| Global personal computer (PC) industry has been shrinking in mature markets, say Europe and American markets, since the beginning of the global economic crisis in 2008. During the period, new PC markets have been emerging in some developing countries, such as China, Russia and India, where the economic development is fast and the PC penetration rate is low. Turkey, as one of such countries, becomes a strategic focus of the Metro Company. The company is committed to achieve a fast business development in Turkey market, especially to make breakthrough in market share which is a major factor in the success of the emerging market strategy.Metro's business in Turkey encounters two main difficulties. The first problem is that business managers are lack of clear development goals, that is, they can not accurately seize market opportunities, focus on promising markets and position their products since they know little about the local markets. The second is that the existing products of Metro, their prices, channels and promotion strategies are not adapt to rapidly changing demand and fierce competition.This paper orients opportunities in Turkish market, selects target market and adjusts market positioning through comprehensive analyzing the internal marketing situation and external marketing environment of the Metro computer company. Meanwhile, the author also designs marketing mix strategy from the product, channel, price and promotion to assist the whole strategy implementation.In Chapter 1, the author introduced background and the paper structure.In Chapter 2, the author illustrates the Metro's resources and its capacity, the strategic position of the Turkish market in the company and the current marketing situation of Metro-Turkey group as well as their challenges. In Chapter 3, the author first analyzes the impacts of macroeconomic environment on the development of Turkish computer market by using the PEST model. In politics, Turkey has a stable political environment. Further, the investment and legal environments are being improved with the EU process, which is conductive to Metro's long-term investments. In economics, the total economics of Turkey will keep growing in the following few years, but its rate would be lower than before by reason of the impact of the crisis .This has a strong influence on the demand of Turkish computer market. In society, the internationalization of Turkish social culture will be beneficial to marketing activities of international brands. On the other hand, the unbalanced population and employment structure will increase the difficulty of market coverage and marketing. In technology, the rapid development of internet and telecommunications provides opportunities to produce new products and to develop new channels for Turkey market where personal computer popularizing rate is not high. In the following part of this chapter, the author makes prediction of the Turkish market capacity and market potential, and analysis of promoting and hindering factors of market development. The results show that the overall market in Turkey is starting to recover, and the growth rate will be restored to the before-crisis level after three years. In terms of products, notebook market expands much faster than that of desktops. In terms of users, individual users and SMEs will be the major part of computer purchase group. It's no doubt that netbook in notebook market, ultra-thin notebook in SME market and environmental protected & energy conservative desktop in large enterprises market will be the hot points of market increase in the future. Customers'purchase behaviors become rational. They pay more attention to value-added services and comprehensive cost-effective than to simple hardware configurations. Moreover, they are sensitive to price changes.In chapter 4, the author first divides Turkey market, indentifies Metro's major competitors. After that, I analyze the competitors'resources, capabilities, product features as well as their sale performances and price band mix of products. Finally, I summarize major competitors'advantages/disadvantages which offer opportunities and threads to Metro. The results show that the Turkish market can be divided into three camps: the leading international companies, leading local vendors and other small manufacturers. Metro's main competitors in the Turkish market are Hewlett-Packard, Acer and Asus. In contrast to Metro, their main advantages are high market shares and brand awareness, well understanding of the local market, clear business objectives, and effective marketing strategies in product, pricing, channel and promotion. Their disadvantages are noticeable in global R & D and design resources, cost control, financial resources and management.In Chapter 5, the author presents the challenges and solutions of Metro in Turkey market by using SWOT approach with the analysis in previous chapters. Then, the author discussed the target market selection and corporate positioning by STP process. At last, the author designed marketing mix strategies for Metro in Turkish computer market in the way of product, price, channel and promotion. According to products and customers, the Turkish PC market can be divided into six segments. In the selection of target markets, the author adopt a way of combining marketing combining the differentiated marketing with the concentrated marketing, the notebook market is divided into the first tier market segments, the small and medium enterprises are divided into second-tier notebook market, the large enterprise market, political and religious into the third tier. Meanwhile, individuals and small and medium enterprises to give up the desktop market. Positioning. the company for Metro's own brand features and options market segments, taking different brands with different positioning strategies. Leadpro brand positioning is: a price level was "acceptable" under the premise of constant pursuit of technological leadership and product quality of the brand. Mjoy brand positioning is a "value for money" brands. Product strategy, focus on notebook market, especially in the consumer market. Metro layout should enrich its product line, launched the Internet for personal customers Mjoy this, for SMEs Mjoy ultra-light notebook, aimed at corporate customers energy-saving environmental protection concepts Leadpro desktop. Price strategy, developed for the different brands with different pricing strategy. Leadpro brand differentiation in the provision of products and services under the premise of developing a price slightly higher than competitors to achieve its goal of quality-leading pricing. Mjoy brand by offering the same prices and better products or lower prices with the end products emphasizes its outstanding price-performance ratio. In order to achieve its pursuit of market share price target. In channel strategy, the main strategy is: in the notebook market, abolition of the total generation - distribution models, further expanding the proportion of retail stores and traditional distributors. In the desktop market, with integrators and enterprise channels to establish a large customer contact. In addition, the development of networks, telecommunications and other emerging channels. In the marketing strategy, product strategy has been developed for in the different channels to different marketing ways: through the promotion Mjoy bundled telecommunications access this product, through the organization, the Forum sponsored the development of SMEs, giving way to promote application of thin, through the magazine ads and sponsored educational institutions, to promote Leadpro products. |
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