(W1) Chapter 2 - MARKETING STRATEGY

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Across
  1. 2. In the portfolio matrix a business unit that has low growth potential and a small market share.
  2. 4. The advantage achieved when an organisation seeks to target and effectively serve a small segment of the market.
  3. 6. The managerial process of creating and maintaining a fit between the organisation's objectives and resources and evolving market opportunities.
  4. 7. A marketing strategy that entails attracting new customers to existing products.
  5. 10. Designing activities relating to marketing objectives and changing marketing environment.
  6. 14. A thorough systematic periodic evaluation of the goals strategies structure and performance of the marketing organisation.
  7. 18. A marketing strategy that entails the creation of new products for current customers.
  8. 19. A market strategy which seeks to increase sales by introducing new products into new markets.
  9. 20. The advantage of being a low-cost competitor in an industry while maintaining satisfactory profit margins.
  10. 22. In the portfolio a business unit that is a fast-growing market leader.
  11. 23. The third level of the strategic hierarchy that deals with the implementation of the strategic direction at an operational level.
  12. 24. Measuring and evaluating performance and taking corrective action if required.
  13. 26. The collection and interpretation of information about forces, events and relationships in the external environment that may affect the future of an organisation.
  14. 28. A subgroup of a single business or collection of related business within the larger organisation.
  15. 29. Gauging the extent to which marketing objectives have been achieved during a specified period.
  16. 30. cows In the matrix a business unit that usually generates more cash than it needs to maintain its market share.
Down
  1. 1. The set of unique features of a company and its products that are perceived by the target market as significant and superior to the competition.
  2. 3. The process that turns marketing plans into action assignments and ensures that these assignments are executed in a way that accomplishes the plan's objectives.
  3. 5. The process of anticipating future events and determining strategies to achieve organisational objectives in the future.
  4. 8. The provision of something that is unique and valuable to buyers beyond simply having a lower price than the competition.
  5. 9. A written document that acts as a guidebook of marketing activities for the marketing manager.
  6. 11. An advantage that cannot be copied by the competition.
  7. 12. A market strategy that tries to increase market share among existing customers.
  8. 13. Metrics used to measure and monitor marketing activities.
  9. 15. This means that the business is defined too narrowly and focuses on goods and services rather than reflecting on the value customers derive from a product.
  10. 16. The second level of hierarchy that deals with the overall direction of strategic business units.
  11. 17. The activities of selecting and describing one or more target markets and developing and maintaining a marketing mix that will produce mutually satisfying exchanges with target markets.
  12. 21. Curves that show costs declining at a predictable rate as experience with a product increases.
  13. 25. In the portfolio matrix a business unit that shows rapid growth but poor profit margins.
  14. 27. The limited period during which the 'fit' between the key requirements of a market and the particular competencies of an organisation is at an optimum level.