Table of Contents
- 1 The right strategies for growth markets will boost your company’s revenue.
- 2 Market Definition and Analysis
- 3 Market Segmentation and Strategies for Growth Markets
- 4 Competitive Advantage and Strategies for Growth
- 5 Strategies Growth Markets: Narrow Market Scope
- 6 Positioning Strategy and Strategies for Growth
- 7 Wrap up Strategies for Growth Markets
- 8 General FAQ’s about Strategies for Growth Markets
The right strategies for growth markets will boost your company’s revenue.
Strategies for growth markets are different than other types of markets. The product concept stage is completed and buyers are accepting the product.
Every business wants to grow, but without a strategy, it’s hard to know where you should focus your efforts.
You have lots of choices for marketing and advertising, so how do you decide which ones will work best?
Our digital marketing agency can help your company choose the right growth strategies based on our experience working with hundreds of companies just like yours.
We’ll analyze your current performance and suggest some options that we think will be most effective in helping you reach your goals. Then we’ll implement those strategies for you at a price point that works within your budget.
The emerging industry expands into the growth stage and looks to employ its growth strategy based on market conditions.
In this post, I assume a rapid growth rate and market expansion strategy to be deployed. Recognizing that various rates of growth may occur. Your growth strategy framework matters.
Here is a closed-looped system that is ripe for marketing automation.
Rapid growth often follows the initial development of a new product market. This stage of market development creates several important strategic and business strategy issues.
During this stage, the company uses several strategies to sustain rapid market growth as long as possible:
- The company improves product quality and adds new product features
- The company adds a new product line, flanker strategy, and products
- It enters new market segments in an existing market
- The company enters new distribution channels
- It shifts some advertising from building product awareness to bringing about product conversion and sales
- The company lowers the price at the right time to attract the next layer of price-sensitive buyers
However, this improvement comes at an additional cost. The company in the growth stage faces a trade-off between high market share and high current profit.
By spending money on product Improvement, promotions, and distribution, it can capture a dominant position. It forgoes the maximum current profit in the hope of making an even greater profit in the next stage. The next stage is the maturity stage.
Market Definition and Analysis
The general assumption is that a rapidly growing market presents an attractive opportunity for existing firms and potential market entrants. Moreover, growth involves change and creates and certainties.
In the growth stage, strategies for growth show that buyers have experience with the product and sales response patterns have developed. Since the market is not stable, further changes are likely to occur.
The growth stage product market is better defined and there is less certainty than is present in the emerging stage.
The size and scope of the market are better defined than in the earlier stage. The risk is reduced, providing management obtains and uses market knowledge to guy decisions.
Identification of the factors and influence market trends is important in evaluating the current and future attractiveness of the market. Business and marketing planning efforts should be closely coordinated.
Since opportunity varies across the segments in the product market, market segment identification and analysis become critical as the target market moves through its life cycle.
Market Segmentation and Strategies for Growth Markets
If not already beginning to develop in the emerging market, the segment should start to form in the growth stage. Customers with homogeneous needs begin to be identified.
This allows marketing efforts to be targeted more precisely. Furthermore, experience with existing products, product development processes, and technologies leads to greater efficiency and increase standardization.
The market environment is moving from highly uncertain to moderately uncertain. A further change is likely. But the direction of change is toward a better knowledge about the forces that influence the size and composition of the market.
At a minimum, a broad basis of segmentation should be feasible during the growth stage. Patterns of use can be identified in the characteristics of buyers related to use patterns.
The buyer’s journey begins to form. Segmentation by type of industry may be feasible and industrial markets.
Characteristics such as income, age, and family size identify broad segments for consumer products such as food and other consumer goods. Analysis of existing buyers may indicate market potential guidelines.
Industry Structure and Competition
In general, the assumption is that high-growth markets are very attractive and that early entry offers important competitive advantages. Moreover, there are potential problems for industry players:
First, the visible growth market can attract too many competitors. The market and its distribution channels cannot support them. The intensity of competition is accelerated when growth fails to match expectations or eventually slows.
Second, the early entrants are unable to cope when key success factors or technologies change. Because it lacks financial skills or organizational skills.
Success is found by making the right decisions to exploit the opportunities and avoid the risk in a rapidly expanding product market.
Generalizations about industry structure and growth markets are difficult. As the number of competitors increases more business failures are likely. This is due to the crowding of opportunities and the lack of skills and resources needed to gain a competitive advantage.
Large, established firms are more likely to enter growth markets rather than emerging markets. The larger businesses are not able to move as quickly as small, specialized firms in exploiting the opportunities in the emerging markets. This could seem with IBM, Oracle, and Microsoft in the early 2000s.
Large firms have skills and resource advantages for achieving market leadership, overcoming some timing advantages of the market pioneers. They also have the advantage of evaluating the attractiveness of the product market during its initial development.
Competitive Advantage and Strategies for Growth
A framework for the strategic analysis of different product market life cycle stages is shown in Exhibit 1.
Your strategies for growth need to build an arsenal of competitive advantages.
The developing market category corresponds to the growth stage under discussion in this post. Analysis of the past performance of a successful strategy suggests that the K-generalist are often the best performers in developing markets.
These firms are early followers of established businesses and related markets. Dell and Lenovo’s entry into the personal computer market is illustrative. These firms have the experience that can be applied in the growth product market.
Survival analysis of companies in the microcomputer industry shows how the performance characteristics of these firms displayed in the rapid growth stage of the product market.
And they are as follows:
- Survival rates are much higher for aggressive firms competing on a broad market scope. As compared to conservative firms competing on the same basis.
- Survival rates are high for both aggressive and conservative specialists.
My research suggests that survival requires aggressive actions by firms that seek more market share. But other successful competitors are likely to be more successful using market selectivity strategies. This is also known as niche marketing.
Targeting and Positioning Strategies
The targeting strategy in a growth market is influenced by several factors. These factors include:
- The capabilities and resources of the company
- The competitive environment
- The extent to which the product market can be segmented
- The future potential of the market
- The market entry barriers confronting potential competitors
Exhibit 1 implies three possible targeting strategies. These include the following:
- Extensive market coverage by companies with established businesses in related markets (K-Generalist)
- Selective targeting by companies with diversified product portfolios (polymorphists)
- Small businesses serving one or a few market segments
Strategies Growth Markets: Narrow Market Scope
The targeting strategy is feasible when buyers’ needs are differentiated or when product differentiation is feasible. Segments not served by large competitors provide an opportunity for small firms to gain a competitive advantage.
The market leaders may not find small segments attractive. Therefore they will not allocate the skills and resources necessary to gain a competitive position in the segment. It’s just too small. If the buyers display similar needs, a small company making an advantage through product specialization. This strategy would concentrate on a specific product or component.
Broad Market Scope
The objective of this targeting strategy is to cover a large portion of the buyers in the product market. The number of specific targets depends on the segment in the market. During the growth stage of the business market for personal computers, the three major segments were small, medium, and large companies.
Segments are likely to be few and number and identified by one or a few general characteristics. When segments are not apparent, extensive targeting is designed by a general profile of buyers. This profile becomes the target.
To develop these into actionable targets, we use demographic and psychographic analysis. The deliverable is an ideal customer profile, buyer persona(s), and the buyer’s journey map.
Positioning Strategy and Strategies for Growth
The positioning strategy use will vary according to the targeting strategy the company selects. Several general characteristics of positioning strategies and growth markets.
These strategies are examples since many factors may influence the choice of a given strategy. For example, major differences often occur in the position and components used for consumer and industrial markets.
Personal selling is often used when businesses are targeted because the number of buyers is small as compared to consumer markets.
Advertising consumes a much larger portion of the marketing budget than personal selling in many consumer product companies. these companies include Ben & Jerry’s, New Belgium Brewery, Apple, and many other CPG companies. Growth is fundamental to a business’s survival.
According to the Bureau of Labor Statistics, approximately 20% of new businesses fail during the first two years of being open, 45% during the first five years, and 65% during the first ten years. Those numbers are generally consistent across most industries — but they also highlight how important it is to plan for growth from day one. A concrete growth strategy is more than a solid marketing strategy. Don’t get caught in market fluctuations.
- Define your markets, segments, and target audience
- Create a communication architecture that aligns with your target customers
- Define your sales goal
- Create a marketing plan that aligned with your business plan
- Choose a technology platform to support your efforts and reduce cost
- Execute your plans and measure
- Adapt, pivot, change. Call it what you want but you must eliminate what’s not working and scale what it. So, you need a scorecard.
Wrap up Strategies for Growth Markets
Marketing strategy is affected by various situational factors. This is illustrated by considering strategies for growth or entering new, growth, immature product markets.
The growth stage shows a rapid climb in sales revenue. The early adopters like the product, the middle majority consumers, start buying the product. New competitors enter the market, attracted by the opportunities for large-scale production and profit.
They introduce new product features, and this moves further expands the market. The increasing number of competitors leads to an increase in the number of distribution channels. Company sales jumped to fill the distribution pipeline.
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Updated in 2021.
General FAQ’s about Strategies for Growth Markets
What are strategies for growth markets for small businesses?
Some popular growth strategies in business include market penetration, market expansion, product expansion, diversification, and acquisition.
1. Market Penetration Strategy.
2. Market Expansion or Development.
3. Product Expansion Strategy.
4. Growth Through Diversification.
5. Acquisition of Other Companies.
What are the growth strategies?
The growth strategy goals are to gain more market share, even at the expense of short-term earnings. Four broad growth strategies are diversification, product development, market penetration, and market development.
Why are growth strategies important?
A growth strategy gives your company purpose, and it answers questions about your long-term plans. Growth strategies are important because they keep your company working towards goals that go beyond what’s happening in the market today.
What are the best startup growth strategies?
1. Understanding Your Target Market.
2. Analyzing the Competition.
3. Identifying Your Unique Value Proposition.
4. Establishing Long-Term Goals for Your Startup.
5. Picking a Market With Growth Potential.
6. Building a Startup Team.
7. Develop a Startup Growth Plan.