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Marketing Strategy for Pancontinental Oil Gas Nl
Posted by Addison on Mar-29-2023
The report primarily focuses on the marketing strategy of Pancontinental Oil Gas Nl to give a reader an overview of the growth dynamics of the company. Recently, several strategic issues and managerial problems have been identified in marketing strategy of Pancontinental Oil Gas Nl that have drawn the attention of the entire management to devise new marketing strategies that can help the company to resolve the problems to continue its expansion and future growth to achieve a competitive edge in the marketplace. This report is written to provide Pancontinental Oil Gas Nl marketing strategy with the required strategic solutions using multiple frameworks and tools.
External Environmental Analysis
PESTLE Analysis is the most popular strategic tool that is used by many organizations when conducting an external environmental analysis. This framework typically focuses on political, economic, social, technological, legal, and environmental factors that can impact the macro environment of the business (Zalengera, E.Blanchard, & C.Eames, 2014).
Pancontinental Oil Gas Nl operates in a politically stable environment, which means that it provides the company with more friendly and stable business growth opportunities (Christodoulou & Cullinane, 2019). However, since Pancontinental Oil Gas Nl operates in multiple countries, there are high chances of various political tensions that can cause instability in market growth trends for Pancontinental Oil Gas Nl. This can limit the company's growth opportunities.
Moreover, it is important for Pancontinental Oil Gas Nl to analyze and monitor the activities of pressure groups. Pancontinental Oil Gas Nl can create a close collaboration with these groups to achieve long-term goals.
Corruption and Changing Policies
Pancontinental Oil Gas Nl must keep a close check on the changes in any government policies because they can directly impact the performance of the business. The operations of Pancontinental Oil Gas Nl are its different countries can become unpredictable if there is a high level of corruption and weak enforcement of the law (Achinas, Horjus, & Achinas, 2019).
Trade and Taxes
The profitability of a company is directly influenced if there are high taxes in a country. Pancontinental Oil Gas Nl should look into the taxation policies in each country before further expanding its operations (Eierle, Hartlieb, & C. Hay, 2022). Similarly, if there are high trade restrictions, it can get difficult for Pancontinental Oil Gas Nl to import and export its products, impacting the relationships with trade partners.
GDP, Employment, and Exchange Rates
The long-term growth strategies of Pancontinental Oil Gas Nl are majorly determined by the GDP growth of the economy. The purchasing power of consumers significantly increases with a high GDP. High unemployment in an economy shows that Pancontinental Oil Gas Nl can benefit from surplus labor with low-cost wages. Furthermore, Pancontinental Oil Gas Nl should monitor interest rates as it can affect the borrowing ability. With that being said, if there is a high fluctuation in currency, the profitability of Pancontinental Oil Gas Nl can also be influenced (Sadeghi, 2020).
It is important for Pancontinental Oil Gas Nl to make appropriate predictions regarding the labor market conditions in a specific economy (Sadeghi, 2020). This can help the company to hire a more talented workforce that can improve the performance of the company.
Industry lifecycle stage
Pancontinental Oil Gas Nl should consider expanding its operations in growing economies to benefit from growth opportunities. It can be challenging for Pancontinental Oil Gas Nl to enter a mature industry at a growing stage (Villamarín & Pinzon, 2017).
Pancontinental Oil Gas Nl should study the changing patterns of demographics, such as socio-economic variables, the aging population, and trends in migration (Barbara & Cortis, 2017). This can help the company to identify the right segment to target with a high potential for growth opportunities.
Every country and society has a distinctive culture with different norms and values. It is important for Pancontinental Oil Gas Nl to study and identify social class stratification.
There has been a significant shift in online shopping. Pancontinental Oil Gas Nl needs to adopt necessary changes considering the growing use of social media networking sites and mobile phones to increase its revenue and overall profitability (Villamarín & Pinzon, 2017).
On-going technological innovations should be considered carefully by Pancontinental Oil Gas Nl so that it can stay ahead of the competitive market. Pancontinental Oil Gas Nl should continue working on introducing major technological transformations to achieve a competitive advantage (Rastogi & TRIVEDI, 2016).
Social Media Marketing
The collaboration with consumers has been growing rapidly because of the development of communication technologies (Rastogi & TRIVEDI, 2016). Pancontinental Oil Gas Nl can take it as a great opportunity where can use innovative strategies to expand its customer base.
Pancontinental Oil Gas Nl should implement the latest technological tools to minimize environmental pollution. Waste management is now getting popular and has been considered a major business norm (Igliński, Iglińska, & Cichosz, 2016).
Climatic Conditions and Eco-friendly products
Climatic conditions can influence the efficiency of Pancontinental Oil Gas Nl. The cost of a company's operations can be increased if there are extreme weather conditions. Similarly, there has been an increasing demand for eco-friendly products. Pancontinental Oil Gas Nl should work towards adopting more sustainable business practices to gain customer trust (Barkauskas, Barkauskienė, & Jasinskas, 2015).
Employee protection laws
It is important for Pancontinental Oil Gas Nl to follow the health and safety laws for its employees that are issued by the authorities to ensure the safety of its labor.
Pancontinental Oil Gas Nl should protect its customer data to ensure their security and privacy concerns. Moreover, it should set the right price with the right product quality (Igliński, Iglińska, & Cichosz, 2016).
Porter's Five Forces
Pancontinental Oil Gas Nl can use Porter's Five Forces to analyze the competitive landscape of the industry. The strategic planners of Pancontinental Oil Gas Nl can use this framework to make effective decisions.
Threat of New Entrants
Pancontinental Oil Gas Nl operates in an industry where it is difficult to achieve economies of scale, making it difficult for new entrants to enter the industry (Yunna & Yisheng, 2014). There is a strong product differentiation with high capital requirements. Moreover, it is difficult to establish a distribution network easily in this industry. Thus, Pancontinental Oil Gas Nl has a weak threat of new entrants.
Bargaining Power of Suppliers
There are more suppliers in the industry of Pancontinental Oil Gas Nl. This shows that there is less control over prices. Organizations like Pancontinental Oil Gas Nl can easily switch to other suppliers because of less differentiation in products. This makes the bargaining power of suppliers a weak force in Pancontinental Oil Gas Nl's industry (H. Th. Bruijl, 2018).
Bargaining Power of Buyers
The industry in which Pancontinental Oil Gas Nl operates has many suppliers as companies to buyers. This means that buyers have fewer options and do not have control over prices (H. Th. Bruijl, 2018). The high product differentiation shows that there are few alternative products for buyers, and there is a high switching cost. This makes the bargaining power of buyers a weak force in the industry.
Threat of Substitute Products and Services
Pancontinental Oil Gas Nl operates in an industry that offers very few substitutes to its customers. The substitutes that are available are expensive because of their high quality (Zhao, Zuo, & Wu, 2016). However, companies like Pancontinental Oil Gas Nl sell their products at a lower prices. This clearly shows that buyers may feel reluctant when switching to other substitutes.
Rivalry Among Existing Firms
Pancontinental Oil Gas Nl operates in a less competitive industry. The already established companies have a large market share, meaning that any move by the existing companies will be noticed. Moreover, Pancontinental Oil Gas Nl has to take several competitive actions to become a market leader, as the industry is likely to grow rapidly in the coming years (Aithal, 2020).
Pancontinental Oil Gas Nl can make use of SWOT analysis to effectively analyze the company's internal strengths, weaknesses, external opportunities, and threats.
Strong distribution network
Pancontinental Oil Gas Nl operates in various countries and has multiple outlets that help the company to deliver its products quickly to its customers. This shows that Pancontinental Oil Gas Nl has a strong distribution network (Benzaghta, Elwalda, & Mousa, 2021).
Pancontinental Oil Gas Nl has established itself as a strong financial company over the past few years. It has generated enough profits that can be used to finance any future expenditure (Basset & Mohamed, 2018).
Pancontinental Oil Gas Nl has adopted the latest and innovative technology in its business operations, which has allowed the company to reduce its production costs (Benzaghta, Elwalda, & Mousa, 2021).
Social media presence
Pancontinental Oil Gas Nl has been successful in establishing itself as a strong brand on social media platforms that, includes Facebook, Twitter, and Instagram. This increases customer engagement (Basset & Mohamed, 2018).
High rent costs
Pancontinental Oil Gas Nl has its manufacturing plants on rented properties. This increases the company's overall costs, and a significant portion of Pancontinental Oil Gas Nl's profits go into paying the rent (Comino & Ferretti, 2016).
Research and Development
Pancontinental Oil Gas Nl has not been able to conduct effective and in-depth market research regarding new markets and products (Comino & Ferretti, 2016). Customer trends are always evolving, and it is important for Pancontinental Oil Gas Nl to take immediate action in conducting its research.
There has been a centralized decision-making process in Pancontinental Oil Gas Nl. This means that employees have to consult their managers before taking any decision themselves. This slow down the decision-making process. and employees feel demotivated. Thus, impacting the operations of Pancontinental Oil Gas Nl (Comino & Ferretti, 2016).
Presence of Internet
Pancontinental Oil Gas Nl has a great opportunity of expanding its business by using the internet. Since there has been a growing trend in online shopping Pancontinental Oil Gas Nl can boost its sales by expanding its online stores (Yan, Xia, & X.H.Bao, 2015). Additionally, social media platforms can be updated constantly to engage customers with all the new products introduced by Pancontinental Oil Gas Nl.
Technology is constantly evolving, and Pancontinental Oil Gas Nl can benefit from it by implementing the technology in its various departments. Manufacturing process can be completed automated, which can eventually help Pancontinental Oil Gas Nl to reduce its costs (Taghavifard, Mahdiraji, & Alibakhshi, 2018).
The continuous increase in globalization has allowed Pancontinental Oil Gas Nl to expand its business operations across borders. It has the opportunity of entering new markets (Yan, Xia, & X.H.Bao, 2015).
Recently, many companies are entering the industry in which Pancontinental Oil Gas Nl operates. This means that there are chances of increased competition. This poses a threat to Pancontinental Oil Gas Nl as it has to put more effort into gaining market share (Taghavifard, Mahdiraji, & Alibakhshi, 2018).
Fluctuations in exchange rates
The exchange rates are highly subjected to fluctuations that negatively impact the sales of Pancontinental Oil Gas Nl. Pancontinental Oil Gas Nl needs to study the changing fluctuations to keep up with its profitability (Vlados & Chatzinikolaou, 2019).
The consumer trends are constantly changing, that causes changes in their demands. This puts pressure on companies like Pancontinental Oil Gas Nl, who have to continuously meet their consumer demands. Moreover, there is a significant threat from substitute products because consumers tend to switch to these companies (Vlados & Chatzinikolaou, 2019).
Pancontinental Oil Gas Nl operates in a wider range of products. Each of the products has its further product lines that are sold under the Pancontinental Oil Gas Nl. This means that customers can benefit from a large variety of products. Pancontinental Oil Gas Nl sells highly differentiated products with higher quality that, gives it a competitive edge (Khan, 2014).
Pancontinental Oil Gas Nl follows a competitive pricing strategy. The company also takes into account all its costs before setting its prices (Londhe, 2014). Currently, Pancontinental Oil Gas Nl is using a product bundle pricing strategy where customers get bundled products at lower prices.
Pancontinental Oil Gas Nl has adopted various distribution channels to reach its customers. The company sells its products through its website directly (Thabit & Raewf, 2018). Apart from this, it also distributes its products to wholesalers, who then further sell it to small retailers. Pancontinental Oil Gas Nl has its own retail stores where it sells its products directly to consumers.
Pancontinental Oil Gas Nl uses traditional and modern promotional techniques. TV ads are used to reach a larger audience. Pancontinental Oil Gas Nl also advertises on social media sites such as Facebook, Instagram, and Twitter. Events are sponsored by the company. Moreover, Pancontinental Oil Gas Nl participates in several exhibitions (Londhe, 2014).
Pancontinental Oil Gas Nl engages in corporate social responsibility activities. This has allowed the company to establish a strong brand image. Since, Pancontinental Oil Gas Nl has a well-established distribution network, the products are reached to consumers in a timely manner. Pancontinental Oil Gas Nl has been able to introduce innovation in its various departments, which has lowered its costs (Ariyani & Daryanto, 2018).
Pancontinental Oil Gas Nl operates in multiple countries. This means that its global presence is a rare factor. It works towards an organizational culture that encourages teamwork, and creativity among employees (Ariyani & Daryanto, 2018). Pancontinental Oil Gas Nl is also able to adapt to different societies, and cultures due to its exposure to various locations.
The products produced by Pancontinental Oil Gas Nl are of a high quality. Customers make repetitive purchases, and thus it is an inimitable source. (Miethlich & G. Oldenburg, 2019). Pancontinental Oil Gas Nl has a significant placement of its stores that gives an easy access to its customers. Additionally, the company has been using a competitive pricing strategy because it has been able to achieve economies of scale, thus lower production costs.
Pancontinental Oil Gas Nl, over the years, has successfully gained a financial strength. Pancontinental Oil Gas Nl can make use of these finances to invest in major acquisitions that give it more growth opportunities. The advancements in technology have allowed Pancontinental Oil Gas Nl to manage its operations more effectively. Distribution channels are another resource for Pancontinental Oil Gas Nl. The supply chain is very efficient, resulting in more revenue (Miethlich & G. Oldenburg, 2019).
Value Chain Analysis
Pancontinental Oil Gas Nl is involved in primary activities such as the production of goods and then selling them to the target audience.
Pancontinental Oil Gas Nl should ensure to have a strong relationship with its suppliers to avoid any inconvenience in receiving, storing, and distributing the product. This will help Pancontinental Oil Gas Nl to have a more effective transformation of a product (Ariwibowo & Saputro, 2021).
Operations involves manufacturing as well as services. Pancontinental Oil Gas Nl should conduct an in-depth analysis of its operational activities to remain ahead of its competitors (M.El-Sayed, W.Dickson, & O.El-Naggar, 2015). This will increase the productivity of the company, and more profits can be generated.
It is important for Pancontinental Oil Gas Nl to analyze, and optimize its outbound logistics so that it is able to achieve the long-term corporate goals. Managing outbound activities properly reduces the chance of late deliveries (M.El-Sayed, W.Dickson, & O.El-Naggar, 2015).
Marketing and Sales
Pancontinental Oil Gas Nl should use various marketing and sales techniques to differentiate its products from its competitors. Pancontinental Oil Gas Nl can adopt marketing and sales activities such as promotional activities, advertising, and building strong relationships with suppliers and customers (Ariwibowo & Saputro, 2021).
In terms of services, Pancontinental Oil Gas Nl must ensure that it provides its customers with the pre-sale and post-sale services (Jaligot, C.Wilson, & R.Cheeseman, 2016). The post-sale service typically falls into the promotional activities of a company. Pancontinental Oil Gas Nl can thus develop its customer loyalty.
A strong infrastructure of a firm can enable Pancontinental Oil Gas Nl to optimize the entire value chain of the company. Moreover, by controlling the infrastructure activities, Pancontinental Oil Gas Nl can be in a better position to get a strong foothold in the competitive marketplace (Darmawan & Wiguna, 2014).
Human Resource Management
Pancontinental Oil Gas Nl should place its major focus on analyzing the different aspects of HR, such as recruitment, selection, training, and performance evaluation of employees (Darmawan & Wiguna, 2014). Pancontinental Oil Gas Nl can reduce its costs by identifying and analyzing the costs associated with hiring and training.
Procurement is an important element in the Pancontinental Oil Gas Nl's value chain. It is important for the company to assess its overall procurement activities so that the inbound, outbound, and operational activities can be optimized (Kumar & P. V., 2016).
Pancontinental Oil Gas Nl can implement Ansoff's Matrix to make decisions regarding its business growth. This framework includes four different strategic choices that can be selected by Pancontinental Oil Gas Nl.
Pancontinental Oil Gas Nl can increase its overall production capacity. This will allow the company to reach more wider audience in an existing market. Pancontinental Oil Gas Nl can also benefit from the reduced costs by expanding its production capacity. Thus, Pancontinental Oil Gas Nl can attract more customers using competitive pricing (Madsen, 2017).
Pancontinental Oil Gas Nl can penetrate the market by investing more in marketing and sales activities. This will help the company to engage with its customer more effectively, leading to more potential customers (Dawes, 2020).
Innovative and unique distribution channels can be explored by Pancontinental Oil Gas Nl. This will enable the company to reach new segments and groups of customers (Dawes, 2020). In addition to this, Pancontinental Oil Gas Nl can penetrate the market by improving its supply chain, giving more accessibility to customers.
Pancontinental Oil Gas Nl can enter into joint ventures or can take over other leading companies of the market. This will give Pancontinental Oil Gas Nl more market share.
Research & Development
Pancontinental Oil Gas Nl should keep on investing in its R&D department, so it is able to identify the changing trends of the market. This will help Pancontinental Oil Gas Nl to target the right market at the right time (Mukangai & Murigi, 2021).
Pancontinental Oil Gas Nl can enter in a new market by expanding its operations regionally. This includes considering different cities of the country. Pancontinental Oil Gas Nl must consider any cultural differences when entering a new market (Mukangai & Murigi, 2021).
New segments of the current market can be explored (Mukangai & Murigi, 2021). Pancontinental Oil Gas Nl can add new features and product uses to its existing products that satisfies the needs of a different customer segment.
Pancontinental Oil Gas Nl can modify the existing product by improving its features to enhance the product offerings.
Launching additional products
Pancontinental Oil Gas Nl should invest in its R&D department so it can come up with new and innovative products that attracts and fulfill the needs of the target audience. This will boost the sales of Pancontinental Oil Gas Nl and will increase profitability (Khajezadeh, Niasar, & Asli, 2019).
Pancontinental Oil Gas Nl can consider vertical integration. This will allow Pancontinental Oil Gas Nl to develop and launch new products that are similar to its existing product category (Khajezadeh, Niasar, & Asli, 2019).
Pancontinental Oil Gas Nl can diversify its business operation using horizontal integration. This means that the new products and services of Pancontinental Oil Gas Nl will not be related to its current products (Dhir & Dhir, 2015).
A new business diversification
Entering into a completely new business can be considered by Pancontinental Oil Gas Nl. The organization can work towards starting a new business that can give a company more growth prospects in the future (Dhir & Dhir, 2015). Pancontinental Oil Gas Nl can conglomerate with the help of mergers and acquisitions.
To conclude, it could be said that Pancontinental Oil Gas Nl can resolve its current managerial and strategic problems by focusing on its existing products. The company can adopt more attractive marketing strategies that can help Pancontinental Oil Gas Nl to boost its revenue and profitability. It is recommended to focus on maintaining strong supplier relationships. Moreover, it is also advised to focus on more innovative products so Pancontinental Oil Gas Nl can remain competitive in the market.
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- PESTEL Analysis of Pancontinental Oil Gas Nl
- Hofstede Cultural Model of Pancontinental Oil Gas Nl
- Net Present Value (NPV) Analysis of Pancontinental Oil Gas Nl
- Marketing Mix (4Ps) Analysis of Pancontinental Oil Gas Nl
- Corporate Social Responsibility of Pancontinental Oil Gas Nl
- Pancontinental Oil Gas Nl Discounted Cash Flow (DCF) Analysis
- VRIO Analysis of Pancontinental Oil Gas Nl
- Blue Ocean Strategy of Pancontinental Oil Gas Nl
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