Perreault−McCarthy: Basic

Marketing: A

Global−Managerial

Approach, 14/e

3. Focusing Marketing
   Strategy with
   Segmentation and
   Positioning

Text © The McGraw−Hill

Companies, 2002

for Polaroid to be able to compete

longer term.

Polaroid got its start with a

breakthrough invention. Its instant

picture cameras and films were

unique and met the needs of dif-

ferent groups of customers.

Parents wanted to immediately

send pictures of the new baby to

grandparents. Realtors needed

photos of just-listed homes for

clients. Colleges had to make

IDs quickly, and insurance

adjusters had to document

auto accidents. Over time,

however, Polaroid faced

competition for other types of

goods and services. Conve-

nient one-hour photo lab services

60

Chapter Three

Focusing Marketing

Strategy with

Segmentation and

Positioning

60

When You Finish
This Chapter, You
Should

1.Understand why
marketing strategy
planning involves a
process of narrowing
down from broad
opportunities to a
specific target market
and marketing mix.

2.Know about the
different kinds of mar-
keting opportunities.

3.Understand why
opportunities in
international
markets should
be considered.

4.Know about defin-
ing generic markets
and product-markets.

5.Know what market
segmentation is and
how to segment
product-markets
into submarkets.

6.Know three
approaches to
market-oriented
strategy planning.

7.Know dimensions
that may be useful for
segmenting markets.

8.Know what posi-
tioning is and why it
is useful.

9.Understand the
important new terms
(shown in red).

Polaroid desperately needed a

profitable new opportunity. For

several years the firm had been

losing money. The objective of the

new top executive was to make

Polaroid profitable again—and

soon. That was a needed first step

place

price

promotion

produc