Thursday, 10 October 2019

Entrepreneur Growth - Marketing Strategi


from Marketing and Management - A Strategic Decision Making Approach (5th edition)

Marketing 
As a product market enters the growth stage of its life cycle, the competitor with the leading market share is usually the pioneer or at least one of the first entrance. Entrepreneurs must set a firm strategic objective to maintain its leading position in the face of increasing competitions  as the market expands. The dynamic of growth market including the increasing number of competitors, the fragmention of the market segment, and the threat of product innovation from within and outside the industri. Entrepreneurs must maintain its current share position growth market only if its sales volume continues to grow at rate equal to that overall market, enabling to stay even in absolute market share.
            Share maintenance for a market leader involves two important marketing objectives. First, the firm must retain its current customer, ensuring taht those customers remain brand loyal when making repeat or replacement purchased. Second is entrepreneurs must stimulate selective demand among later adopters to ensure that it captures a large share of the continuing growth in the industry sales. In some cases enterpreneurs might pursue a third objective which is stimulating primary demand to help speed up overall market growth. The market leader is the logical one to stimulate market growth in such situation where is has the most to gain from increase volume, assuming it can maintain it relative share of that volume.
            A bussiness might take a variety of marketing action to maintain a leading share position in growing market. Share maintanance involve multiple objective and their specific marketing objectives and different marketing actions may be needed to achieve each one, a strategic marketing programme usually integrates a mix of the actions outlined in exhibit. Not all the ctions are consisted with one another. For example, for a bussiness to invest heavily in new product improvements and promotions to enhance its product’s high-quality image and simultaneously slash prices, unless it was trying to drive out weaker competitor.

 Fortress or Position Defense Strategy
The most basic defensive strategy is to continually strengthen a strongly held current position to build an impregnable fortress capable of repelling attacks by current or future competitors. By shoring up an already strong positions, entrepreneurs can improve the satisfaction of current customers while increasing the attractiveness of its offering to new customers with the needs and characteristics similar to those of earlier adopters.
            Entrepreneurs must retain current customers by maintaining or improving satisfaction and loyalty. The rapid expansion of output necessary to keep up with a grow market can often lead to quality control problems for the market leader. As a new plants, equipment, and personnel are quickly brought on line, bugs can suddenly appear in the production process. Thus, the leader must pay particular attention to quality control during this process. Most customers have only limited, if any, positive past experience with the new brand to offset their dissappointment when a purchase does not live up expectation.
            The most affective way a leader can strengthen its position is to continue to modify and improve its product. This can reduce the opportunities for the competitors to differentiate their product by designing in features or performance levels the leader does not offer. The leader might also try to reduce unit cost to discourage low-price competitions.
            The leader should take step to improve not only the physical product but customer’s perception of its as well. As competitors enter or prepare to enter the market, the leader’s advertising and sales promotions emphasis should drift from stimulating primary demand to building selective demand for the company’s brand. This usually creating appeals that emphasize the brand’s superior features and benefits. While the leader may continue sales promotion efforts aimed at stimulating trial among later adopters, some of those efforts might be shifted toward encouranging repeat purchase among existing customers.
            For industrial goods, some salesforce efforts should shift from prospective for new accounts to servicing existing customers. Firm that relied on independent manufacturer’s reps to introduce their new product might consider replacing them with company salesperson to increase customer service orientation of their sales effort. Firm whose own salesperson introduced the product might recognize their salesforce into specialized group focused on major industries or user segments. Or they might assign key account representatives, or cross-functional account teams, to service their largest customers.
            Finally a leader can strengthen its positions as market grow by giving increased attention to postsale service. Rapid growth in demand can not only outstrip a firm’s ability to produce a high quality product, but it can also overload a firm’s ability to service customers. This can lead to a loss of existing customer as well as negative word of mouth that might inhibit the firm’s abilities to attract new users. Thus, the growth phase often requires increased investment to expand firm’s part iventory, hire and train service personnel and dealers, and improve the information contents of firm’s website.
            Action to encourage and simplify repeat purchasing is one of the most critical action a leader must take to ensure the customers continue buying its product is to maximize its availibility. It must reduce stockout on retail store shelves or shorten delivery times for industrial goods. To do this, the firm must invest in plant and equipment to expand capacity in advance of demand, and its must implement adequate inventory control and logistic systems to provide a steady flow of goods through the distribution system. The firm should also continue to build its distribution channels. In some cases, a firm might even vertically integrate parts of its distribution system to gain better control over order fulfillment activities and ensure quick and reliable deliveries.
            Some market leader, particularly in industrial goods markets, can take more proactive steps to turn their major customers into captives and help guarantee future purchases. For example, a firm might negotiate requirements contract or guaranteed price aggrements with its customer to ensure future purchases, or might tie them into a computerized reorder system or logistic allience.

Flanker Strategy
One shortcoming of fortress strategy is that a challenger might simply choose to bypass the leader’s fortress and try to capture territory where the leader has not yet established a strong presence. This can represent a particular threat when the market is fragmented into major segment with different needs and preferences and the leader’s current brand does not meet the needs of one or more of those segments. a competitor with sufficient resources and competencies can develop a differentiated product offering to appeal to the segment where the leader is weak and thereby capture a substancial share of the overall market.
            To defend against an attack directed at the weakness in its current offering, a leader might develop a second brand to compete directly against the challenger’s offering. This might involve trading up, where the leader develops a hight-quality brand offers at a higher price to appeal to prestige segment of the market.
            More commonly, though, a flanker brand is a lower-quality product designed to appeal to a low-price segment to protect the leader primary brand from direct price competiton. Unilever is officially the world’s third largest consumer goods company with well know product such as Persil, Dove and Lux; however, a substancial number of customer number of customer prefer to pay less for a somewhat lower quality product. Rather than conceding that low-price segment to competitors, or reducing Dove prices and margins in an attempt to attract price-sensitives consumers, Unilever introduce  OMO, a low price flanker brand.
            A flanker strategy is always used in conjunction with a position defense strategy. The leader stimultaneously strengthen its primary brand while introducing a flanker to compete in segment where the primary brand is vulnerable. This suggest that a flanker to compete appropriate only when the firm has sufficient resources to develop a fully support two or more entries. After all, a flanker is of little value if it is so lightly supported that a competitor can easily wipe it out.

Confrontation Strategy
Supposed a competitor chooses to attack the leader head-to-head and attemps to steal customers in leader’s main target market. If the leader has establish a strong position and attained a high level of preference and loyalty among customer and the trade, it may be able to sit back and wait for the competitor to fail. In many cases, though, the leader’s brand is not strong enought to withstand  a frontal assault from a well-funded, competent competitor. If the leader’s competitive intelligence is good, it may decide to move proactively and chages its marketing program before a suspected competitive challeges occur. A confrontal strategy , though, is more commonly reactive. The leader usually decides to meet or beat the attractive features of a competitor’s offering by making the product improvement, increasing promotional efforts, or lowering price only after the challenger’s success has become obvious.
            Simply meeting improved features or lower price of a challenger, however, does nothing to reestablish a sustained competitive advantage for the leader. And a confrontation based largely on lowering prices creates an additional problem of shrinking margin for all concerned. Unless decreased prices generate sustantial new induatry volume and the leader’s production cost fall with the increasing volume, the leader may be better off responding to price threat with increased promotion or product improvement while trying to maintain its rates pr a protracted diffusion process, the leader may be wise to adopt a penetration pricing policy in the first place. This would strengthen its share position and might preempt low-price competitors from entering.
            The leader can avoid the problem of a confrontation strategy by reestablishing the competitive advanted coded by challenger’s frontal attack. But this typically requires additional investment in process improvement aimed at reducing unit cost, improvement in product quality or customer service, or even the development of the next generation of improved product to offer customer greater value for their money.

 Market Expansion
            A market expansion strategy is a more aggresive and proactive version of a flanker strategy. Here the leader defense its relative market share by expanding into a number of market segment. This strategy’s primary objective is to capture a large share of new customer group who may prefer something different from the firm’s initial offering, protecting the group from future competitve threats from a number of directions. Suach a strategy is particularly appropriate in fragmented market if the leader has the resources to undertakes multiple product development and marketing efforts.
            The most obvious way a leader can implement a market expandsion strategy is to develop line extensions, new brands, or even alternative product from utelizing similar technology to appeal multiple market segments. To expand its total market, gain increased experince-curve effect, and protectits overall technological lead.
            A less-expensive way to appeal to a variety of customer segment is to retain the basic product but vary other elements of the marketing program to make it relatively more attractive to specific users. Thus, a lead might create specialized salesforced to deal with the unique concern of different user groups. Or it might offer different ancillary services to different type of customers or tailor sales promotion efforts to different segment. Thus, performing art group often promote reduced ticket prices, transportation services and aother inducement to attract senior citizens and student to matinee performance.

Contaction or Strategic Withdrawal
In some highly fragmented markets, a leader may be unable to defend itself adequately in all segments. This is particularly likely when newly emerging competitor have more resources than the leader. The firm may have to reduce or abondon its effort in some segment to focus on areas where it enjoy the greates relative advantages or that have the greatest potential for future growth. Even some large firm may decide that certain segement are not profitable enough to coninue pursuing.

Sunday, 20 November 2016

Kelebihan Google Drive

Sabtu, 20 November 2016
Laporan Kelebihan Google Drive

       Google drive adalah satu medium untuk menyimpan maklumat-maklumat diatas awan (cloud storage).  Namun, masih ramai masyarakat di Malaysia yang tidak mengetahui tentang Google drive. Google drive telah diperkenalkan pada 24, April 2012. Google drive berfungsi sama seperti pendrif yang kebanyakan anda gunakan.

         Antara kelebihan Google drive adalah maklumat anda akan lebih selamat berbanding jika disimpan pada hardcopy.  Data yang telah disimpan pada Google drive boleh diambil pada bila-bila masa dan dimana jua jika adanya sambungan ke internet. Kesimpulannya, data anda lebih selamat jika berlakunya sebarang kejadian alam seperti banjir, tanah runtuh ataupun kehilangan hardcopy anda.

        Selain itu, data yang anda simpan akan lebih terkawal. Kata laluan diperlukan untuk mengakses Google drive. Dengan ini, orang lain tidak dapat mencerobohi privasi anda. Ketetapan kata laluan ditetapkan oleh anda sendiri dan boleh diubah.

          Secara kesimplannya, data yang disimpan lebih selamat di Google drive dan Google drive  mempunyai banyak kelebihan berbanding dengan simpanan secara hardcopy.

         

Thursday, 17 November 2016

Bahan-bahan Kitar Semula

              
  
Kitar semula adalah satu proses pengolahan dari barang lama kepada barangan yang baru. Terdapat banyak bahan yang boleh dikitar semula. Sebagai contoh bahan yang senang didapati seperti kertas, kaca dan plastik. Berikut adalah satu inisiatif yang telah disediakan untuk memudahkan kita untuk mengitar semula bahan terpakai. Namun bukan semua jenis bahan boleh dimasukkan kedalam tong ini.

Tong biru
Tong bewarna biru dikhaskan untuk barangan kertas. Namun bukan semua jenis kertas yang boleh dimasukkan ke dalam tong ini. Semua jenis kertas bewarna atau tidak bewarna seperti akhbar, majalah, buku, helaian kertas katalog, risalah,kelendar, kad, sampul surat dan kertas kadbod sahaja yang boleh dimasukkan ke dalam tong ini. Kertas-kertas seperti kertas tisu, kertas karbon, kertas minyak, kertas aluminium, kertas terlapis plastik dan kertas yang kotor tidak boleh diamsukkan kedalam tong ini.

Tong coklat
Tong bewarna coklat dikhususkan untuk barangan kaca. Semua jenis kaca bewarna dan tidak bewarna seperti botol minuman ringan, dulang makanan, botol vitamin, dan botol kosmetik boleh di isi kedalam tong ini.. Jenis-jenis kaca yang tidak boleh dimasukkan adalah seperti kistal, cermin, cermin tingkap, skrin kenderaan, porselin, seramik, peralatan makmal, dan botol atau balang bahan toksik.

Tong jingga
Tong bewarna jingga dikhusukan untuk bahan-bahan yang diperbuat daripada plastik dan aluminium. Seperti tong-tong lain juga, tidak semua bahan plastik boleh dimasukkan kedalam tong ini. Bahan yang boleh dimasukkan ialah semua jenis aluminium dan tin keluli seperti tin minuman ringan dan bekas makanan. Untuk bahan plastik, semua jenis plastik bewarna atau tidak bewarna seperti bag plastik membeli-belah botol minuman ringan, botol air mineral, bekas makanan, botol cecair pencuci dan botol vitamin. Tidak termasuk bekas cat, bekas toksik, peralatan makmal dan bekas styroform.

Sama-sama kita menjaga alam sekitar dengan megamalkan kitar semula. 

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Wednesday, 16 November 2016

Aktiviti Kitar Semula


Guna Semula

Penggunaan semula produk boleh didefinisikan  sebagai menggunakan bahan terpakai dengan mengekalkan bentuk asalnya ataupun dengan mengubah bentuk asalnya. Bekas-bekas tersebut digunakan sebagai penggantian kepada pembelian produk baru. Secara tidak lansung, aktiviti guna semula dapat menjimatkan kos pembelanjaan harian.

Dengan menggunakan semula bahan terpakai, kita semua dapat megurangkan penggunaan bahan asli. Contohnya , penebangan pokok untuk penghasilan kertas. Selain itu dapat mengurangkan tenaga untuk pengesktrakan, pemprosesan dan pengankutan. Apa yang penting ialah, guna semula dapat megurangkan kadar pelepasan carbon dioksida ke atmosfera. Bagaimana ? Semakin kurang penggunaan plastik, kertas dll, semakin kurang pembakaran yang dihasilkan. Semakin kurang pembakaran, semakin berkurang kandungan carbon dioksida dalam udara. Mudah kan.

 Bagaimana Mengaplikasikan Kaedah Guna Semula Dirumah ??

Bak kata pepatah , 'kacang je'. =). Anda tidak perlu mengupah atau membayar pekerja untuk mengguna semula bahan terpakai anda. Cara yang betul ialah dengan DIY. Apa itu DIY ? Do It Your Self dimana anda menggunakan idea-idea yang kreatif untuk mengguna semula bahan-bahan tersebut dan tidak hanya mengguna secara terus. Mengubah sedikit atau mengubah bentuk asal bahan-bahan membuatkan bahan guna semula anda kelihatan lebih menarik. Untuk pengetahuan anda, anda boleh mendapatkan pelbagai idea DIY bahan terpakai di youtube, instgram, facebook dan lain-lain media sosial lagi. Hanya dengan satu 'klik'.

Berikut adalah contoh DIY guna semula bahan yang sangat senang untuk dilakukan.





 

Menarik kan? Kesimpulanya bahan-bahan berikut jangan lah terus di buang. Berfikir secara kreatif untuk menghasilkan sesuatu yang menarik. Selain dapat mengurangkan sisa buangan, anda juga dapat menjimatkan kos perbelanjaan malah dapat menjana pendapatan lebih dengan hanya berfikiran kreatif. Fikir-fikirkanlah. 
Namun begitu, jika anda mempuyai kekangan untuk berbuat demikian, anda boleh mengitar semula bahan-bahan tersebut.

Kitar Semula 

Kitar semula? Apa pula kitar semula ? Apa bezanya dengan guna semula ? 
Kitar semula ialah proses mengolah bahan buangan untuk menjadi barangan baru. Guna semula ialah mengguana pakai semula bahan buangan samada dalam bentuk asal atau diubah bentuknya. Berbeza kan. Contoh kitar semula adalah seperti kertas yang telah dgunakan diproses menjadi kertas yang baru. 

Kitar semula dapat mengurangkan bahan buangan, mengurangkan penggunaan bahan mentah baru, mengurangkan penggunaan tenaga, mengurangkan pencemaran udara (dari pembakaran), dan pencemara
air (dari tapak perlupusan) dan mengurangkan pengeluarangas rumah hijau berbanding penghasilan barang baru dari bahan mentah. natar bahan yang boleh dikitar semula ialah kaca, kertas, plastik, tekstil, bahan eletronik dan dan lain-lain. 

Cara untuk mengitar semula sangat mudah. Langkah pertama ialah dengan mengasingkan bahan-bahan buangan tersebut mengikut jenis masing-masing. Kemudian masukkan kedalam tong kitar semula yang telah disediakan berdekatan anda. Selain itu, anda juga boleh menghantar terus bahan-bahan buangan tersebut ke syarikat kitar semula berdekatan anda.


Marilah sama-sama kita menjaga alam sekitar. Tidak perlu kempen yang gah untuk menjayakan misi ini ataupun wang yang banyak. Tetapi hanya dengan keperihatinan dan semuannya bermula dengan diri sendiri .