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    components of the process of developing a Comprehensive Strategic Marketing Plan

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    (Target Audience & Competition) What are the components of the process of developing a Comprehensive Strategic Marketing Plan?

    How do consumers make purchase decisions?

    Discuss the concepts of "needs" and how these needs fit within the stages of the consumer behavior model.

    How would it apply the above discussion to any product/service's target market and the competition?

    Does it makes sense to research real companies and products that might be considered competitors?

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    https://brainmass.com/business/marketing-strategy/components-of-the-process-of-developing-a-comprehensive-strategic-marketing-plan-67985

    Solution Preview

    The following response is very detailed, so that you gain as much insight into a marketing plan as possible. Please utilize whatever information best suits your overall needs. Following this is a breakdown of consumer purchase behavior.

    There are two major components to your marketing strategy:
    how your enterprise will address the competitive marketplace
    how you will implement and support your day to day operations.
    In today's very competitive marketplace a strategy that insures a consistent approach to offering your product or service in a way that will outsell the competition is critical. However, in concert with defining the marketing strategy you must also have a well defined methodology for the day to day process of implementing it. It is of little value to have a strategy if you lack either the resources or the expertise to implement it.

    In the process of creating a marketing strategy you must consider many factors. Of those many factors, some are more important than others. Because each strategy must address some unique considerations, it is not reasonable to identify 'every' important factor at a generic level. However, many are common to all marketing strategies. Some of the more critical are described below.

    You begin the creation of your strategy by deciding what the overall objective of your enterprise should be. In general this falls into one of four categories:
    If the market is very attractive and your enterprise is one of the strongest in the industry you will want to invest your best resources in support of your offering.
    If the market is very attractive but your enterprise is one of the weaker ones in the industry you must concentrate on strengthening the enterprise, using your offering as a stepping stone toward this objective.
    If the market is not especially attractive, but your enterprise is one of the strongest in the industry then an effective marketing and sales effort for your offering will be good for generating near term profits.
    If the market is not especially attractive and your enterprise is one of the weaker ones in the industry you should promote this offering only if it supports a more profitable part of your business (for instance, if this segment completes a product line range) or if it absorbs some of the overhead costs of a more profitable segment. Otherwise, you should determine the most cost effective way to divest your enterprise of this offering.
    Having selected the direction most beneficial for the overall interests of the enterprise, the next step is to choose a strategy for the offering that will be most effective in the market. This means choosing one of the following 'generic' strategies (first described by Michael Porter in his work, Competitive Advantage).
    A COST LEADERSHIP STRATEGY is based on the concept that you can produce and market a good quality product or service at a lower cost than your competitors. These low costs should translate to profit margins that are higher than the industry average. Some of the conditions that should exist to support a cost leadership strategy include an on-going availability of operating capital, good process engineering skills, close management of labor, products designed for ease of manufacturing and low cost distribution.
    A DIFFERENTIATION STRATEGY is one of creating a product or service that is perceived as being unique "throughout the industry". The emphasis can be on brand image, proprietary technology, special features, superior service, a strong distributor network or other aspects that might be specific to your industry. This uniqueness should also translate to profit margins that are higher than the industry average. In addition, some of the conditions that should exist to support a differentiation strategy include strong marketing abilities, effective product engineering, creative personnel, the ability to perform basic research and a good reputation.
    A FOCUS STRATEGY may be the most sophisticated of the generic strategies, in that it is a more 'intense' form of either the cost leadership or differentiation strategy. It is designed to address a "focused" segment of the marketplace, product form or cost management process and is usually employed when it isn't appropriate to attempt an 'across the board' application of cost leadership or differentiation. It is based on the concept of serving a particular target in such an exceptional manner, that others cannot compete. Usually this means addressing a substantially smaller market segment than others in the industry, but because of minimal competition, profit margins can be very high.
    Pricing
    Having defined the overall offering objective and selecting the generic strategy you must then decide on a variety of closely related operational strategies. One of these is how you will price the offering. A pricing strategy is mostly influenced by your requirement for net income and your objectives for long term market control. There are three basic strategies you can consider.
    A SKIMMING STRATEGY
    If your offering has enough differentiation to justify a high price and you desire quick cash and have minimal desires for significant market penetration and control, then you set your prices very high.
    A MARKET PENETRATION STRATEGY
    If near term income is not so critical and rapid market penetration for eventual market control is desired, then you set your prices very low.
    A COMPARABLE PRICING STRATEGY
    If you are not the market leader in your industry then the leaders will most likely have created a 'price expectation' in the minds of the marketplace. In this case you can price your offering comparably to those of your competitors.
    Promotion
    To sell an offering you must effectively promote and advertise it. There are two basic promotion strategies, PUSH and PULL.
    The PUSH STRATEGY maximizes the use of all available channels of distribution to "push" the offering into the marketplace. ...

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