Talk:Positioning (marketing)/Archives/2019

Remove long section that has no relevance to positioning (with explanation)

The following content was removed to the talk page with an explanation to follow:

Hybrid Competitive Strategies

Business strategy strategies that successfully combine cost leadership with differentiation are referred to as hybrid competitive strategies. However, this approach contradicts Michael Porter's Incompatibility Hypothesis, which requires each business to choose one of the two strategies to generate competitive advantages.

A hybrid strategy advocates the belief that Porter's generic competitive strategies do not always meet the demands of the dynamic environment of the business environment. Therefore, Porter's approach has been critically reflected upon and a number of hybrid competitive strategies have been formulated to help companies flexibly combine competitive differentiation and cost leadership. The goal is to achieve a synchronous improvement in the differentiation and cost position. In the following, three different variants of the hybrid strategy are distinguished: the simultaneous, the sequential and the multilocal strategy.

Simultaneous strategy

Here, the processes for achieving cost leadership and differentiation run concurrently. The company secures competitive advantages by adapting to different changing environmental conditions. Due to the rapid changes in the market complex planning phases arise. This is a disadvantage of the simultaneous strategy. Corsten and Will argue that the simultaneo us achievement of cost leadership and differentiation through the design of production processes can be achieved. Here, the competitive requirements and the production strategy must be tailored to each other in the best possible way. Their strategic approa ch combines a favorable cost position with a strong differentiation. Kaluza developed the approach of dynamic product differentiation to secure competitive advantages. At the heart of his strategy are changing customer preferences. The company must react flexibly to changes and be able to carry out a product change as quickly as possible. In order to achieve dynamic product differentiation, both technology, organization and employees must be optimally adapted to the company.

Sequential strategy

The sequential strategy also aims to combine the two competitive strategies of cost leadership and differentiation. This happens, however, alternately. Once a certain desired competitive position has been achieved, companies are encouraged to switch from one strategy to another. It is assumed that the benefits derived from the previously used strategy will remain with the company after the change. The cash flow generated in this way should be used in accordance with this view in order to carry out the strategy change. Furthermore, this change often involves important innovations for the company. A disadvantage of the sequential strategy is that companies have a high need for financial resources. In addition, the change in strategies can lead to conflicts within the staff structure, as the leadership style of cost leaders tends to be harder and is said to have leaner staffing structures, whereas the differentiation strategy gives creative and managerial staff more creative freedom.

These disadvantages also explain why Porter assumes a lower profitability if the positioning is unclear. The goal of Gilbert and Strebel's outpacing strategies is to gain a competitive advantage by switching between the cost leadership and differentiation strategy options. The produced goods should offer a high benefit at a low price. In the differentiation phase, if possible, product standards should be created, so that the costs decrease in the phase of cost leadership through process and product standardization. Due to changing conditions, the products must be renewed. This leads to a renewed pursuit of the differentiation strategy.

Davis and Pine's mass customization strategy combines mass production with individual customer preferences. As a result, advantages of cost leadership and differentiation are realized at the same time. The adaptation to buyers occurs due to fewer, but crucial features.

Multilocal strategy

The Multilocal Strategy combines the two competitive strategies of cost leadership and differentiation with the company's inter nationalization strategy. The multi - local strategy results in a spatial decoupling of the respective strategic orientations. The two competitive strategies cost leadership and differentiation are linked here with the company's internationalization strategy The desire for cost leadership due to increasing homogenization of the international market is in contrast to the differentiation strategy due to local differences. The goal of the strategies is to achieve the highest possible return on sales. The respective company must consider its own strengths and weaknesses when deciding on its international orientation. Meffert makes a distinction here between four different types of strategies "Global", "Dual", "International" and "Multinational". The global strategy standardizes both the products and the production on an international level. The dual strategy pursues the simultaneous achievement of globalization and localization benefits. In the international strategy, the sales of the unadjusted products are carried out from the home market in foreign markets. The multinational strategy aims at local adaptation of products.

Explanation

Unreferenced, unfoccused addition of lengthy new section. The edit introduces material that is totally unrelated to brand positioning– instead is primarily concerned with business strategy. The editor who added this section might consider locating relevant references for the content & then investigate the possibility of adding the content to Strategic management, Strategy or with a different emphasis, possibly add to Marketing strategy. However, much of this type of material is already canvassed in those articles, so it is not entirely clear to me where the reverted content would represent a good fit. I appreciate that in the positioning article the sub-heading reads “strategy” and this may contribute to confusion.

175.32.56.121 (talk) 03:06, 1 June 2019 (UTC)