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Price in marketing INCLUDES the 4 Ps that is product, price, place, and promotion. The marketers in the company never get involved directly with the pricing. This pricing is having many short and long term factors. These factors are as follows:
- Reflecting the price to the COMPETITORS and considering the pay for the offering of the customer.
- Enabling the revenue and market shares to reach out to the CUSTOMERS.
- Maximizing the PROFITS and providing the services that is offered by your business only. 
- MAKING a stronger strategy to bring more users by giving them competitive analysis

Price in marketing includes the 4 Ps that is product, price, place, and promotion. The marketers in the company never get involved directly with the pricing. This pricing is having many short and long term factors. These factors are as follows:
- Reflecting the price to the competitors and considering the pay for the offering of the customer.
- Enabling the revenue and market shares to reach out to the customers.
- Maximizing the profits and providing the services that is offered by your business only. 
- Making a stronger strategy to bring more users by giving them competitive analysis

Brand is a name or a symbol that represents one company distinctly from ANOTHER company or brand. This brand allows the CUSTOMER to have trust on the services you provide. It includes the logo or the slogan of the company that make the customer to have trust on you. The brand interacts with the customer’s everyday and it will be INCLUDING the following components:
- Images that is conveyed using the brand
- The messages that is used to sell your product using the brand
- REPRESENTING of the employees interacting with the customers.

Brand is a name or a symbol that represents one company distinctly from another company or brand. This brand allows the customer to have trust on the services you provide. It includes the logo or the slogan of the company that make the customer to have trust on you. The brand interacts with the customer’s everyday and it will be including the following components:
- Images that is conveyed using the brand
- The messages that is used to sell your product using the brand
- Representing of the employees interacting with the customers.

It is tough to deal with market competition as it is dynamically changing and include lots of changes that need to be INCORPORATED if a company has to survive. The steps involved in this are as follows:
- Evaluate the competition and the competitors.
- List down the competitors that are in the same business profile as your business. 
- List down the solutions that are being provided by them and not by you.
- Rate the business according to the list which you have prepared and find out the DIRECT competitors on the basis of efficiency, PRODUCT leadership and customer dealings. 
- Stake your business’s position in market and identify the area where you can grow and PUT down the opponent. 
- Determine the weak areas of the business done by the competitors and find the opportunity to meet the requirements before other competitors. 
- Define the value proposition for the business.

It is tough to deal with market competition as it is dynamically changing and include lots of changes that need to be incorporated if a company has to survive. The steps involved in this are as follows:
- Evaluate the competition and the competitors.
- List down the competitors that are in the same business profile as your business. 
- List down the solutions that are being provided by them and not by you.
- Rate the business according to the list which you have prepared and find out the direct competitors on the basis of efficiency, product leadership and customer dealings. 
- Stake your business’s position in market and identify the area where you can grow and put down the opponent. 
- Determine the weak areas of the business done by the competitors and find the opportunity to meet the requirements before other competitors. 
- Define the value proposition for the business.

COMPETITIVE positioning strategy is required in every company and it is the FOUNDATION of the business. This allows the LATEST technology to be used and expand the business dynamically with the RISING demand for the new products by the customers. The steps involved are:
- Select an appropriate profile to market your business: this includes the documentation about the competitors and positioning of them in the market. 
- Determining the type/stage of the market the business is in. This includes the types as introductory, growth, mature, or declining stage.
- Segmenting market to understand the overall difficulty levels of the market and thinking from the customer’s point of view. 
- Listing the needs of the customers and giving them what they need.

Competitive positioning strategy is required in every company and it is the foundation of the business. This allows the latest technology to be used and expand the business dynamically with the rising demand for the new products by the customers. The steps involved are:
- Select an appropriate profile to market your business: this includes the documentation about the competitors and positioning of them in the market. 
- Determining the type/stage of the market the business is in. This includes the types as introductory, growth, mature, or declining stage.
- Segmenting market to understand the overall difficulty levels of the market and thinking from the customer’s point of view. 
- Listing the needs of the customers and giving them what they need.

Strategic marketing consists of many key elements but out of those the most important key element is the value proposition. This is used to show the value of the product that is being marketed to the customer. This consists of three types of values and these are as follows:

- OPERATIONAL EXCELLENCE: this FOCUSES mainly on the product and its price. This provides the customer the best price in the market that will be affordable to them and providing good features in the products as well. 
- PRODUCT LEADERSHIP: this focuses on the quality of the products. Every customer needs the product to be good and of high quality so that the production can be INCREASED of that product in the market. This brings the competitiveness in the market to release the best quality product and sell it. 
- CUSTOMER INTIMACY: this focus on the flexibility of the products. Customers are attracted to the products that have high CUSTOMIZATION OPTIONS and PROVIDE solutions to their problems.

Strategic marketing consists of many key elements but out of those the most important key element is the value proposition. This is used to show the value of the product that is being marketed to the customer. This consists of three types of values and these are as follows:

- OPERATIONAL EXCELLENCE: this focuses mainly on the product and its price. This provides the customer the best price in the market that will be affordable to them and providing good features in the products as well. 
- PRODUCT LEADERSHIP: this focuses on the quality of the products. Every customer needs the product to be good and of high quality so that the production can be increased of that product in the market. This brings the competitiveness in the market to release the best quality product and sell it. 
- CUSTOMER INTIMACY: this focus on the flexibility of the products. Customers are attracted to the products that have high customization options and provide solutions to their problems.

Strategic marketing involves the DEVELOPMENT of the prospects and communication with the customers to sell and manage the SERVICES PROVIDED to the customers. The steps involved are as FOLLOWS: 

- Develop the strategy to market the product to various customers
- Creation of tools and processes to implement the product 
- Generating of the messages and managing the customers according to their involvement with the customers
- Using tools to develop the strategy into implementation
- Recruiting people for the development phase and for marketing of the product after it is built.
- Selecting the correct vendor to whom the product needs to be SOLD.

Strategic marketing involves the development of the prospects and communication with the customers to sell and manage the services provided to the customers. The steps involved are as follows: 

- Develop the strategy to market the product to various customers
- Creation of tools and processes to implement the product 
- Generating of the messages and managing the customers according to their involvement with the customers
- Using tools to develop the strategy into implementation
- Recruiting people for the development phase and for marketing of the product after it is built.
- Selecting the correct vendor to whom the product needs to be sold.

To match the pricing strategy with the strong proposition the company NEEDS to have a strong message that needs to be sent to the market. The product needs to be consistent with the VALUE and the services need to be exceptionally WELL. The value proposition is required and it needs to have operational efficiency and the price REQUIRE the competitiveness. The price is such that it is neither high nor low but it MATCHES exactly the value of the product. Low price sends wrong message to the customers about the product. The price strategy is such that it requires providing right services to the right customers.

To match the pricing strategy with the strong proposition the company needs to have a strong message that needs to be sent to the market. The product needs to be consistent with the value and the services need to be exceptionally well. The value proposition is required and it needs to have operational efficiency and the price require the competitiveness. The price is such that it is neither high nor low but it matches exactly the value of the product. Low price sends wrong message to the customers about the product. The price strategy is such that it requires providing right services to the right customers.

• MANAGERS do not necessarily go through the sequence in rigorous lock-step fashion.
• the TASKS involved in strategic management are never isolated from everything else that falls a MANAGER’s purview,
• the demands that strategy management PUTS on the manager’s time are irregular,
• formulating and implementing strategy must be regarded as something that is ongoing and that evolves.

• managers do not necessarily go through the sequence in rigorous lock-step fashion.
• the tasks involved in strategic management are never isolated from everything else that falls a manager’s purview,
• the demands that strategy management puts on the manager’s time are irregular,
• formulating and implementing strategy must be regarded as something that is ongoing and that evolves.

STRATEGY formulation involves doing a situation analysis: both internal and external; both micro-environmental and macro-environmental, setting the OBJECTIVES by crafting vision statements, MISSION statements, overall corporate objectives, strategic business unit objectives and tactical objectives that suggest the strategic plan.

Strategy formulation involves doing a situation analysis: both internal and external; both micro-environmental and macro-environmental, setting the objectives by crafting vision statements, mission statements, overall corporate objectives, strategic business unit objectives and tactical objectives that suggest the strategic plan.

• the market POSITION and competitive standing the organization aims to achieve;
• the annual profitability targets;
• KEY FINANCIAL and OPERATING RESULTS to be achieved through the chosen activities;
• any other milestones by which strategic success will be measured.

• the market position and competitive standing the organization aims to achieve;
• the annual profitability targets;
• key financial and operating results to be achieved through the chosen activities;
• any other milestones by which strategic success will be measured.

Strategy implementation and execution means putting the strategy into place and getting INDIVIDUALS and organizational subunits to GO all out in EXECUTING their tasks in the next step. The leadership’s challenge is to so stimulate the enthusiasm, pride and commitment of managers and employees in ORDER to carry out the CHOSEN strategy and to achieve the targeted results.

Strategy implementation and execution means putting the strategy into place and getting individuals and organizational subunits to go all out in executing their tasks in the next step. The leadership’s challenge is to so stimulate the enthusiasm, pride and commitment of managers and employees in order to carry out the chosen strategy and to achieve the targeted results.

Formulating a strategy REVEALS how the TARGETED results will be accomplished
– a DETAILED ACTION plan is NECESSARY to achieve both short-run and long-run results.

Formulating a strategy reveals how the targeted results will be accomplished
– a detailed action plan is necessary to achieve both short-run and long-run results.

the management’s VIEW of what the ORGANIZATION SEEK to do and to become over the long-term is the organization’s STRATEGIC management.

the management’s view of what the organization seek to do and to become over the long-term is the organization’s strategic management.

• defining the organization’s BUSINESS and developing a strategic mission,
• establishing strategic OBJECTIVES and performance targets,
• formulating a strategy to achieve the objectives,
• implementing an executing the chosen strategic plan,
• evaluating strategic performance and MAKING corrective adjustments.

• defining the organization’s business and developing a strategic mission,
• establishing strategic objectives and performance targets,
• formulating a strategy to achieve the objectives,
• implementing an executing the chosen strategic plan,
• evaluating strategic performance and making corrective adjustments.

• allocation of sufficient resources (financial, personnel, TIME, technology support),
• establishing a chain of command or some alternative structure,
• ASSIGNING responsibility of specific tasks or processes to specific individuals groups,
• it also involves managing the process (monitoring RESULTS, comparing to benchmarks and best practices, evaluating the efficacy and efficiency of the process, controlling for variances, making adjustments to the process as necessary),
• IMPLEMENTING specific programs, meaning acquiring the REQUISITE resources, developing the process, training, process testing, documentation and integration with legacy process.

• allocation of sufficient resources (financial, personnel, time, technology support),
• establishing a chain of command or some alternative structure,
• assigning responsibility of specific tasks or processes to specific individuals groups,
• it also involves managing the process (monitoring results, comparing to benchmarks and best practices, evaluating the efficacy and efficiency of the process, controlling for variances, making adjustments to the process as necessary),
• implementing specific programs, meaning acquiring the requisite resources, developing the process, training, process testing, documentation and integration with legacy process.

• DETERMINING where you are now;
• determining where you WANT to GO,
• determining how you GET there.

• determining where you are now;
• determining where you want to go,
• determining how you get there.

• specifying an organization’s OBJECTIVES;
• developing policies an PLANS to ACHIEVE these objectives;
• ALLOCATING RESOURCES to implement the policies.

• specifying an organization’s objectives;
• developing policies an plans to achieve these objectives;
• allocating resources to implement the policies.

The strategic management function DIRECTLY involves all managers with line AUTHORITY at the corporate, line-of-business, FUNCTIONAL area, and major operating DEPARTMENT LEVELS.

The strategic management function directly involves all managers with line authority at the corporate, line-of-business, functional area, and major operating department levels.

• searching actively for innovative ways the organization can improve on what it is already doing;

• ferreting out new opportunities for the organization to pursue;

• developing ways to increase the firm’s competitive strength and put it in a stronger position to COPE with competitive forces;

• devising ways to built and maintain a competitive advantage;

• deciding how to meet threatening external developments;

• encouraging individuals throughout the organization to put forth innovative proposals and championing those that have PROMISE;

• directing resources away from areas of low or DIMINISHING results toward areas of high or INCREASING results;

• deciding when and how to diversify;

• CHOOSING which businesses (or products) to abandon, which of the continuing ones to emphasizes, and which new ones to enter or add.

• searching actively for innovative ways the organization can improve on what it is already doing;

• ferreting out new opportunities for the organization to pursue;

• developing ways to increase the firm’s competitive strength and put it in a stronger position to cope with competitive forces;

• devising ways to built and maintain a competitive advantage;

• deciding how to meet threatening external developments;

• encouraging individuals throughout the organization to put forth innovative proposals and championing those that have promise;

• directing resources away from areas of low or diminishing results toward areas of high or increasing results;

• deciding when and how to diversify;

• choosing which businesses (or products) to abandon, which of the continuing ones to emphasizes, and which new ones to enter or add.

• it is a combination of strategy formulation and strategy implementation;

• it is the HIGHEST LEVEL of managerial activity;

• it is PERFORMED by an ORGANIZATION’s CEO (Chief Executive Officer) and executive team;

• it provides overall direction to the enterprise.

• it is a combination of strategy formulation and strategy implementation;

• it is the highest level of managerial activity;

• it is performed by an organization’s CEO (Chief Executive Officer) and executive team;

• it provides overall direction to the enterprise.

STRATEGY is a blueprint of all the important entrepreneurial, competitive and functional area actions that are to be taken in pursuing ORGANIZATIONAL objectives and POSITIONING the organization for sustained success and reveals how the TARGETED results will be accomplished.

Strategy is a blueprint of all the important entrepreneurial, competitive and functional area actions that are to be taken in pursuing organizational objectives and positioning the organization for sustained success and reveals how the targeted results will be accomplished.

Strategic MANAGEMENT is the process where managers establish an organization’s long-term direction, set the specific performance objectives, DEVELOP STRATEGIES to achieve these objectives and UNDERTAKE to execute the chosen action plans.

Strategic management is the process where managers establish an organization’s long-term direction, set the specific performance objectives, develop strategies to achieve these objectives and undertake to execute the chosen action plans.