This paper presents the findings of a field study of strategic marketing practices in the Indian television industry. The findings reveal the complexities that organizations face while adopting strategic marketing principles. The study assesses the market response towards the strategic marketing practices of television marketers and the strategic implementation of these practices from the perspective of the dealers. The paper concludes with a few recommendations for television marketers.
The
complexity and sophisticated nature of business decisions requires strategic management.
The scope and variety of internal activities, the firm's immediate and remote
external environment, and the interests of stakeholders of the business pose a
set of challenges. The firm has to deal effectively with these challenges in order
to grow in a profitable manner. Executives adopt strategic management practices
to facilitate optimal positioning of the firm in its competitive environment (Pearce
and Robinson, 1998). This paper attempts to add to the insufficient information
and literature present on the subject of effective implementation of strategic
marketing in the Indian context.
Mintzberg
(1998) distinguished between a firm's intended, emergent and realized strategies.
In the present study, the strategic intentions of television marketing companies
have been understood using published information, while the market response has
been assessed by gathering primary data.
Strategic
control has traditionally been evaluated on the results it has produced in terms
of sales volumes, market shares, profits, financial ratios, etc. An alternate
method is to study the effectiveness of a strategy through market response, dealer
response and employee response, their perceptions, observations and suggestions.
This may give additional insight into current practices and performance of companies. |
