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Strategic Marketing Development


  • Clients' needs and expectations not understood;
  • 3 basic marketing axes not well defined and understood :
    • Corporate and product positioning undefined;
    • Target segments (clients, territories, etc.) not identified;
    • Competitive advantages not identified;
  • Profitability per product and per client unknown;
  • Management of costs, not growth;
  • Few or no marketing strategies to develop and penetrate the market;
  • Ad hoc marketing actions not followed up;
  • Manufacturing constraints and opportunities not taken into consideration by sales.

Our approach

Strategic marketing consists of tying sales and marketing to the company's business objectives and defining the 3 basic axes: Products & Services, Clientele & Markets, and finally the competitive advantages and key success factors. The approach therefore requires that the revenue and profitability objectives be known and used to develop strategies.

To implement strategic marketing, the firm's management, as well as the sales and marketing personnel meet as a workshop. Based on the latest known and recognize marketing techniques, the team first sets the financial objectives and those that involve market development and penetration. It then develops the marketing budget, selects target segments, associates the desired product benefits to these and positions the market segments in the client's life cycle according to the major phases of strategic marketing: prospecting, conversion to client, value delivery and anchoring (loyalty development). Finally, the team develops strategies. Sales and marketing action sequences then dovetail to ensure that objectives are met.

Anticipated results

The purpose of strategic marketing is to optimize the company's marketing methods. The competitive differentiation obtained in this manner constitutes a strategic motor of growth and profitability.

It is the basis of the global strategic planning process.

Furthermore, the move to strategic marketing makes it possible to manage business development on a daily basis. Decision-making is based on a simple and flexible management tool rooted in profitability. Finally, the company uses dynamic action sequences arising from strategic thinking and easily adjustable to the vagaries of the market.

For the company concerned with ensuring its growth and profitability, through tying strategic business development and market penetration to its vision and objectives.

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