or many companies, marketing plays a vibrant and a vital role in the strategic planning process. Even though marketing positions are incorporated in corporate level, most of them are represented at the functional level of an organization (Chawla, 2003). Kotler and Keller (2008) outlines the core definition of marketing, which says that ‘Marketing is the analysis, planning, implementation and control of carefully formulated programs designed to bring about voluntary exchanges of values with target markets for the purpose of achieving organizational objectives”. Marketing can be described as a strategy based analysis on planning that are used to combine experience, ...view middle of the document...
Moreover, the last part consists of recommendations and an independent conclusion.
2. LITERATURE REVIEW
n extensive research conducted by Gilligan and Wilson (2009) cited that marketing strategy is not developed in isolation but it is developed within the constraints enforced by the organization’s overall corporate plan. Therefore, to support this argument, Jobber (2004) mentions that this process flows with the marketing strategy that emerges from the corporate strategy and the marketing tactical and strategic planning and then emerges from the marketing strategy. The most fundamental part of the marketing strategy is the competitive strategy (McDonalds, 1996). Treacy and Wiersema (1995) confer that many organizations do face difficulty as organizational culture and overall height of capabilities may act as an obstruction.
Unquestionably, strategic marketing plan is mainly incorporated with competitive advantage, which needs establishment, defending and building action and maintenance in order to achieve better co-ordination of company activities (McDonalds, 2008). This results in learning how to use the various available processes and techniques that would help the marketing planner to comprehend the organization’s conventional ways of responding to the modern ways. However, McDonalds (1996) poses a statement with regards to the most relevant tools to be used among many as each has its own strengths and weaknesses and holds no individual concept. Therefore, the question raised here is how the organizations that knows the importance of marketing planning and strategy will compete within the market place? There are numerous extents to define competitive strategy. Competitive Strategy can be described as “….the extremity of the organization that can be seen to be better off than the competition in every function and at every level” (Hooley and Lynch, 1985). For example: Apple’s command over premium price in the market has enabled the company to gain over average owing to its innovation and differentiation of technologically superior products. To support this statement, Porter (1983) has developed a model called Porter’s Generic Competitive Strategy that explains how an organization’s comparative position with an industry is valued by giving a choice of competitive advantage and its competitive scope. Generic strategies are used by many organizations since they exemplify strategic positions at the broadest level. Additionally, it requires a firm to make choices about the scope of its competitive advantage by achieving competitive advantage (Callon, 1996) (FIGURE 1). The two vital types of competitive advantage merged with the scope of activities in order to achieve them leads to three generic strategies for seeking average performance in the industry: Cost Leadership: “the firm that wins market share by appealing to the cost, which are price sensitive customers” Differentiation; “a unique attribute of a product or service is...