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Transcript of MArket Audit
CentricsIT Marketing Audit
By – Sayanto Tripathy(4666847)
Table of ContentsExecutive Summary.....................................................................................................................................3
Introduction.................................................................................................................................................4
1. The Current Marketing Situation.........................................................................................................5
1.1 Environmental Analysis.........................................................................................................................5
1.1.1 Political:..........................................................................................................................................6
1.1.2 Economic:.......................................................................................................................................6
1.1.3 Social:.............................................................................................................................................6
1.1.4 Technological:.................................................................................................................................6
1.1.5 Legal:..............................................................................................................................................7
2. Organizational Overview.....................................................................................................................7
2.1 Entrepreneurial Venture:.............................................................................................................7
2.2 Global Presence and Markets:...........................................................................................................8
2.3 Financial Performance:......................................................................................................................8
2.4 Marketing Mix:..................................................................................................................................9
3. Corporate Social Responsibilities.......................................................................................................10
3.1 CSR Implementation..................................................................................................................11
4. Competitor Marketing Evaluations........................................................................................................11
5. SWOT.....................................................................................................................................................13
5.1 Strength:..........................................................................................................................................13
5.2 Weakness:.......................................................................................................................................14
5.3 Opportunity:....................................................................................................................................15
5.4 Threat:.............................................................................................................................................15
6. Strategic Positioning & Segmentation...................................................................................................16
6.2 Positioning:......................................................................................................................................16
6.3 Segmentation:.................................................................................................................................17
7. Conclusion & Recommendation............................................................................................................18
8. References.............................................................................................................................................19
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Executive Summary
The objective of this marketing audit is to layout the marketing strategy of CentricsIT and
understands its marketing layout in UAE market and home market. Despite of little hindrance,
the market is favorable for IT Supply/Service agents. CentricsIT’s focus and image place them
well into trend of IT hardware market. CentricsIT must be aware of competition on all levels and
maintain its operational strategy to taste success and growth in the field of IT hardware
distribution. A swot analysis is carried to understand the issues CentricsIT faces in carrying out
its business strategy in MENA region. It also illustrates the upper hand that CentricsIT enjoys
when competing against its competitors. CentricsIT targets IT industries which include resellers
as well as end users and it segments them into Premium, Mid-Tier and Mass category. The
combination of competitive prices and differentiation strategy ensure success and growth for
CentricsIT. The current product mix is in line with industry and market forecast. The present is
competitive when compared with other IT distributors. The marketing plan covers twelve month
period in 2013-2014 but however shows growth from 2010.
CentricsIT’s customer perceives CentricsIT from value perspective rather than pricing
perspective because of its additional Value added service and support service. Taking
advantage of its significant social contribution and awards like “BEST WORKPLACE” should
help CentricsIT to increase its global brand image. The theory of acquisition should be
implemented aggressively to focus on overseas market in APAC regions.
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Introduction
CentricsIT a technological company needs to maintain its space for technology along with
Green Environment.
Our ambition is to ensure multivendor hardware support/supply opportunities for various
organizations that meet the expectation of theirs at low cost and efficient manner.
To achieve this goal, the management has adopted few steps that meet the requirement of
individual Organization who are in need of IT hardware.
Those few steps are:
1. To ensure service of 24hours
2. To encourage participation in ethical format.
3. To address the requirements of customers within the given deadline.
4. To protect the nature and implement the concept of recycling and Disposals.
These strategies along with employee commitment aim to ensure on time Delivery of the
products and contribute towards the achievement of the most efficient and customer oriented
reseller in the field of IT hardware.
However despite of these stringent aims and high valued goals that organization hopes to
follow, there has been a decline in the sales of CentricsIT in the MEA region majorly due to
complying with the UAE market which is competitive and not able to redefine the goals to meet
the Arabic Government needs.
This report is auditing the marketing plan , potential of the company CentricsIT which is in
lament language involved in the Distribution of IT Hardware at Enterprise level along with the
support service and buyback offer , rentals and leasing. Being an US based company and
limited to field of hardware, the focus of this audit report would be on assessing the company’s
macro environment by means of PESTLE analysis, determining marketing strategies and
objectives as well as undertaking a SWOT and competitor analysis. In addition, this report
illustrates CentricsIT’s differentiation and positioning, the target market and its corporate social
Responsibility (CSR) efforts.
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1. The Current Marketing SituationCentricsIT marketing mission statement:-
To evaluate customer needs and market CentricsIT’s Services facilities within them
accordingly.
Main goals of CentricsIT:
1 Market Penetration
• To improve existing customer retention through service, products and Consultation.
2 Market extensions
• To improve prospective customer awareness of the service and therefore see an
increase in the use of facilities.
• To improve prospective customer consultation to determine needs and aspirations.
3 Service development and diversification
• To challenge the service and facilities provided and adopt a program of
modernization as necessary, in order to meet current and prospective customer needs.
1.1 Environmental Analysis
There are more than 200 employees and more than 15000 customers. The company aims to
offer balance of opportunities and facilities to all its employees and customer. CentricsIT needs
to target facilities where there is a need, and to reflect changes in demography. In doing so, it
faces some of the challenges that are thrown by PESTLE. We try to analyze them and quantify
them from a range of -5 to 5 with -5 being unfavorable and 5 being extremely favorable factor.
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1.1.1 Political: As CentricsIT is a US based company it needs to follow the US Policy
which does not allow it to do business with Embargo Countries like Sudan , Korea, Iran .The
majority of the hardware business lies in this region and due to the political pressure it has to
refrain from those countries thereby losing a huge of revenue. As the political pressure increase
in these countries it makes business tougher. In Iraq with the current US situation, most of the
business is down which as well affect CentricsIT as it is not able to deal with the neighboring
countries too. Hence Political factor succumbs the business of CentricsIT and I would weigh this
around -5 in the scale of importance.
1.1.2 Economic: Economically the hardware reselling is a highly profitable industry but with
huge competition within the local market, the economic/ turnover of CentricsIT within UAE drops
drastically. The hardware gets acquired either locally from Middle East or from US/Europe
region. This economical factor of local pricing from competitors like Red Hat and many small
resellers affects the sales of CentricsIT intensely. As the local resellers sets their pricing to gain
more market share initially with low profit margin , the threats of survival increases making
Economic a major factor of worry. Hence Economic factor would weigh around -3 in the scale
of importance.
1.1.3 Social: Social factors are the factors that indicate a change in demographics thereby
affecting the business streamline. As Dubai is becoming more global with more economical
events following up, many of the US/European and other fortune 500 giants are building up their
data centre here. Since they are here for efficiency and they come from US background, this
adds a mark of relieve for CentricsIT as they become major supplier for these startups. With
more and more Expat-Investors flying to Dubai, the social factor is pretty much favorable for the
sales of our organization. Hence in the terms of importance I would rate social factor as 3.
1.1.4 Technological: Technological factors affect the sales of CentricsIT to the maximum.
As they deal with hardware, they need to be updated on the changes, development of the major
manufacturers like HP, Cisco and all. Any change in hardware or Point of Sale product can
affect the sales of the CentricsIT as they need to keep the warehouse updated with their latest
stock and all their End of Life products should be managed efficiently. Due to its major effect on
CentricsIT I would weigh the importance of technology as 4.
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1.1.5 Legal: As CentricsIT is a US based company with its entire inventory based in US-
Atlanta, it succumbs to major political factors of trading business. The UAE rule implies that
every importer must have an importer code to clear the goods and they can’t be cleared by
anyone else. As a result CentricsIT fails to deal with most of the customers in UAE who want to
be out of this hassled situation and favors to get their product from local market. However this
not being a major factor as company faces from other major factor of restriction of bidding. The
UAE rule favors resellers having trade license and chamber of commerce. CentricsIT have trade
license but fails to the criteria of Chamber of Commerce which prevents itself from bidding and
thus losing a favorable part of the business. However this completely does not destroy the
business of CentricsIT and I would weigh it as -1 in the terms of importance.
Affecting Criteria Factors
Most Favorable Technology and Social
Most Unfavorable Legal and Economy
2. Organizational Overview
2.1 Entrepreneurial Venture: It might seem hard to believe that CentricsIT, a
company that has done nearly $375 Million in sales since its inception, began as a six-
person entrepreneurial venture out of the CFO’s basement—but it’s true. CentricsIT was
founded in January 2007 when five high-level employees at one of the nation's largest
IT resale firms resigned following a corporate buyout. The change in ownership signaled
a shift toward an unattractive "big corporation" culture, which prompted action.
CentricsIT's founding staff immediately grew to nine, and from there agreed to take a
best-practices approach to the business. By removing the bureaucracy, applying
lessons learned in the past, and weeding out ineffective processes, CentricsIT has built a
loyal and growing client base. CentricsIT, now located in a state-of-the-art office and
distribution facility, has grown rapidly. It was named to CRN’s VAR500 (now SP500) in
just its second year of business and has continued to climb the list ever since. The
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company has also been named to the Inc. 500|5000 list of America's fastest-growing
private companies and has grown from the original six to over 100 employees and has
been honored three times with a place on the Atlanta Journal-Constitution’s list of Top
Workplaces.
2.2 Global Presence and Markets: CentricsIT has expanded its hardware business to
offer IT Support Services as well as IT Staffing Solution. CentricsIT Support helps companies of
all sizes better manage their IT data centers by providing maintenance and support services for
the leading equipment manufacturers, including: IBM, HP, Dell, EMC, Sun Microsystems, Cisco,
and more. CentricsIT Support features flexible service level agreements, certified engineering
support teams, and dedicated customer service representatives.
The CentricsIT Group is an all-inclusive IT Staffing Agency committed to bringing top employers
together with top IT candidates. CentricsIT does business with companies in North America,
South America, Europe, Asia, Africa, and Australia. Our international sales reps work diligently
(and on different time clocks!) to ensure CentricsIT can support our global clientele. CentricsIT
is on a mission to become the leading international distributor of surplus technology and our
international clients are an important component of our continued success.
2.3 Financial Performance: CentricsIT experienced good growth in its revenue from 2013
till date of 2014. CentricsIT support division performed well as they had innovated efficient
strategies to maintain the IT lifecycle and increase its share in emerging market areas. In terms
of emerging market CentricsIT experienced strong sales in markets of Africa and APAC region.
It started its operation by planning to create hub in APAC region like Australia and Singapore,
Middle East region like Kingdom of Saudi Arabia .CentricsIT segmented customer portfolio
which is discussed later helped to address the specific needs of each of the customer across
the world.
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2010 2011 2012 2013 20140
20406080
100120140
Net Operating revenue(US$ Million)
Net Operating revenue(US$ Mil-lion)
2.4 Marketing Mix: CentricsIT marketing mix involves product determination, pricing
consideration, channel of distribution. CentricsIT ensures the desired level of sales is achieved
targeting the right segment.
Product Strategy: - CentricsIT product strategy involves not pushing the box but finding
correct alternative/right solution of product that customer is looking for. This strategy
helps customer to perceive CentricsIT not only as solution provider but customer
oriented consultant that aims not at increasing profit by pushing boxes but by
understanding customer’s requirement. With IT distribution as its main business,
CentricsIT continues to bring in the latest technology from the manufacturers that can be
supplied to the customer so that they also remain updated with the same. In addition to
enterprise raw products, CentricsIT also provides multi vendor support services and
other value added service like rentals, lease, and IT asset disposals. As of 2010
CentricsIT started offering credit terms to its most valued patron and later this year it
started offering credit limits to its new patrons. CentricsIT constantly carries out intensive
research plan to understand how it can enhance and efficiently carry the IT Support
plan.
Pricing Strategy: - CentricsIT pricing strategy is completely based on its competitors
and manufacturer’s list price. When the prices of brands especially HP and Cisco was
compared with its competitors like Redington, IB Remarketing and Westcon it was found
that the prices of the products were 20% cheaper than them and much better lead time.
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However these prices fluctuate when it comes to resellers and end users and also
among its other segments like Premium, Mid Tier and Mass customer.
Distribution Strategy: - CentricsIT carries it distribution of support services by
partnering with various local/regional offices where it does not have physical presence.
CentricsIT acquires most of the hardware from US/Europe region and stock them in
Atlanta.
Promotion Strategy:- CentricsIT primarily relies on IT Conference Meeting, Expo and
other networking events to publicize its brand of service. Attending events helps them to
reach the customers and also network and gain more knowledge on the current trend of
market. CentricsIT also carries its promotion through LinkedIn whereby it promotes the
updates from various manufacturers and on how CentricsIT rate them and deliver them.
3. Corporate Social Responsibilities
Every organization has the right to exist in a society. With the right, there comes a duty to give
back the society what it receives from it. CentricsIT is committed to improve the quality of life of
the workforce.
Policy Objective: - CentricsIT has developed certain policy to undertake, implement and
monitor various projects and program for sustainable development of the society.3.1 Corporate
Social Responsibility Activities:-Eco-Responsible Recycling: - CentricsIT believes in the idea of
reuse. We prefer refurbish systems and pull them into the market rather than recycling them into
raw materials. This unique vision of recycling helps to: -
a) Extent IT life cycle
b) Fight against the obsolete or End Of Life products
c) Recycle unusable items into raw materials
d) Reduce Ecological Footprints
Social Improvement: - Human Resource policy of CentricsIT focuses on personal
development, Cultural Expertise and Understanding. This involves Training, Internal Promotion,
Cultural Diversity and ISO Certification. CentricsIT constantly takes measures to teach moral
education through technical means. It also believes in providing free education by donating
books to public libraries. As a part of training program, CentricsIT hones the skills of employees
by organizing Skill Development Programs and Motivational Program
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Sponsorship & Charity Work: - CentricsIT believes in eco-friendly values and pushes these values
either through Humanitarian, Sport or cultural actions.
2013: Donating Laptops and Desktops to the schools and charitable trust
throughout the world.
2012: Organization of Humphrey Burger Distribution, a distribution for charity
2010: Team Refreshment Event to support Breast Cancer
2009: Regular donations to support the work of the association of Down syndrome
2009 Sponsor of Buddy Walk
3.1CSR Implementation
For carrying out the CSR activities that we discussed above CentricsIT allocates an Annual
Budget. They annually decide the expenditure to be incurred on identified Areas, to undertake
CSR activities. In order to implement the approved CSR projects, CentricsIT collaborates with
NGOs, Trusts, Government Organizations, Educational Institutions, and Registered Voluntary
Organizations. CentricsIT in order to implement the recommended CSR, partners with various
American subsidiaries.
4. Competitor Marketing Evaluations
CentricsIT identified IB Remarketing, Redington, Westcon its leading competitors in
the Hardware supply/support/recycling market. I tried to evaluate their online marketing
efforts and for comparison purposes, outlined positives and negatives for each on the
following pages.
Competitor Strategy vs. CentricsIT Strategy: - The major corporate development of
the competitors is pushing the boxes by registering as authorized partner of Hp, Cisco
and the other vendors. This strategy is designed to be authorized seller and increase
market share by getting recommendation from the manufacturers. This magnitude of
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strategy is considerable and does not work in the favor of CentricsIT. The competitors by
partnering with the manufacturers have spent a large amount of capital to acquire
business and currently they need to integrate their business effectively. It is believed that
with such strategic partnership, the market share of the competitors would increase up to
60% by 2021. CentricsIT Strategy is completely opposite to this. It does not believe in
partnering with manufacturers and believes in working as an independent broker. This
strategy does not help the company at a great extent in market share but helps to work
with some big names “luckily”.
Competitor message vs. CentricsIT Message: - Competitors market themselves as
global partner in IT supply which means it places itself well in supplying of hardware but
fails in fighting for attention for independent support and does not receive growth in the
support sector. While support service is core categorical demand among the customers,
Competitors have taken little effort to address them where CentricsIT scores by being an
independent broker. CentricsIT has made significant improvement in IT recycling which
was lacking in the message advertised by competitors.
Competitor market share vs. CentricsIT market share: - CentricsIT showed a decline
in market share over the period of 2011-2013 in the field of IT Supply but was ranked at
No.1 position in IT Support Services. Redington has seen a steep inclination in its
market share because of its huge market share in India. Ib Remarketing closely follows
CentricsIT in the terms of market share.
Competitor growth vs. CentricsIT growth: - Westcon instantly saw growth in
emerging market and moved rapidly into it. It acquired Access IT a leading distributor in
Austria & Switzerland. This helped Westcon to expand their market in those countries
and expand globally. Additionally Westcon acquired Verecloud to offer Value Added
Service to its customer and improve its brand image. Similarly IB Remarketing acquired
Euazeo PME which initially operated in 80 countries with 12 subsidiaries. CentricsIT
also sighted for opportunities whereby it can enhance its business opportunities. They
acquired N1 Technologies that deals with IT asset disposition for fortune 500 companies
and thereby penetrated the market of fortune 500 in Chicago. Additionally they acquired
Atlanta based CoreIT to increase their market share in Atlanta.
Competitor Ranking vs. CentricsIT Ranking: - CentricsIT remained static at No.3
position although the company lost its major market share because of not being
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gold/platinum partners of HP, Cisco and IBM. Due to Westcon’s acquisition which
boosted its presence in European region pulled Westcon at No.2 position following
redingtion due to their large market share and global presence by penetrating IT Supply
market first.
5. SWOT
This SWOT analysis is a crucial resource for any business and anyone seeking to gain a better
understanding of the company's business. Over here we study and present CentricsIT
strengths, weaknesses, opportunities (growth potential) and threats (competition).
SWOT Analysis
Strength
1. Leading Brands with huge discount2. Global Exposure3. Innovation4. A well segmented portfolio 5. Strong position in Atlanta6. Eco Initiative
Weakness
1. Relying only on Mature Market2. Company operations are limited and follows stringent financial policies3. High Cost Structure4.Unprofitable UAE operation
Opportunity
1. Company added Fujitsu to its vendor list2. Huge international market with the increase in IT and Non-IT products requirement in supply chain3. Emerging market 4.Strategic Partnership
Threats
1. Global IT companies have strong relation with global vendors.2. Intense Competition :- Global/Local3. Company’s low market share in IT Consumer products
5.1 Strength: 1.Leading Brands with huge discount: - CentricsIT stocks and markets
leading brands like HP, Cisco, and IBM with a huge discount of about 60% off. It stocks 20
Million US$ of these leading brands and are readily available to be shipped to the customer.
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2. Global Exposure: - CentricsIT has wide global exposure with being able to ship its good
anywhere in any part of the world except for Embargo countries like Sudan, Iran, and Korea. On
an average its products are sold in more than 180 countries.
3. Innovation: - CentricsIT is able to think outside the box .It expansion from hardware supply
to cheaper hardware support(multivendor) demonstrates its ability to venture outside regular
business and drive towards growth.
4. A well segmented profile: - CentricsIT segments its profile quite efficiently thereby operating
with different pricing tiers/strategies. This also involves availability of credit terms. This helps
CentricsIT to enhance its sales at challenging times.
5. Strong Position in Atlanta: - CentricsIT is the largest IT distributor in the Atlanta region and
has bagged the best workplace award as well. It has a great reputation in home market and
strong IT sales which profits CentricsIT in US region.
6. Eco Initiative: - CentricsIT eco initiative effort is to recycle its IT product by reducing the
carbon foot prints and standardizing with EEE policies. This service of recycling and asset
disposal brings CentricsIT a good amount of business as most of the companies are looking
towards better tomorrow.
5.2 Weakness: 1.Relying on mature market: - CentricsIT relies heavily on mature markets
like resellers, IT Companies where demand is more. The emerging markets like Red Hat, IB
Remarketing might outperform CentricsIT by competing against the prices. This makes us at a
vulnerable position.
2. Company operation is limited and follows stringent financial policy: - Being an US
company, the company operation is limited and has to follow the US policy of not dealing with
Iran where huge potential lies. The financial policy also affects the business as most of the
customers require credit terms which CentricsIT fails to. Its financial policy agrees it to award
credit terms only to fortune companies thereby affecting the business to some extent.
3. High Cost structure: -CentricsIT has a high cost structure. Whenever it makes a huge deal
with a customer in new countries, in order to facilitate the custom clearance, it has to open a
small physical branch for smoother operation. The cost of CentricsIT is also driven by huge
employee compensation and commission plan.
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4. Unprofitable UAE position: - CentricsIT business is affected much by the smaller/local
resellers located in Burjuman who sells product at much higher cheaper market in order to gain
huge market share. This huge competition affects the market of CentricsIT thereby making
almost zero profit especially in UAE region.
5.3 Opportunity: 1.Company added Fujitsu to its Vendor List: - Along with leading brands
like HP, Cisco and IBM, CentricsIT found a lot of potential in Fujitsu Servers and started
expanded its business with Fujitsu as well.
2. Huge International Market with increase in IT and Non IT product: - IT companies like
Redington from India, IB Remarketing from France, Alpha Data from UAE are expanding their
business internationally and are exploring international market. This makes the market
competitive in terms of prices as well as market share.
3. Emerging Market: - African region represent a good volume of IT opportunities with huge
demand and less competitive prices. CentricsIT should focus not only at few of them but all the
African Region where they can penetrate the market first.
4. Strategic Partnership: - CentricsIT has efficiently entered into partnership with TCS, Wipro,
Cognizant, IBM and such partnership helps CentricsIT to stand globally and makes its profile
stronger. This helps CentricsIT to acquire or enter into agreement with other big names in the
fortune list.
5.4 Threat: 1.Global IT Companies have strong relation with global vendors: - Global
companies like AT&T, Chevron, ExxonMobil and many others have strong gold or platinum
partner relationship with vendors like HP, Cisco and others thereby making it tougher or almost
impossible to penetrate them.
2. Intense Competition: - CentricsIT faces intense competition not from big vendors only but
from small local resellers who wants to increase the market share by going low on profit.
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3. Companies low market share in IT Consumer products: -CentricsIT has low or almost
negligible share in consumer products like laptops, printers etc. This affects the business of
CentricsIT as majority of the customer along with enterprise products demand for consumer
product for which CentricsIT has no source.
6. Strategic Positioning & Segmentation
In this section we discuss CentricsIT Positioning statement and how it tries its brand image to
be perceived by its customer. CentricsIT with a global presence and 120Million US$ of revenue,
consolidates itself as number one in Atlanta and number three worldwide.
6.1 Multi Brand Strategy: As a result of acquiring brands like HP, Sun, IBM, EMC, Cisco,
Juniper, F5 and providing support on them as well, CentricsIT is represented in all the major
sales region, product segments and pricing segments that makes up the IT Hardware Enterprise
level market. This multi brand strategy helps CentricsIT to expand its profile and business in the
emerging markets.
6.2 Positioning: CentricsIT with a tagline “We See IT differently” positions them as a
Leading Customer Oriented Technology Provider. This positioning statement is based on
CentricsIT not being partners of leading manufacturers thereby reducing the lead time for
supplying the IT hardware at much cheaper rate with various cost alternative solutions and low
maintenance service that includes rentals, leasing and other value added services in the field of
energy efficient and low carbon footprint technology. CentricsIT spends a huge proportion of its
revenue on research and development of how to carry high end Action-Plan-Analysis
economically for the customer. By operating at local centers, it ensures to cater fully to the
customer needs.
Cost Leadership Differentiation
Cost focus Differentiation Focus
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CentricsIT considered Differentiation and Cost Leadership to position them self in the market.
Implementation of differentiation strategy helps CentricsIT to maintain its diversity from its
competitor. It achieves the same by providing additional service to its customer which is unique
in its own way along with its brand image and reorganization. CentricsIT also position them in
Cost Leadership quadrant. The design and the implementation of the service help them to
achieve the cost leadership traits. The operational process also adds to the lower cost that
CentricsIT is able to offer. Distribution network and lower logistic service adds more benefit to
this quadrant to help them to position themselves at cost-leadership quadrant. The cost
leadership of CentricsIT is carried out through Economies of Scale policy as well
6.3 Segmentation: CentricsIT strictly follow the segmentation policy to understand or asses
the requirement of its customer effectively. CentricsIT divides its customer portfolio into
PREMIUM – MID TIER – MASS category. The premium customers of CentricsIT include fortune
500 companies like TCS, IBM, BNP, and Cognizant. The mid and the mass tier customers who
are regional and local companies helps CentricsIT equally to earn profits. However distinctions
are made on the basis of higher discount and easy credit facility.
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7. Conclusion & Recommendation
The purpose of the complete marketing audit was to analyze CentricsIT’s business
developments and marketing potential from different aspects. A number of uncontrollable
elements do affect the marketing and business strategy of CentricsIT. Pestle Analysis was
performed to understand the how the factors affect the company’s business and how critical are
those. To add on CentricsIT corporate social responsibility was also addressed to understand
and examine the ethical policy that the company follows along with marketing of its products.
Ultimately Swot analysis helped to understand the strength, weakness, opportunities and threat
that CentricsIT faces in its regular business model and how it can effectively position itself.
The marketing audit concludes us that CentricsIT operates in a market that is competitively
tougher in terms of pricing and is constrained by various political pressure of embargo. The
pricing strategy along with differentiation strategy boosts their demands creating unique sales
record. The company’s effectiveness and profitability is well supported its strong competitive
position and market share. In considering the strong competitive position in a highly attractive
market, CentricsIT should protect its position by maintaining its existing strength and building its
opportunities to expand the market. However the emerging market like India & APAC is the
opportunity that CentricsIT must consider to strengthen their business and personify their brand
globally. The financial graph displays the constant effort made by CentricsIT to compete in the
market and sound good in the cash flow system. Its international strategy and financial growth is
supported by its acquisition of few companies thereby penetrating the US market.
Swot analysis concludes that CentricsIT marketing plan has been on the right track with few
glitches on the path. They are targeting global customers and are penetrating into the emerging
markets. CentricsIT have a good distribution channel and keep their stock updated based on the
customer requirements and manufacturer’s production. CentricsIT’s mission statement “We see
IT differently” and its strategic planning seems to be in line.
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8. References
http://www.centricsit.com/
http://www.ibremarketing.com/
http://www.redington.com/
American Management Association -The Marketing Audit: Five Decades Later. Journal
of Marketing Theory and Practice.
Loya, A. (2011). Marketing audit – an important tool to determine strengths and
weaknesses of the companies. International Journal of Multidisciplinary Management
Studies,
International Journal of Academic Research in Business and Social Sciences -
November 2012 Session
Specifics of the marketing audit in the financial sector. Journal of Academic Research in
Economics.
http://www.euromonitor.com//medialibrary/PDF/ProcterAndGamble-Company-Profile-
SWOT-Analysis.pdf
http://www.euromonitor.com/medialibrary/PDF/Coca-Cola-Co_SWOT_Analysis.pdf
http://reports.kiongroup.com/2012/ar/managementreport/companyprofileandstrategy/
businessmodelandmarketpositioning.html
http://www.g4s.com/~/media/Files/CSR%20Reports/G4S_CSRR12.ashx
https://www.ideals.illinois.edu/bitstream/handle/2142/7977/librarytrendsv43i3e_opt.pdf?
sequence=1
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