Strategic Marketing Principles

“all men can see are the tactics by

which I conquer . . .
what none can see is the strategy
from which it evolves.” - Art of war
 Basics of strategy
1. What needs to be achieved?
2. Where it needs to be achieved?
3. How it needs to be achieved?
 Definitions of Strategy
“ A strategy is a fundamental pattern of present &
planned objectives, resource deployments &
interactions of an organization with markets,
competitors & other environmental factors”
 Strategy defined by Michael
Porter
• Strategy helps a business to develop & sustain
its
• Competitive Advantage
• Build brand image
• Enhance performance
• Define market position
• Create USP
Concept of strategic marketing
• Within a given environment, marketing strategy deals
essentially with the interplay of three forces known as the
strategic three Cs:
– the consumer
– the competition
– the corporation
• Marketing strategies focus on ways in which the corporation
can differentiate itself
• effectively from its competitors and
• capitalizing on its distinctiveness
• by providing value to its customers
 Components of Marketing
Strategy
• a clear market definition;
• a good match between corporate
strengths and the needs of the market;
• and superior performance, relative to the
competition.
 Components of a Strategy
• Scope
• Goals
• Resource allocation
• Sustainable competitive advantage
• Synergy
 Levels of Strategy-Making
in a Diversified Company
Corporate-Level Corporate
Managers Strategy
Two-Way Influence

Business-Level Business Strategies

Managers
Two-Way Influence

Functional
Functional Strategies
Managers
Two-Way Influence

Operating
Managers Operating Strategies
 Levels of Strategy-Making in
a Single-Business Company
Business-Level
Business
Managers Strategy

Two-Way Influence

Functional
Functional Strategies
Managers

Two-Way Influence

Operating
Managers Operating Strategies
 Corporate Strategy.

 Over all attitude of corporation towards its various

businesses and product lines in terms of stability
growth & management.
e.g.. Corporate Strategy of growth diversifying base in retailing into delivery
business.
 Business Strategy.

 Usually occurs at business unit & product level.

 It is composed of Competitive & Cooperative
Strategies
e.g..
Competitive strategy emphasizes innovative products with creative design,
change in marketing mix etc.

Cooperative Strategies promotes alliance, technical collaborations, etc.

 Functional Strategy

 It is the approach taken by a functional area,

such as Marketing or R&D to achieve
corporate and business unit Objectives &
strategies by maximizing resources and
increasing productivity..
e.g.. Dell directly selling Computers to consumers to reduce
distribution cost & increase customer service.
 STRATEGIC MANAGEMENT
PROCESS

STRATEGIC
ANALYSIS

STRATEGIC STRATEGIC
CHOICE IMPLEMENTATION
 Strategic marketing
• Strategic marketing is the dynamic
process of strategy development taking
into consideration the constantly changing
market environment & the vital factor of
customer satisfaction.
 Importance of Strategic
Marketing
• Marketing plays a vital role in the strategic
management process of the firm.
• The experience of companies well versed
in strategic planning indicates that failure
in marketing can block the way to goals
established by strategic planning.
 Characteristics of Strategic
Marketing
• Emphasis on Long-Term Implications.
– Strategic marketing is a commitment, not an act.

• Varying Roles for different products or Markets.

– Strategic marketing starts from the premise that different products
have varying roles in the company.

• Organizational Level.
– Strategic marketing is conducted primarily at the business unit level
in the organization.
 Characteristics of Strategic
Marketing
• Corporate Inputs:
– Corporate culture ~ refers to the style,
whims, traits, taboos, customs, and rituals of
top management.
– Corporate publics ~ are the various
stakeholders with governments and society
constitute and organization’s stakeholders.
– Corporate resources ~ include the human,
financial, physical, and technological
assets/experience of the company.
 Characteristics of Strategic
Marketing
• Relationship to Finance.
– Closely related to the finance function.
– Maintaining a close relationship between
marketing and finance.
– Relate marketing to finance in making
strategic decisions.
Strategic Marketing Process
Marketing Analysis (Internal)

Marketing Analysis (External)

Formulating Marketing strategy

Marketing Program development

Implementing & Managing Marketing Strategy

 Marketing analysis ( Internal)

• Marketing Audit & SWOT Analysis

• Marketing Costs & Financial analysis

 Analysis of Marketing situation
(External)
• Market & environment analysis

• Competitor analysis

• Customer analysis

• Learning market organization

 Strategic Tools for Internal And
External Analysis
• PEST Analysis
• ADL Matrix
• Ansoff’s Product/Market Matrix
• Balanced Scorecard
• Benchmarking
• BCG Matrix
• Core Competencies
• Michael Porter’s Generic Strategies
• Value Chain Analysis
• SWOT
• Porter’s 5 forces Model
 External Analysis: PEST

General
Environment

Technologi Economi
cal Specific Environment c
Industry-Competitors
Substit Current
ute Organization Rivalry
Product
sBargaini Potenti
ng
al
Power of Bargaini
Political- Supplier ng Entrant Demograp
Legal Power of s hic
s
Buyers

Sociocultu
ral
Contd
 PEST: Political Legal Environment
• Center, state, and local
– Laws
– Regulations
– Judicial decisions
– Political forces
 PEST: Economic Environment

• Interest rates
• Monetary exchange rates
• Inflation rates
• GNP or GDP
• Consumer income, spending, and debt levels
• Unemployment levels
• Workforce productivity
PEST: Socio-Cultural Environment
• Country’s culture
• Social Values
– Traditions
– Values
– Attitudes
– Beliefs
– Tastes
– Patterns of behavior
 PEST: Technical Environment

• Communications
• Computing
• Transportation
• Robotics
• Biotechnology
• Medicine and medical
• Telecommunications
• Consumer electronics
 Competitive position: ADL Matrix
• Arthur D Little (ADL) Strategic Condition Matrix
offers a different perspective on strategy
formulation. ADL has two main dimensions -
competitive position and industry maturity.
• From here the strategic position of an
organisation can be established. Managers then
need to decide upon the best strategic direction
for the business.
 The ADL Matrix
1. Dominant - This is a particularly extraordinary position
associated with some form of monopoly position or
customer lock-in e.g. Microsoft Windows being the
dominant global operating system.
2. Strong - Here companies have a lot of freedom since
position in an industry is comparatively powerful e.g.
Apple's iPod products.
3. Favourable - Companies with a favourable position tend
to have competitive strengths in segments of a
fragmented market place. No single player controls all
segments. Here product strengths and geographical
advantages come into play. E.g. Reality Industry
 The ADL Matrix
4. Tenable - Here companies may face erosion by stronger
competitors that have a favourable, strong or competitive
position. It is difficult for them to compete since they do
not have a sustainable competitive advantage. E.g.
Single screen theaters
5. Weak - As the term suggests companies in this
undesirable space are in an unenviable position. Of
course there are opportunities to change and improve,
and therefore to take an organization to a more
favourable, strong or even dominant position. E.g. MTNL
Landline business
 Ansoff's Product/Market Matrix
• This well known marketing tool was first published in the
Harvard Business Review (1957) in an article called
'Strategies for Diversification'.
• It is used by marketers who have objectives for growth.
• Ansoff's matrix offers strategic choices to achieve the
objectives.
• Ansoff's matrix is one of the most well know frameworks
for deciding upon strategies for growth.
Contd
 Ansoff's Product/Market Matrix
• Market Penetration
– Here we market our existing products to our existing customers.
This means increasing our revenue by, for example, promoting
the product, repositioning the brand, and so on.
– However, the product is not altered and we do not seek any new
customers. E.g. FMCG
• Market Development
– Here we market our existing product range in a new market.
– This means that the product remains the same, but it is
marketed to a new audience.
– E.g. Exporting the product, or marketing it in a new region, Fair
and Handsome – fairness cream for men
 Ansoff's Product/Market Matrix
• Product Development
– This is a new product to be marketed to our existing customers.
– Here we develop and innovate new product offerings to replace existing
ones.
– Such products are then marketed to our existing customers. E.g.
Automobiles, cotton shirts to wrinkle free shirts to stain free shirts
• Diversification
– This is where we market completely new products to new customers.
– There are two types of diversification, namely related and unrelated
diversification.
– Related diversification means that we remain in a market or industry
with which we are familiar. For example, a soup manufacturer diversifies
into cake manufacture (i.e. the food industry).
– Unrelated diversification is where we have no previous industry nor
market experience. For example a soup manufacturer invests in the rail
business.
 Balanced Scorecard
• The Balanced Scorecard is an approach that can be
used by strategic marketing managers to control, and
keep track of, key performance indicators.
• The scorecard itself is designed to be wholly strategic
since it contains long-term outcomes and drivers of
success.
• There are four zones in a balanced scorecard namely
financial, customers, business processes (or simply
processes), and learning and growth.
• The benefit of the scorecard is that it overcomes short-
term quick fixes, and gives the strategic marketing
manager a straightforward overview of the organisation
Contd
 Balanced Scorecard
• Learning and Growth.
– Learning and Growth deals with measures of corporate success
in relation to how it learns as it develops over time.
– So if the company makes mistakes in any way, then it must learn
from them and there must be mechanisms in place to make sure
that happens.
– Growth also includes the way in which it generates leaders for
the future and equips employees with the necessary skills that
will ultimately sustain its business.
– Examples include skills sets, employee relations and
satisfaction, and staff competences.
 Balanced Scorecard

• Internal Business Processes.

– Internal business processes include all operations within the
organisation.
– The measures would cover whether or not value is being
delivered to target segments, and the value chain is tracked.
– Innovation and new product development would also be
measured.
– Examples of internal business processes include Information
Technology, manufacturing, marketing operations such as
customer service, procurement and quality processes.
 Balanced Scorecard
• Customers.
– As marketers we are very concerned with our customers. We need to
make sure that they are satisfied with every aspect of their experience
with our organisation.
– We need to make sure that we not only recruit more new customers, but
that we also retain them and extend new products and services to them.
– We also need to make sure that we are meeting the needs of our target
segments. Examples of customer measures include customer retention
and recruitment, their satisfaction and so on.
• Financial.
– Financial measures are vitally important for any business.
– They include major financial ratios

• Resources, individuals and teams within a business are then

aligned with the scorecard objectives, measures, targets and
initiatives for each of the four areas of measurement.
 Benchmarking

• Benchmarking relies upon a comparison

between the activities of your own organization
and those of another.
• Originally benchmarking was used in
manufacturing operations where one process
could be compared and contrasted with another.
• More recently the definition has broadened to
include all business processes, competitive
advantages, performance and strategies
 Basic types of benchmark
• Competitive or Industry/sector benchmarking enables an
organization to compare its performance with competitors trading in
the same industry or sector.
• Best-in-class benchmarking is similar to industry or sector
benchmarking. However managers would compare their
organization to the market or sector leader i.e. the best-in-class.
• Internal or historical benchmarking is the internal procedure for
comparing results from past performance to current or forecasted
performance.
• Functional or external benchmarking involves comparing your
business activities with those of companies from other
industries/sectors with similar processes.
• Collaborative benchmarking involves two phases; firstly between
two voluntary collaborators within a sector, then secondly between
the two collaborators and a party outside the current sphere of
competition.
 Benefits of benchmarking
• It is an effective approach for achieving operational change.
Benchmarks are the catalyst that moves an organization to higher
levels of performance.
• Since customer requirements are so rigorously defined,
benchmarking improves customer orientation.
• It focuses upon the processes that improve results - not simply
results.
• Performance measures are often improved as a result of
benchmarking.
• Decision making improves because the organization has enhanced
customer knowledge, process focus, and performance measures.
• Benchmarking improves innovation and creativity since self-
imposed barriers to success are removed.
 Marketing benchmarking
• Applying benchmarking techniques to an organization's marketing
activities is comparing one or a number of your company's
marketing activities to those of
– another part of the business,
– a competitor or a business that operates in another industry.
• It can be applied to:
– Pricing
– Product Development
– Channel Management
– Marketing Communications
– Selling
– Market Information Systems
– Marketing Planning
– Marketing Implementation
• Essentially they focus upon the marketing mix, marketing
information, planning and operations.
 The Boston Matrix
The Boston Consulting Group's Product
Portfolio Matrix
• Like Ansoff's matrix, the Boston Matrix is a well known
tool for the marketing manager.
• It was developed by the large US consulting group and is
an approach to product portfolio planning.
• It has two controlling aspect namely relative market
share (meaning relative to your competition) and market
growth.
• You would look at each individual product in your range
(or portfolio) and place it onto the matrix. You would do
this for every product in the range. You can then plot the
products of your rivals to give relative market share.

Contd
Contd
 The Boston Matrix

• Dogs.
– These are products with a low share of a low growth market. They do not
generate cash for the company, they tend to absorb it. Get rid of these
products.
• Cash Cows.
– These are products with a high share of a slow growth market.
– Cash Cows generate more than is invested in them.Keep them in your
portfolio of products for the time being.
• Problem Children.
– These are products with a low share of a high growth market.
– They consume resources and generate little in return.
– They absorb most money as you attempt to increase market share. Convert
them into stars.
• Stars.
– These are products that are in high growth markets with a relatively high
share of that market.
– Stars tend to generate high amounts of income. Keep and build your stars.
 The Boston Matrix

• Look for some kind of balance within your portfolio.

• Try not to have any Dogs.
• Cash Cows, Problem Children and Stars need to be kept
in a kind of equilibrium.
• The funds generated by your Cash Cows is used to turn
problem children into Stars, which may eventually
become Cash Cows.
• Some of the Problem Children will become Dogs, and
this means that you will need a larger contribution from
the successful products to compensate for the failures.
 Core Competences

• A core competence is the result of a specific

unique set of skills or production techniques
that deliver value to the customer. Such
competences give an organization access to
a wide variety of markets.
• core competences give a business a competitive
advantage in a number of markets, markets
where customers perceive a benefit from the
product
 Three tests of core competence.

• Provides potential access to a wide variety of markets.

• Should make a significant contribution to the perceived
customer benefits of the end product.
• Should be difficult for competitors to imitate.
– For example, Microsoft has expertise in many IT-based
innovations and technologies.
– Customers perceive many benefits in relation to Microsoft's
products.
– For a variety of reasons including unique skills, it is difficult for
competitors to imitate Microsoft's core competences.
 Generic Strategies - Michael Porter
• Generic strategies were used initially in the early 1980s, and seem
to be even more popular today.
• They outline the three main strategic options open to organization
that wish to achieve a sustainable competitive advantage.
• Each of the three options are considered within the context of two
aspects of the competitive environment:
1. Sources of competitive advantage - are the products differentiated in any way,
or are they the lowest cost producer in an industry?
2. Competitive scope of the market - does the company target a wide market, or
does it focus on a very narrow, niche market?

• The generic strategies are:

– 1. Cost leadership, 2. Differentiation, and 3. Focus .
 Generic Strategies
STRATEGIC ADVANTAGE
Uniqueness Perceived
by the Customer Low Cost Position

OVERALL
DIFFERENTIATION
Industry wide COST LEADERSHIP
STRATEGIC TARGET

Particular
FOCUS
Segment only

3
Source: Michael Porter, Competitive Strategy, 1980
 1. Cost Leadership.

• The low cost leader in any market gains

competitive advantage from being able to
produce at the lowest cost.
• Factories are built and maintained, labor is
recruited and trained to deliver the lowest
possible costs of production.
• 'cost advantage' is the focus.
• Costs are shaved off every element of the value
chain. (print your own ticket for flight booking)
 1. Cost Leadership.
• Products tend to be 'no frills.'
• However, low cost does not always lead to low
price.
• Producers could price at competitive parity,
exploiting the benefits of a bigger margin than
competitors.
• E.g. Toyota, is very good at not only at
producing high quality autos at a low price, but
has the brand and marketing skills to use a
premium pricing policy.
 2. Differentiation
• Differentiated goods and services satisfy the
needs of customers through a sustainable
competitive advantage.
• This allows companies to desensitize prices and
focus on value that generates a comparatively
higher price and a better margin.
• The benefits of differentiation require producers
to segment markets in order to target goods and
services at specific segments, generating a
higher than average price.
• For example, British Airways differentiates its
service.
 2. Differentiation

• The differentiating organization will incur

additional costs in creating their competitive
advantage.
• These costs must be offset by the increase in
revenue generated by sales.
• Costs must be recovered.
• There is also the chance that any differentiation
could be copied by competitors. Therefore there
is always an incentive to innovate and
continuously improve.
 3. Focus or Niche strategy
• The focus strategy is also known as a 'niche' strategy.
• Where an organization can afford neither a wide scope
cost leadership nor a wide scope differentiation strategy,
a niche strategy could be more suitable.
• Here an organization focuses effort and resources on a
narrow, defined segment of a market.
• Competitive advantage is generated specifically for the
niche. A niche strategy is often used by smaller firms. A
company could use either a cost focus or a differentiation
focus.
 Generic Strategies

• With a cost focus a firm aims at being the lowest cost

producer in that niche or segment.
• With a differentiation focus a firm creates competitive
advantage through differentiation within the niche or
segment.
• There are potentially problems with the niche approach.
Small, specialist niches could disappear in the long term.
• Cost focus is unachievable with an industry depending
upon economies of scale e.g. telecommunications.
 Generic Strategies

• The danger of being 'stuck in the middle.'

– Make sure that you select one generic strategy.
– If you select one or more approaches, and then fail to achieve
them, then your organization gets stuck in the middle without a
competitive advantage.
• What is the Generic strategy of
– Reid and Taylor
– Peter England
– Ritu Beri
– Tanishque
– Big Bazaar
– Shoppers Stop
 Value Chain Analysis.
• The value chain is a systematic approach to examining
the development of competitive advantage.
• It was created by M. E. Porter in his book, Competitive
Advantage (1980).
• The chain consists of a series of activities that create
and build value.
• They culminate in the total value delivered by an
organisation.
• The 'margin' depicted in the diagram is the same as
added value.
• The organisation is split into 'primary activities' and
'support activities.'
 Value Chain Analysis

{ Firm Infrastructure
Human Resource Management

M
Support

A
RG
Activities Technological Development

IN
Procurement

Marketing
Outbound

and Sales
Operations

Logistics
Logistics
Inbound

IN
G
Service

R
A
M
{
Primary Activities
Contd
 Primary Activities.

• Inbound Logistics.
– Here goods are received from a company's suppliers. They are stored
until they are needed on the production/assembly line. Goods are
moved around the organisation.
• Operations.
– This is where goods are manufactured or assembled.
• Outbound Logistics.
– The goods are now finished, and they need to be sent along the supply
chain to wholesalers, retailers or the final consumer.
• Marketing and Sales.
– In true customer orientated fashion, at this stage the organisation
prepares the offering to meet the needs of targeted customers. This
area focuses strongly upon marketing communications and the
promotions mix.
• Service.
– This includes all areas of service such as installation, after-sales
service, complaints handling, training and so on.
 Support Activities.
• Procurement.
– This function is responsible for purchasing of goods, services and
materials.
– The aim is to secure the lowest possible price for purchases of the
highest possible quality.
– They will be responsible for outsourcing (components or operations that
would normally be done in-house are done by other organisations), and
ePurchasing (using IT and web-based technologies to achieve
procurement aims).
• Technology Development.
– Technology is an important source of competitive advantage.
– Companies need to innovate to reduce costs and to protect and sustain
competitive advantage.
– This could include production technology, Internet marketing activities,
lean manufacturing, Customer Relationship Management (CRM), and
many other technological developments.
 Support Activities.
• Human Resource Management (HRM).
– Employees are an expensive and vital resource. An organisation would
manage recruitment and selection, training and development, and
rewards and remuneration. The mission and objectives of the
organisation would be driving force behind the HRM strategy.
• Firm Infrastructure.
– This activity includes and is driven by corporate or strategic planning. It
includes the Management Information System (MIS), and other
mechanisms for planning and control such as the accounting
department.
 SWOT Analysis

Threat

Weakness Strength
Organization

Opportunity
 Identifying Resource Strengths
and Competitive Capabilities

• A strength is something a firm does well or an

attribute that enhances its competitiveness
– Valuable
• competencies or know-how
• physical assets
• human assets
• organizational assets
• intangible assets
– Important competitive capabilities
– An attribute that places a company in a position of market
advantage
– Alliances or cooperative ventures with partners
 Identifying Resource Weaknesses
and Competitive Deficiencies
• A weakness is something a firm lacks, does poorly, or
a condition placing it at a disadvantage
• Resource weaknesses relate to
– Inferior or unproven skills,
expertise, or intellectual capital
– Lack of important physical,
organizational, or intangible assets
– Missing capabilities in key areas
 Identifying a Company’s
Market Opportunities

• Opportunities most relevant to a

company are those offering

– Good match with its financial and

organizational resource capabilities

– Best prospects for profitable

long-term growth

– Potential for competitive advantage

 Identifying External Threats

• Emergence of cheaper/better technologies

• Introduction of better products by rivals
• Entry of lower-cost foreign competitors
• Onerous regulations
• Rise in interest rates
• Potential of a hostile takeover
• Unfavorable demographic shifts
• Adverse shifts in foreign exchange rates
• Political upheaval in a country
 Role of SWOT Analysis in
Crafting a Better Strategy

• The most important part of S W O T analysis is not

developing the 4 lists of strengths, weaknesses,
opportunities, and threats, but rather
– Using the 4 lists to draw conclusions
about a company’s overall situation and
– Acting on the conclusions to
• Better match a company’s strategy to its
resource strengths and market opportunities,
• Correct the important weaknesses, and
• Defend against external threats
 Porter’s (1980) Five Forces
Model of Competition
Threat
Threat of New
ofEntrants
New
Entrants

Bargaining Rivalry Among Bargaining

Power of Competing Firms in Power of
Suppliers Industry Buyers

Threat of
Substitute
Products
Intensity of Rivalry Among Existing
Competitors

Cutthroat competition is more likely to occur when:

 Numerous or equally balanced competitors
 Slow growth industry
 High fixed costs
 High storage costs
 Lack of differentiation or switching costs
 Capacity added in large increments
 Diverse competitors
 High strategic stakes
 High exit barriers
Intensity of Rivalry Among Existing
Competitors

High Exit Barriers are economic, strategic and

emotional factors which cause companies to remain in
an industry even when future profitability is
questionable.
 Specialized assets
 Fixed cost of exit (e.g., labour agreements)
 Strategic interrelationships

 Emotional barriers
 Government restrictions
 Bargaining Power of Suppliers

Suppliers are likely to be powerful if:

Suppliers exert power in
the industry by:
 Threatening to raise
prices or to reduce quality
Powerful suppliers can
squeeze industry
profitability if firms are
unable to recover cost
increases
 Supplier industry is dominated by a few firms
 Suppliers’ products have few substitutes
 Buyer is not an important customer to
supplier
 Suppliers’ product is an important input to
buyers’ product
 Suppliers’ products are differentiated
 Suppliers’ products have high switching costs
 Supplier poses credible threat of forward
integration
 Threat of New Entrants

 Economies of Scale
Barriers to  Product Differentiation
Entry
 Capital Requirements
 Switching Costs
 Access to Distribution Channels
 Government Policy
 Expected Retaliation
 Bargaining Power of Buyers
Buyer groups are likely to be powerful if:
 Buyers are concentrated or purchases are large
relative to seller’s sales

 Purchase accounts for a significant fraction of

supplier’s sales Buyers compete
with the supplying
 Products are undifferentiated industry by:
 Buyers face few switching costs
 Buyers’ industry earns low profits  Bargaining down prices
 Buyer presents a credible threat of backward  Forcing higher quality
integration
 Playing firms off of
 Product unimportant to quality
each other
 Buyer has full information
Threat of Substitute Products

Keys to evaluate substitute products:

Products  Products with improving

with similar price/performance tradeoffs relative to
present industry products
function
limit the
prices firms
can charge For Example:
Electronic security systems in place of security
guards

Fax machines in place of overnight mail delivery

 5 Forces correlation
• Power of forces are mutually exclusive of each
other- Their combined power inverses the power
of the business

• Their probability of occurrence and the power

Business of their impact change over time
power
• They determine the relative bargaining power
Power of the of the business and the businesses ability to
Five forces
augment its market share and or its profitability
 Formulating Marketing strategy
• Types of strategies
– Segmentation
– Target market
– Positioning
– 4 Ps
• Product, price, promotion, place (channel)
• Current strategies
– Relationship marketing
– Database marketing
• Planning for new products.
 Marketing program
development
• Product branding & customer service
strategies
• Pricing strategy
• Advertising & sales promotion strategies.
• Public relations & direct marketing
strategies
• Sales force strategies
• Distribution strategies
 Implementing & Managing
marketing strategy

• Strategic issues in marketing

• Designing an effective marketing

organization

• Marketing strategy implementation &

control
 The Browser War
• What is the level of strategy of the two companies described in the video?
• Differentiate between the corporate cultures of Microsoft and Netscape
• Describe the Legal environment which proved to be a challenge to Microsoft
• Fit Microsoft and Google in the A D Little Matrix
• Fit Introduction of Explorer by Microsoft in Ansoff’s Matrix
• Fit Windows O/s and Explorer in the BCG Matrix
• What is the core competency of Microsoft and Netscape as shown in the
video?
• What generic strategies were followed by Microsoft and Netscape?
• What was the strength of Netscape?
• What was the biggest opportunity that Microsoft did not see?
• Which amongst the 5 of Michael Porter’s Competing forces affected
Microsoft, the most?