSHIP MARKETING）

在很多情况下，公司并不能寻求即时的交易，所以他们会与长期供应商建立顾客关系。

公司想要展现给顾客的是卓越的服务能力，现在的顾客多是大型且全球性的。他们偏好可以提供不同地区配套产品

或服务的供应商，且可以快速解决各地的问题。

当顾客关系管理计画被执行时，组织就必须同时注重顾客和产品管理。同时，公司必须明白，虽然关系行销很重要，

但并不是在任何情况下都会有效的。因此，公司必须评估哪一个部门与哪一种特定的顾客采用关系行销最有利。

[编辑] 燎原式行销

由江亘松在＜你的行销行不行＞提出「燎原式行销」的重点在於，以自己强大的财力为基础，先采取竞争对手无法跟随并获利的低价策略，逼迫市场竞争者纷纷退出并且树立警告指标不让其他潜在业者轻易越矩，这样在下一个不怕死的竞争者出现之前，就可以创造一个无竞争者的独占市场。

[编辑] 绿色营销

[编辑] 社会营销

[编辑] 营销社团

[编辑] 市场调研

市场调研又称营销调研，指企业在市场营销决策过程中，需要系统客观收集和分析有关营销活动的信息所做的研究。营销调研活动涉及到产品，广告，促销渠道选择，竞争者等诸多方面。

[编辑] 营销理论的新发展

病毒式营销

关系营销

数据库营销

网络营销

国际营销

绿色营销

服务营销

过程营销

收益管理

Marketing is an ongoing process of planning and executing the marketing mix (Product, Price, Place, Promotion) for products, services or ideas to create exchange between individuals and organizations.

Marketing tends to be seen as a creative industry, which includes advertising, distribution and selling. It is also concerned with anticipating the customers' future needs and wants, which are often discovered through market research.

Essentially, marketing is the process of creating or directing an organization to be successful in selling a product or service that people not only desire, but are willing to buy.

Therefore good marketing must be able to create a "proposition" or set of benefits for the end customer that delivers value through products or services.

Its specialist areas include:

advertising and branding

communications

database marketing

direct marketing

event organization

field marketing

global marketing

international marketing

internet marketing

industrial marketing

market research

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retailing

search engine marketing

marketing strategy

marketing plan

strategic management

Experiential marketing

Introduction

A market-focused, or customer-focused, organization first determines what its potential customers desire, and then builds the product or service. Marketing theory and practice is justified in the belief that customers use a product or service because they have a need, or because it provides a perceived benefit.

Two major factors of marketing are the recruitment of new customers (acquisition) and the retention and expansion of relationships with existing customers (base management). Once a marketer has converted the prospective buyer, base management marketing takes over. The process for base management shifts the marketer to building a relationship, nurturing the links, enhancing the benefits that sold the buyer in the first place, and improving the product/service continuously to protect the business from competitive encroachments.

For a marketing plan to be successful, the mix of the four "Ps" must reflect the wants and desires of the consumers or Shoppers in the target market. Trying to convince a market segment to buy something they don't want is extremely expensive and seldom successful. Marketers depend on insights from marketing research, both formal and informal, to determine what consumers want and what they are willing to pay for. Marketers hope that this process will give them a sustainable competitive advantage. Marketing management is the practical application of this process. The offer is also an important addition to the 4P's theory.

Within most organizations, the activities encompassed by the marketing function are led by a Vice President or Director of Marketing. A growing number of organizations, especially large US companies, have a Chief Marketing Officer position, reporting to the Chief Executive Officer.

The American Marketing Association (AMA) states, "Marketing is an organizational function and a set of processes for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders.".[1]

Marketing methods are informed by many of the social sciences, particularly psychology, sociology, and economics. Anthropology is also a small, but growing influence. Market research underpins these activities. Through advertising, it is also related to many of the creative arts. Marketing is a wide and heavily interconnected subject with extensive publications. It is also an area of activity infamous for re-inventing itself and its vocabulary according to the times and the culture.

[edit] Concept of Marketing

Marketing is an instructive business domain that serves to inform and educate target markets about the value and competitive advantage of a company and its products. “Value” is worth derived by the customer from owning and using the product. “Competitive Advantage” is a depiction that the company or its products are each doing something better than their competition in a way that could benefit the customer.

Marketing is focused on the task of conveying pertinent company and product related information to specific customers, and there are a multitude of decisions (strategies) to be made within the marketing domain regarding what information to deliver, how much information to deliver, to whom to deliver, how to deliver, when to deliver, and where to deliver. Once the decisions are made, there are numerous ways (tactics) and processes that could be employed in support of the selected strategies.

The goal of marketing is to build and maintain a preference for a company and its products within the target markets. The goal of any business is to build mutually profitable and sustainable relationships with its customers. While all business domains are responsible for accomplishing this goal, the marketing domain bears a significant share of the responsibility.

Within the larger scope of its definition, marketing is performed through the actions of three coordinated disciplines named: “Product Marketing”, “Corporate Marketing”, and “Marketing Communications”. [1]

[edit] Two levels of marketing

Strategic marketing attempts to determine how an organization competes against its competitors in a market place. In particular, it aims at generating a competitive advantage relative to its competitors.

Operational marketing executes marketing functions to attract and keep customers and to maximize the value derived for them, as well as to satisfy the customer with prompt services and meeting the customer expectations. Operational Marketing includes the determination of the porter's five forces

Four Ps

In the early 1960s, Professor Neil Borden at Harvard Business School identified a number of company performance actions that can influence the consumer decision to purchase goods or services. Borden suggested that all those actions of the company represented a “Marketing Mix”. Professor E. Jerome McCarthy, also at the Harvard Business School in the early 1960s, suggested that the Marketing Mix contained 4 elements: product, price, place and promotion.

In popular usage, "marketing" is the promotion of products, especially advertising and branding. However, in professional usage the term has a wider meaning which recognizes that marketing is customer-centered. Products are often developed to meet the desires of groups of customers or even, in some cases, for specific customers. E. Jerome McCarthy divided marketing into four general sets of activities. His typology has become so universally recognized that his four activity sets, the Four Ps, have passed into the language.

The four Ps are:

Product: The product aspects of marketing deal with the specifications of the actual goods or services, and how it relates to the end-user's needs and wants. The scope of a product generally includes supporting elements such as warranties, guarantees, and support.

Pricing: This refers to the process of setting a price for a product, including discounts. The price need not be monetary - it can simply be what is exchanged for the product or services, e.g. time, energy, psychology or attention.

Promotion: This includes advertising, sales promotion, publicity, and personal selling, branding and refers to the various methods of promoting the product, brand, or company.

Placement (or distribution): refers to how the product gets to the customerfor example, point of sale placement or retailing. This fourth P has also sometimes been called Place, referring to the channel by which a product or services is sold (e.g. online vs. retail), which geographic region or industry, to which segment (young adults, families, business people), etc.

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The Competition

It is essential to know who the competition is and to understand their strengths and weaknesses. Factors to consider include:

Each of your competitor's experience, staying power, market position, strength, predictability and freedom to abandon the market must be evaluated.

Your Enterprise

An honest appraisal of the strength of your enterprise is a critical factor in the development of your strategy. Factors to consider include:

Enterprise capacity to be leader in low-cost production considering cost control infrastructure, cost of materials, economies of scale, management skills, availability of personnel and compatibility of manufacturing resources with offering requirements.

The enterprise's ability to construct entry barriers to competition such as the creation of high switching costs, gaining substantial benefit from economies of scale, exclusive access to or clogging of distribution channels and the ability to clearly differentiate your offering from the competition.

The enterprise's ability to sustain its market position is determined by the potential for competitive imitation, resistance to inflation, ability to maintain high prices, the potential for product obsolescence and the 'learning curve' faced by the prospect.

The prominence of the enterprise.

The competence of the management team.

The adequacy of the enterprise's infrastructure in terms of organization, recruiting capabilities, employee benefit programs, customer support facilities and logistical capabilities.

The freedom of the enterprise to make critical business decisions without undue influence from distributors, suppliers, unions, creditors, investors and other outside influences.

Freedom from having to deal with legal problems.

Development

A review of the strength and viability of the product/service development program will heavily influence the direction of your strategy. Factors to consider include:

The strength of the development manager including experience with personnel management, current and new technologies, complex projects and the equipment and tools used by the development personnel.

Personnel who understand the relevant technologies and are able to perform the tasks necessary to meet the development objectives.

Adequacy and appropriateness of the development tools and equipment.

The necessary funding to achieve the development objectives.

Design specifications that are manageable.

Production

You should review your enterprise's production organization with respect to their ability to cost effectively produce products/services. The following factors are considered:

The strength of production manager including experience with personnel management, current and new technologies, complex projects and the equipment and tools used by the manufacturing personnel.

Economies of scale allowing the sharing of operations, sharing of production and the potential for vertical integration.

Technology and production experience

The necessary production personnel skill level and/or the enterprise's ability to hire or train qualified personnel.

The ability of the enterprise to limit suppliers bargaining power.

The ability of the enterprise to control the quality of raw materials and production.

Adequate access to raw materials and sub-assembly production.

Marketing/Sales

The marketing and sales organization is analyzed for its strengths and current activities. Factors to consider include:

Experience of Marketing/Sales manager including contacts in the industry (prospects, distribution channels, media), familiarity with advertising and promotion, personal selling capabilities, general management skills and a history of profit and loss responsibilities.

The ability to generate good publicity as measured by past successes, contacts in the press, quality of promotional literature and market education capabilities.

Sales promotion techniques such as trade allowances, special pricing and contests.

The effectiveness of your distribution channels as measured by history of relations, the extent of channel utilization, financial stability, reputation, access to prospects and familiarity with your offering.

Advertising capabilities including media relationships, advertising budget, past experience, how easily the offering can be advertised and commitment to advertising.

Sales capabilities including availability of personnel, quality of personnel, location of sales outlets, ability to generate sales leads, relationship with distributors, ability to demonstrate the benefits of the offering and necessary sales support capabilities.

The appropriateness of the pricing of your offering as it relates to competition, price sensitivity of the prospect, prospect's familiarity with the offering and the current market life cycle stage.

Customer Services

The strength of the customer service function has a strong influence on long term market success. Factors to consider include:

Experience of the Customer Service manager in the areas of similar offerings and customers, quality control, technical support, product documentation, sales and marketing.

The availability of technical support to service your offering after it is purchased.

One or more factors that causes your customer support to stand out as unique in the eyes of the customer.

Accessibility of service outlets for the customer.

The reputation of the enterprise for customer service.

Conclusion

After defining your strategy you must use the information you have gathered to determine whether this strategy will achieve the objective of making your enterprise competitive in the marketplace. Two of the most important assessments are described below.

Cost To Enter Market

This is an analysis of the factors that will influence your costs to achieve significant market penetration. Factors to consider include:

Your marketing strength.

Access to low cost materials and effective production.

The experience of your enterprise.

The complexity of introduction problems such as lack of adherence to industry standards, unavailability of materials, poor quality control, regulatory problems and the inability to explain the benefits of the offering to the prospect.

The effectiveness of the enterprise infrastructure in terms of organization, recruiting capabilities, employee benefit programs, customer support facilities and logistical capabilities.

Distribution effectiveness as measured by history of relations, the extent of channel utilization, financial stability, reputation, access to prospects and familiarity with your offering.

Technological efforts likely to be successful as measured by the strength of the development organization.

The availability of adequate operating capital.

Profit Potential

This is an analysis of the factors that could influence the potential for generating and maintaining profits over an extended period. Factors to consider include:

Potential for competitive retaliation is based on the competitors resources, commitment to the industry, cash position and predictability as well as the status of the market.

The enterprise's ability to construct entry barriers to competition such as the creation of high switching costs, gaining substantial benefit from economies of scale, exclusive access to or clogging of distribution channels and the ability to clearly differentiate your offering from the competition.

The intensity of competitive rivalry as measured by the size and number of competitors, limitations on exiting the market, differentiation between offerings and the rapidity of market growth.

The ability of the enterprise to limit suppliers bargaining power.

The enterprise's ability to sustain its market position is determined by the potential for competitive imitation, resistance to inflation, ability to maintain high prices, the potential for product obsolescence and the 'learning curve' faced by the prospect.

The availability of substitute solutions to the prospect's need.

The prospect's bargaining power as measured by the ease of switching to an alternative, the cost to look at alternatives, the cost of the offering, the differentiation between your offering and the competition and the degree of the prospect's need.

Market potential for new products considering market growth, prospect's need for your offering, the benefits of the offering, the number of barriers to immediate use, the credibility of the offering and the impact on the customer's daily operations.

The freedom of the enterprise to make critical business decisions without undue influence from distributors, suppliers, unions, investors and other outside influences.

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