|Publication Type||Journal Article|
|Year of Publication||2012|
|Authors||Simkin L, Dibb S|
|Journal||Journal of Strategic Marketing|
|Keywords||marketing in recession; marketing strategy; go to market strategy; opportunity assessment; market analysis; strategic planning|
Many of marketing’s long-standing frameworks are finding an uprated role in the current economic turmoil. As companies’ leadership teams strive to understand changing market dynamics, recognise that revenue streams are threatened, seek to provide customers with new propositions relevant to their evolving values, and combat embattled rivals, core marketing analyses and strategic marketing tools are coming to the fore. In many organisations, it is the non-marketers amongst the leadership team that are turning to these marketing frameworks and incorporating market-led risk assessment of revenue streams to shape new business strategies. While this strategizing does not necessarily involve marketers at this most senior level of decision-making, it has put marketing’s analytical and strategic components at the forefront of corporate decision-making. This paper explains how, providing an insight into the strategizing process emerging for undertaking such market-led risk assessment, opportunity identification, creation of bases for competing, strategic trade-offs and programme planning.