INTRODUCTION

MARKETING STRATEGIES:
Marketing strategy is a method of focusing an organization's energies and resources on a course
of action which can lead to increased sales and dominance of a targeted market niche. A
marketing strategy combines product development, promotion, distribution, pricing, relationship
management and other elements; identifies the firm's marketing goals, and explains how they
will be achieved, ideally within a stated timeframe. Marketing strategy determines the choice of
target market segments, positioning, marketing mix, and allocation of resources. It is most
effective when it is an integral component of overall firm strategy, defining how the organization
will successfully engage customers, prospects, and competitors in the market arena. Corporate
strategies, corporate missions, and corporate goals. As the customer constitutes the source of a
company's revenue, marketing strategy is closely linked with sales. A key component of
marketing strategy is often to keep marketing in line with a company's overarching mission
statement. A marketing strategy is an overall marketing plan designed to meet the needs and
requirements of customers. The plan should be based on clear objectives. A number of
techniques will then be employed to make sure that the marketing plan is effectively delivered.
Marketing techniques are the tools used by the marketing department. The marketing department
will set out to identify the most appropriate techniques to employ in order to make profits. These
marketing techniques include public relations, trade and consumer promotions, point-of-sale
materials, editorial, publicity and sales literature.
A strategy consists of a well thought out series of tactics to make a marketing plan more
effective. Marketing strategies serve as the fundamental underpinning of marketing plans

designed to fill market needs and reach marketing objective. Plans and objectives are generally
tested for measurable results. Marketing strategies are dynamic and interactive. They are
partially planned and partially unplanned.

A marketing strategy often integrates an organization's marketing goals, policies, and action
sequences (tactics) into a cohesive whole. Similarly, the various strands of the strategy, which
might include advertising, channel marketing, internet marketing, promotion and public relations
can be orchestrated. Many companies cascade a strategy throughout an organization, by creating
strategy tactics that then become strategy goals for the next level or group. Each one group is
expected to take that strategy goal and develop a set of tactics to achieve that goal. This is why it
is important to make each strategy goal measurable.
A marketing strategy can serve as the foundation of a marketing plan. A marketing plan contains
a set of specific actions required to successfully implement a marketing strategy.

Types of Marketing Strategies:

Marketing strategies may differ depending on the unique situation of the individual business.
However there are a number of ways of categorizing some generic strategies. A brief description
of the most common categorizing schemes is presented below:

Strategies Based on Market Dominance

Porters Generic Strategies
Innovation Strategies

Growth Strategies
Warfare Based Strategies

Strategies Based on Market Dominance:

In this scheme, firms are classified based on their market share or dominance of an industry.
Typically there are four types of market dominance strategies:

Leader

Challenger

Follower

Nicher

Porters Generic Strategies:

Strategy on the dimensions of strategic scope and strategic strength. Strategic scope refers to the
market penetration while strategic strength refers to the firms sustainable competitive advantage.
The generic strategy framework (porter 1984) comprises two alternatives each with two alternative
scopes. These are Differentiation and low-cost leadership each with a dimension of Focus-broad or
narrow.

Product differentiation (broad)

Cost leadership (broad)
Market segmentation (narrow)

Innovation Strategies:

This deals with the firm's rate of the new product development and business model innovation. It
asks whether the company is on the cutting edge of technology and business innovation. There
are three types:

Pioneers
Close followers
Late followers

Growth Strategies:
In this scheme we ask the question, How should the firm grow?. There are a number of
different ways of answering that question, but the most common gives four answers:

Horizontal integration
Vertical integration
Diversification

Intensification

Warfare Based Strategies:

This scheme draws parallels between marketing strategies and military strategies. There are
many types of marketing warfare strategies, but they can be grouped into:

Offensive marketing warfare strategies

Defensive marketing warfare strategies

Flanking marketing warfare strategies

Guerrilla marketing warfare strategies

Manage Change:
Any strategy must adapt. Market success is a moving target affected by:

new competitors
new technology
loss of key personnel
acquisition of funding
market contraction
government intervention

Adapt To Change:
Use market volatility as an opportunity to:

increase market share

increase revenue
increase profits

Steps for the Strategy:

Structure the planning process,

Identify risks,
Leverage the strengths,
Avoid costly decisions and
Detailed analysis report.

Development of Marketing Strategy:

Strategic development is the activity of developing a game plan to succeed in business. Whether
the business is large or small, there is a need of a game plan to win in a climate where the odds

are constantly changing. Marketing strategy is the planned path to win. Marketing strategy
development begins with a thorough evaluation of all the macro forces that impact the business,
with conclusions drawn about their impact on the business positively or negatively.
The fun of marketing is in determining what you will do because of and in spite of the business
situation to meet challenges and capitalize on opportunities. Development of a budget is a key
element in a strategic plan. All the wonderful tactics in the world won't help if you can't afford to
do them. Each element of the plan should be a line item in the budget and a dollar figure
assigned to it. When combined, their total is the cost of the strategic plan. Revisit the budget
monthly to reconcile actual against estimates to control expenditures.All promotion planning
must stem from and be part of the brands marketing strategy. Themarketing strategy (which
must be a written, working document) defines the brands long-range marketing objectives, the
brand concept and reason for being, and the basic strategy by which it hopes to achieve these
objectives throughout the years. It is based upon an intensive, organized study of the consumer,
the market, the product and the competition. The marketing strategy also defines in general terms
the role of each marketing element (i.e. advertising, promotion, sales effort, etc.) in achieving the
brands marketing objectives and provides broad guidelines as to the relative proportion of
marketing funds that will be put against each element particularly therelationship of promotion
to advertising effect under defined conditions or during variousstages of marketing
development. It is the basic long-range planning document for the brand and (while it must be
kept up to date) the basic strategy should be changed infrequently. Marketing strategies must be
planned and budgeted on an annual basis. They must be part of the brands annual marketing
plan.

BASIC SOFTWARE MARKETING TECHNIQUES

If you are a web developer that sells software online, here are the basic software marketing
methods that will help you boost your sales. Learn about each one, and find the winning
combination that will bring you more buyers.
1. Continuous Search Engine Optimization
Maintaining a high ranking in the most important search engines is a never ending struggle, as
you need to follow certain rules AND continuously update and optimize your website. Focus on:

improving your link popularity

adding fresh content

monitoring website results

testing various keywords

Spending time in improving the design and the usability of your website.

Unless you turn to professional SEO help, you shouldn't establish your software marketing
strategy exclusively on this method. For higher results, combine it with other methods, such as
those presented below.
2. Submit your shareware to software download sites and directories
Promote your software by submitting it to as many download sites and directories as possible.
Create a good PAD (Portable Application Description) file, as this will ease the entire submission
process and webmasters will appreciate it, too. Pay attention to the traffic you get from these

sites and invest time in those who really bring you customers. One of the main advantages of
submitting your software to download sites is obtaining more back-links and increased link
popularity, which enhance your website's page ranking and position in the main search engines.
It is one of the most important software marketing techniques, that also helps you increase your
traffic and from that your internet software sales, so don't neglect it. If you find it too time
consuming, ask for professional help.

3. Affiliates marketing
There is a vast network of affiliates on the internet. Affiliates are people who will promote and
sell your software products from their websites, in return of a small commission for every sale.
Why should you try to market software using this method? Because you pay your affiliates on
result. The compensation may be made based on a certain value for each visit (Pay per click),
registrant (Pay per lead), or a commission for each customer or sale (Pay per Sale), or any
combination. There is a wide range of affiliates and methods of promoting your software
products. Choose those who have websites that have been specially designed to sell software
products.
4. Pay per Click campaigns
Important search engines place ads near search results in return of a small amount. It is called
pay per click advertising. The idea behind this marketing technique is to bid for relevant
"keywords" that bring pertinent results related to the product you're selling, and place your
advertisement on the top of the page. The most important players on this market are Google

AdWords and Yahoo!Search. The method has its fans but also its fierce opponents, due to the
possibility of click fraud.
5. Write newsletters and press releases
A newsletter is an easy way to stay in touch with your clients, prospects and affiliates. The
success of an e-mail newsletter distribution system depends on your database: you need to keep
it up to date and accurate. You can target your e-mail campaign to clients and prospects or to
affiliates. Concentrate on creating different campaigns for each segment that you target. Always
ask permission to stay in touch with your clients and your affiliates. Let them know what to
expect from your newsletters regarding content and frequency and respect the standards that you
have established. Keep focused on the substance of the email - make it original and appealing.
Offer the chance to unsubscribe from the newsletter in a very visible place. You can also take
advantage of many websites that offer public relation services including free publishing of press
releases. Of course you can always choose the classical way and publish your materials
regarding product launches or news related to your company, in newspapers or software
magazines. Don't overdo it though, because people might get bored with too frequent
information and loose interest in your software products.
6. Get involved in online forums and blogs
It is basically free publicity. Invest time in subscribing to forums or discussions groups that deal
with software related themes. Be careful though, some administrators might ban you for explicit
publicity. So be creative. Many people visit forums and blogs in search of information. A blog
post that deals with the theme under discussion, contains relevant information and is presented in

a professional way could be of real interest to the participants. Give your website's address, the
product's name and possibly your PAD file location. Use a signature and not a nickname, and
you can also add a slogan related to the software product you want to promote.
7. Write and submit articles
There are many e-zines and online publications on the internet where you can publish software
related articles. This is an easy way to get free exposure and consolidate your image as a
professional in your domain. A good article has to look professional. The golden rule is to come
up with a catchy headline and pay special attention to the content. Avoid duplicating information
found on the internet. Your article must be simple, meaningful and original. Keep a professional
tone and avoid self-promotion. Sign your articles, add your contact information and a copyright
note at the end of the editorial. Also include a line with your website's address for those who
might be interested in the subject that you presented and would like to find out more about your
work

ABOUT THE ORGANIZATION

GREEN INFO SPACE, PALAKKAD

Ever since the inception of our firm in 2006, we have taken strides to establish ourselves as a
major software counselor and developer in our area. Our office is equipped with latest computer
systems and different software on development front. Our esteemed clientele include individuals,
business and distribution establishments & professionals like Chartered Accountants, Doctors

and Lawyers. Our clients in corporate sector include service corporations and manufacturing
concerns.
GREEN INFOSPACE is an IT firm which provides IT consultancy, Web applications, Website
Designing and Cost-Effective custom Software solutions based on customers requirement.

VISION
At GREEN INFOSPACE, our mission is to create quality software solutions and support services
that foster innovation, creativity, and productivity for enterprises of all sizes. We strive to lead in
the innovation, development and manufacture of the most advanced information technologies our goal is translating these technologies into value for our customers by helping them use and
apply them for improving service to their customers, enhancing their competitive position in the
marketplace and increasing their profitability. We are single minded in our commitment to this
mission and this will remain our singular focus.
GREEN INFOSPACE possesses a passionate commitment to business excellence where speed,
innovation, and quality are at the crux of its being. Where this is our passion, our obsession
resides in how we serve our customers. Building relationships based on trust, respect and mutual
understanding. Obtaining an intimate understanding of our clients' specific needs, creating a
shared vision and guiding our clients through the process of transforming that vision into reality
by developing the best possible software to facilitate that vision.

QUALITY POLICY
We, at GREEN INFOSPACE, are Committed to delight our Customers by maintaining International
Standards in our solutions and services and delivering them right first time. This we will achieve through
continual improvement of processes, world class technology adoptions and skill updation of our
employees

GREEN INFOSPACE CORE VALUES

Valued, empowered and informed people make it happen

Honesty and integrity guide all our actions and relationships

We value, support and contribute to the growth of our communities

GREEN INFOSPACE COMPETITIVE VALUES

Valued, empowered and informed people make it happen

The market and our customers drive our business

Customer satisfaction is the measure of our success

REVIEW OF LITERATURE
The purpose of creating a Literature Review concerning the topic Of Marketing Strategy
Adopted by Green Infospace is to know the marketing strategy of the company and its
awareness among its existing as well as new customers. The objective of this literature review
is to cover and collect all the resources regarding the topic, which will be used consequently
as fundamentals for conducting primary research and specific findings useful not only for
academic purposes but also for the practical knowledge in the field of marketing.
Marketing strategy is a method of focusing an organization's energies and resources on a
course of action which can lead to increased sales and dominance of a targeted market niche.
A marketing strategy combines product development, promotion, distribution, pricing,

relationship management and other elements; identifies the firm's marketing goals, and
explains how they will be achieved, ideally within a stated timeframe. Marketing strategy
determines the choice of target market segments, positioning, marketing mix, and allocation
of resources. It is most effective when it is an integral component of overall firm strategy,
defining how the organization will successfully engage customers, prospects, and competitors
in the market arena. Corporate strategies, corporate missions, and corporate goals. As the
customer constitutes the source of a company's revenue, marketing strategy is closely linked
with sales. A key component of marketing strategy is often to keep marketing in line with a
company's overarching mission statement. A marketing strategy is an overall marketing plan
designed to meet the needs and requirements of customers. The plan should be based on clear
objectives. A number of techniques will then be employed to make sure that the marketing
plan is effectively delivered. Marketing techniques are the tools used by the marketing
department. The marketing department will set out to identify the most appropriate techniques
to employ in order to make profits. These marketing techniques include public relations, trade
and consumer promotions, point-of-sale materials, editorial, publicity and sales literature.

From Marketing strategy is a process that can allow an organization to concentrate its limited
resources on the greatest opportunities to increase sales and achieve a sustainable competitive
advantage. A marketing strategy should be centered on the key concept that customer
satisfaction is the main goal.

Articles:
JENNIFER BIRCHALL, ON NOV. 2, 2009 has written an article about strategy need to be

planned effectively to be worthwhile. In her article, she focused that it is very much
important for all the companies those are going for any strategies. She also discussed about
the goal of marketing strategy is to make excellent strategy for the new product and the gauge
of success is an increase in inquiries online and in store about the new product. The gauge of
success is not increased sales as that is not the goal of the strategy. Its important to be clear on
goals and the gauge of success.
Promotions are part of most small businesses. They range from % off costs to offering a prize
to customers and everything in between. Small businesses have specific challenges and their
need to be approached differently than those of larger organizations. One of the biggest
challenges in small business strategy is working with small budgets.
Kocherp, on JAN. 2005, has written an article Without a marketing plan, your business is
going nowhere fast. In this article, author is discussing about the strategies of small
industries, as their purpose is to target a specific market. Small industries, even though are
more generic in nature. John A. Saunders, Nigel F and Graham J. Hooley has written a book
named Marketing Strategy and Competitive Positioning. In this book, author has discussed
about the market competition and strategy that can be used for this. Philip Kotler in his book
Marketing Myopia discussed about how to create, win and dominate markets? Isobel
Doole and Robin Lowe in their book International Marketing Strategy discussed about
building on a four-part framework of market analysis, strategy development, implementation
issues and international marketing management. Peter Doyle and Philip Stern. In their book
Marketing Management and Strategy discussed that it is important to survive in the market
if and if the company is watching the strategy of their competitors. Steven P. Schnaars in his
book Marketing Strategy: Customer and Competition discussed about the nature of

customer and because of this how to make strategy.

The article Marketing Strategy: Key to Find Success by Paula Jones.
In this article, author discussed that these days, maintaining business standard is really tough.
The competition level is so high that as a business person one need to find out unique ways for
the strategy. In this regard, marketing strategies are doing good business to assist business
persons in finding out good ways to promote.
To determine the best characteristics for a successful marketing strategy for Indian software
companies to enter the Western-European market we have to know more about certain
aspects. In this chapter we will first determine frequently used market entry strategies for
foreign markets, second we will look at the characteristics of Indian software companies and
its industry, third we will look at the characteristics of the Western-European market, and
fourth we will look at ways for Indian software companies to enter the Western-European
market through a marketing strategy.
In previous literature there is not paid attention about successful marketing strategies for
Indian software companies to enter the Western-European market. However, there is said
much about entry strategies for companies to enter foreign markets in general, and also for
some special cases [Bell, 1995; Coviello and Munro, 1997; McNaughton, 1996; Moen et al.,
2004; Loane et al., 2004]. At the other hand Indian software companies are widely used as
cases for international research about software development [Kumar, 2001; Arora et al., 2001;
Niosi and Tschang, 2009; Athrey, 2005].
In this review we will try to create a clear view about what is said before on the earlier
mentioned fields in scientific literature. Hereby, we will focus in this study on small and
medium-sized software companies; in most cases those enterprises (SMEs) are knowledge-

intensive companies. We will focus on those enterprises since they face the most problems in
the market entry process. For multinational enterprises its by far more easy to enter new
foreign markets.

MARKET ENTRY STRATEGIES:

Developing the market entry strategy is a difficult decision making process for companies
entering a new foreign market. A number of decisions have to be made during this process.
The market entry process follows a few stages as described by different researchers [Bell,
1997; Bradley and Gannon, 2000; Agarwal and Ramaswami, 1992; Ojala, 2008; Coviello and
Munro, 1997]; after a company has decided to enter a new foreign market, they have to decide
which market should be targeted. When the right market is selected they have to choose which
entry mode will be used to enter the market. After the market and entry mode selection
process, follows the operationalizing of the market process [Bell,1997] or development of
relationships [Coviello and Munro, 1997].
The steps involved into a market entry strategy are shown in figure 1, this model is developed
by Bell [1997]. The choice between domestic or export market expansion in the original
model is not adopted in this model, since the decision to enter a foreign market is already
made. We are only interested in foreign market entry strategies.

Market selection

Market selection

Entry mode selection

Operationalizing the
market strategy

The first step in the market entry selection is the market selection. Before a company enters a
new foreign market they have to find out whether a market fits their strategy, or which market
is easiest to enter. The market selection is an important process, when a company selects the
right market it will be less important what type of entry form is used [Moen et al., 2004].
In the literature are mentioned a number of aspects important for a good market selection.
According to Ojala [2009], companies tend to select their markets by following their
relationships. Ojala [2008] and Johanson and Valne [1977] focus on the psychical distance
between markets, this are cultural similarities between the company and the target market, like
language, culture and political system. In the literature we found some other factors important
for the market selection. We will first focus on the two most mentioned factors in the market
selection process; relationships and psychical distance.

Relationships

An important factor in the decision process of the market selection are the inter-firm relations
or network relationships of a company [Bell, 1995; Coviello and Munro, 1997; Coviello,
2006; Moen et al., 2004]. According to Sharma and Johanson [1987], and Johanson &
Mattsson [1988] inter-firm relations are bridges to foreign markets. They also argue that the
internationalization of a company starts when it has developed a relationship with another
company that belongs to a network in a foreign market.
Especially for small software companies relationships are an important aspect. Not only in the
market have selection, but they also influenced the entry mode selection [Ojala, 2009].

Other researchers support this view of the importance of relationships. In the market entry
process networks are of great importance, especially for small software companies [Coviello
and Munro, 1997].
According to Lindqvist [1991], the firms network relationships are determinant when
deciding which markets to enter and which foreign entry forms to choose. Johanson and
Mattson [1997] argue that a companys relationships are more important in entering new
foreign markets than market and cultural characteristics. Coviello and Munro [1997] argue in
their study that network relationships drive internationalization and influence the way
companies enter new markets. They also show a number of entry modes for foreign markets,
those entry modes are largely driven by existence of network relationships. The companies
used in their research show a rapid and successful growth as a result of their involvement in
international networks. In this case the partners guide the foreign market selection and the
market entry modes. In the study of Moen et al. [2004] none of the companies investigated
have made serious commitments in a market where they didnt have any connections in
advance.
Although a high number of researchers show the importance of network relationships, there is
still some disagreement in the literature. In contrast, the study of Loane and Bell [2006]
question the importance of networks by showing that a company without good network
relationships still can take an active role and is able to create new connections to facilitate its
market entry. This is supported by Crick and Spence [2005] who argue that companies can
only use their relationships to a limited extent when they enter new foreign markets.

Psychical distance
The second frequently used factor discussed in the literature is psychical distance. Johanson
and
Wiedersheim-Paul [1975] define psychical distance in their Uppsala internationalization
model as: differences between countries in language, culture, political system, level of
education, level of industrial development etc. Their model proposes that companies first
enter countries with a low psychical distance, because there is more knowledge available
about those countries. This makes doing business easier to understand. Once a company has
more experience in operating internationally it may enter countries with a greater psychical
distance.
Foreign market entry is, in the literature, also called the internationalization process [Bell,
1995; Coviello and Munro, 1997; Moen et al., 2004]. Especially earlier studies [Johanson and
Wiedersheim-Paul, 1975; Bilkey and Tesar, 1977; Cavusgil, 1980; Czinkota, 1982]
developed models where it took a few stages before companies started to enter a foreign

market with high psychical distance. Andersen [1993] compared four of those
internationalization stage models, his model is shown in appendix 2. This view of those earlier
studies is supported by Brewer [2007], who argues that a companys manager tend towards
the foreign markets they can get to know most easily, and avoids markets that are difficult to
get known. At least early on in the companys internationalization process most companies
will first enter nearby countries with low psychical distance, but the need for globalization
forces them to enter markets with a greater psychical distance [Ojala, 2008].
In contrast, Bell [1995] found that small computer software companies do not always choose
to enter first psychically close markets. Instead, they follow their domestic partners to foreign

markets where their partners have, or are establishing new commitments. Bell [1995] based
this on his research findings where between 30-50 percent of the companies studied were
targeting psychical distant markets for their first foreign market entry.
These critics on the importance of psychic distance in the market selection decision process
were
supported by other studies. Czinkota and Urscic [1987], Nordstrm [1991] and Hamill and
Gregory [1997] argue that psychical distance has become less important since new
communication technologies make global markets more homogenous. According to Coviello
and Munro [1997] this is a result of the internationalizing of companies network relationships,
which are created and maintained by the use of internet [Poon and Jevons, 1997]. Moen et al.
[2004] argues that psychic distance might be less important in English-speaking countries.

Other factors
Besides relationships and the psychical distance there are some other factors playing a role in
the market selection. Ojala (2008) suggests that knowledge-intensive SMEs select their target
country for other reasons than for those related to psychical distance. In their study, companies
enter a psychical distant market for the market size and sophisticated industry structure.
According to Argawal & Ramaswami [1992] the market selection is also based on the market
potential and investment risk in a market.
In the Uppsala model, of Johanson and Wiedersheim-Paul [1975], plays knowledge about
foreign markets a central role. The knowledge is divided into general knowledge and marketspecific knowledge. General knowledge is mainly objective, like operation modes and typical
customers. The knowledge of a previous market can be used to enter a new market. Marketspecific knowledge is experiential knowledge about the target country environment,

including its culture, the market structure, customers in the market etc. This knowledge is
most of the times acquired by selecting a target country [Johanson and Vahlne, 1977]. When a
company is familiar with a certain country it makes the market entry process easier and
increases their chance on success [Brewer, 2007; Sousa and
Bradley, 2006].

Entry mode selection

When the right target market is selected, its important to choose the right entry mode to enter
the selected market. Many is said in previous literature about different types of entry modes
[Pan and Tse, 2000; Bell, 1995, 1997; Ojala, 2008, 2009; Coviello and Munro, 2007; Moen et
al. 2004]. In the literature many studies focus on the use of entry modes resulting in a long list
of different types of entry modes.
There is no right model which includes all the entry modes for small and medium sized
software companies. According to Moen et al. [2004] the problem is: companies dont have a
clear notion how to classify the foreign entry modes they use.

When it comes to physical products it is in general easy to produce a list of entry modes that
can be used. For software development it is more difficult to produce such a list of modes to
enter foreign markets. However, a number of researchers have tried to list different entry
modes, including Bell [1995], shown in appendix 5. Moen et al. [2004] think there is a need to
redefine the picture drawn in the literature about entry modes in general. Therefore we will

take a better look at the market entry strategies used by software development companies.

Factors influencing the entry mode selection

Johanson and Vahlne [1977], and Johanson and Wiedersheim-Paul [1975] suggest that the
companys entry mode selection depends on the experience in international markets.
The entry mode selection is seen as a learning process and increasing commitment with the
market. This model of entry mode selection is challenged in many studies [Bell, 1995; Crick
and
Spense, 2005; Jones, 1999; Moen et al., 2004]. As described before, relationships also
influence the entry mode selection [Ojala, 2009]. Coviello and Munro [1997] show in their
study that the entry mode selection depends on the companys formal and informal network
relationships, which are evolving over time. They argue that software companies, by using
their relationships, first establish product development agreements with larger hardware
companies, followed by direct sales or distribution to a psychical distant market, and finally
establish some form of contractual agreement.
These findings are supported by Ellis and Pecotich [2001], Havila et al. [2004], and Oviatt and
McDougall [2005], according to their studies are intermediary relationships important for the
selection of entry modes. In an intermediary relationship there is no direct contact between the
buyer and the seller. An actor, as a third party, facilitates the relationship between the buyer
and the seller. According to Oviatt and McDougall [2005], these brokers can provide links
between markets and consequently initiate international business activities between the seller
and the buyer. Bell [1995; 1997] discovered a relation between a companys product and the
entry mode selection used for foreign markets. According to Bell [1997], the level of
complexity is linked to the entry mode selection. Software companies producing custom made

products were able to contact end-users by their own sales staff, and software companies
producing standard products chose an agent or distributor to enter the market. McNaughton
[1996] supports the view that customization of software products is linked to the entry mode
selection.

Equity versus non-equity

A clear distinction in the entry mode selection can be made between equity and non-equity
entry modes. This choice depends on how much a company wants, or is able to invest in the
market entry and how much risk they are willing to take. Pan and Tse [2000] have developed a
hierarchical model of choice of entry modes, shown in appendix 3, where they base the entry
mode selection on the choice between equity and non-equity. We have to node that this model
is not based on the entry mode choice of small software companies, but it gives a good view
on the distinction between equity and non-equity entry modes.
A number of factors are important whether to choose for equity or non-equity entry modes.
Brouthers and Nakos [2004] found that companies with greater asset-specific investments
prefer equity modes whereas those with less asset-specific investments choose non-equity
modes. They also found that environmental uncertainties are connected to non-equity modes.
This is supported by an earlier study of Brouthers [1995], where he suggests that companies
which perceive higher international risk prefer non-equity modes.

Entry modes
Since there is no complete model of all entry modes used by small software companies to
enter foreign markets, we will create a list based on the model of Coviello and Munro [1997].
The only stage interesting for our study is the committed involvement, this stage includes

the most important market entry modes used by small- and medium sized software companies
to enter foreign markets.

Operationalizing the market entry

The last stage of the market entry strategy, as shown in figure 1, is the operationalization of
the market process [Bell,1997], or development and maintenance of relationships [Coviello
and Munro, 1997]. Once the decision is made which market should be entered and which
entry mode should be used, a company can start executing its strategy.
After the market entry mode is chosen, the company wants to expand successfully in the
market.

Searching for partnerships is of high importance for a successful market expansion.

Duysterand Hagedorn [1996] note: "for many small companies strategic partnering activities
are the only way they can stay competitive and even survive in today's technologically
advanced, ever-changing business world. Partnerships can be used by companies to enlarge
innovative capabilities and technological competences. At the other side they can help to
overcome weaknesses, such as poor financial situations or low expertise in production,
marketing and management. Partnerships can also create alternative methods to serve
customers [Elmuti and Kathwala, 2001]. An important task to make the marketing strategy
successful is establishing and maintaining relationships with partners [Bell, 1997]. Companies
with current relationships in the market only have to maintain them, but companies without
relationships have to search for relationships before they can enter a foreign market. These
new relationships can be created with a partner, but in the case of direct exporting this can
also be an important customer [Moen et al., 2004].

When a company actually starts the market entry process they face the tasks of
operationalizing the market entry strategy and have to monitor the performance in the targeted
market. At this stage there can occur some problems which are related to managing market
entry operations. Those problems can be in the field of communication strategies or the
establishment or maintenance of relationships with partners [Bell, 1997].

RESEARCH OBJECTIVES AND METHODOLOGY

OBJECTIVES OF THE STUDY
Primary Objective:

To study the marketing strategy adopted by GREEN INFOSPACE.

Secondary Objectives:

Target new customers as well as existing customer.

To make the products of the GREEN INFOSPACE to reach all the clients.
To provide product information, stimulate demand, increasing store traffic, differentiating

products, building a brand images etc.

To improve the marketing strategies of the organization.

DEFINING THE SCOPE OF THE STUDY

I have focused my study on GREEN INFOSPACE and based on my study primarily on the
marketing strategy adopted by the company. I interviewed the customers and got the
questionnaire filled. Even though I met more than 100 customers, I was not able to get the
required information from all of them as many of them refused to provide me with any
information giving no reason at all.

USEFULNESS OF THE STUDY:

Need of the study is to understand the marketing strategies of the GREEN INFOSPACE and how
customers are willing to buy the product. As a management student it will be very helpful for my
future works. From the study I got various knowledge about the company, marketing
management, various strategies of marketing and its application in the market.

LIMITATIONS OF THE STUDY

The study was completed within a period of two months. I was involved in the study with my
full commitment level and in my best possible manner. I did lots of activities during this process
of my research study. No statistical tool has been used due to lack of time.
Still there were certain limitations of the study like-

My survey was limited with 100 respondents.

 The report has been conducted within a limited time frame.

Also impossible for company to prove information is confidential.
As per company rule many information was not disclose as the manager are busy in their
daily schedule. It is not possible for us to spend more time in interaction with them.
Most of the time staffs give appointment but they are not available at that time

METHODOLOGY OF RESEARCH TO EXPLAIN HOW THE STUDY IS CARRIED

OUT

INTRODUCTION:
The methodology identifies the intended research approach, research design and outlines the
research strategy taken. The research is conducted respecting confidentiality of all collected
primary data and strict ethical rules were applied for the entire time of research and analysis.
RESEARCH DESIGN:
NON-PROBABILITY
EXPLORATORY & DISCRIPTIVE EXPERIMENTAL RESEARCH

The research is primarily both exploratory as well as descriptive in nature. The sources of
information are both primary & secondary.
A well-structured questionnaire was prepared and personal interviews were conducted to collect
the customers perception and buying behavior, through this questionnaire.
A research design is used to structure the research, to show how all of the major parts of the
research project - the samples or groups, measures, treatments or programs, and methods of
assignment - work together to try to address research questions, that I am presenting in the
Research questions section. The research is divided into two main parts

Primary Research
1. Questionnaire
2. Meeting with existing and new customers
3. Survey

Secondary Research
The secondary data has been collected from various books, magazines, journals,
information brochures and internet web sites.

QUANTITATIVE ANALYSIS:
Quantitative research is an empirical research in which the researcher explores relationships
using numeric data. Survey is generally considered a form of quantitative research. This study is
to analyze data given from the questionnaires quantitatively. This technique is assumed to be the
most appropriate as using a statistical data package, can reveal key relationships between the
answers of the target audience. Moreover, the quantitative analysis enables the researcher to
compare the primary research findings with the secondary findings most and therefore link

theoretical data with praxis provided in the form of questionnaire results. The quantitative
analysis will include using diagrams such as tables and appropriate types of charts; such as-pie
chart to best represent the findings.

QUALITATIVE ANALYSIS:
Qualitative research is a method of research that emphasizes the quality of meaning in consumer
perceptions and attitudes. A qualitative method of analysis is incorporated for the findings of the
questionnaire. The exploratory nature of the study therefore means that the analysis will be
included in the Findings section and consequently discussed based on secondary research results.
The answers of the questionnaire are analyzed by using commonly used software of Microsoft
Excel. Each of the answers analyzed qualitatively is discussed within the separate section of
Questionnaire analysis and its results are incorporated in the Findings section as well as final
conclusions of the study.

SAMPLING
Sampling Technique:
Initially, a rough draft was prepared keeping in mind the objective of the research. A pilot study
was done in order to know the accuracy of the Questionnaire. The final Questionnaire was
arrived only after certain important changes were done. Thus my sampling came out to be
judgmental and convenient
Sampling Unit:
The respondents who were asked to fill out questionnaires are the sampling units. These
comprise the customers who already used the product or services of the company

Sample size:
The sample size was restricted to only 100, I took a sample size of 100 out of which 50 was an
existing customer of Green Infospace and other 50 were the new prospective customers of Green
Infospace.
Sampling Area:
The area of the research was PALAKKAD, KERALA INDIA

DATA ANALYSIS AND INTERPRETATION

TABLE 1 SHOWING ABOUT GREEN INFOSPACE

How do you come to know about Green
Infospace?
Internet
Ads in news paper/ magazine
Reference
Self search

No of Respondents
43
27
12
18

GRAPH 1 SHOWING ABOUT GREEN INFOSPACE

50
45
40
35
30
25
20
15
10
5
0

No of Respondents

INTERPRETATION
From the above table it is inferred that 43 of people responded to Internet, 27 of people
responded to Ads in newspaper/magazine, 12 people to Reference, 18 of people responded to
Self-search

TABLE 2 SHOWING THE MARKETING AND PROMOTIONAL STRATEGIES FOR

GREEN INFOSPACE
How important are marketing and promotional
strategies for Green Infospace ?
Crucial
Important
Average
Not much important
Not important at all

No of Respondents
8
45
28
12
7

GRAPH 2 SHOWING THE MARKETING AND PROMOTIONAL STRATEGIES FOR

GREEN INFOSPACE

7%

8%

12%

Crucial
Important
Average

28%

45%

Not much important

Not important at all

INTERPRETATION
From the above table it is inferred that 8 of people crucial, 45 of people responded to important,
20 people to average, 12 people to not much important and 7 peoples to not important at all.

TABLE 3 SHOWING THE COMMUNICATION CHANNEL DOES GREEN INFOSPACE

What communication channel does Green

Infospace ?

No of Respondents

Public relation

32

Sales promotion

30

Direct mail

21

Internet

17

GRAPH 3 SHOWING THE COMMUNICATION CHANNEL DOES GREEN

INFOSPACE

35
30
25
20
15
10

No of Respondents

5
0

INTERPRETATION
From the above table it is inferred that 32 of people responded to Public relation, 30 of people
responded to Sales promotion, 21 people to Direct mail, 17 of people responded to Internet.
TABLE 4 SHOWING THE HAPPY WITH THE SERVICES PROVIDED BY GREEN
INFOSPACE
Are you happy with the services provided by
Green Infospace ?
Excellent
Good
Average
Poor

No of Respondents
30
33
20
17

Do you want to continue with Green

No of Respondents

Infospace further?
Yes

80

No

Dont know

12

GRAPH 4 SHOWING THE HAPPY WITH THE SERVICES PROVIDED BY GREEN

INFOSPACE

35
30
25
20
15
10
5
0

Excellent

Good

Average

Poor

No of Respondents

INTERPRETATION
From the above table it is inferred that 30 of people responded to Excellent, 33 of people
responded to Good, 20 of people responded to Average and 17 of the people said poor.

TABLE 5 SHOWING THE CONTINUE WITH GREEN INFOSPACE

GRAPH 5 SHOWING THE CONTINUE WITH GREEN INFOSPACE

Yes

No

Dont know

12%
8%

80%

INTERPRETATION
From the above table it is inferred that 80 of people responded to Yes, 8 of people responded to
No and 12 of the people dont have any idea.

TABLE 6 SHOWING THE CAPTURE THE MARKET

Green Infospace is able to capture the market.
Rate it according to the below given range.
>90%
60%-89%
30%-59%
<30%

No of Respondents
54
23
12
11

GRAPH 6 SHOWING THE CAPTURE THE MARKET

60
50
40
30
20

No of Respondents

10
0

INTERPRETATION
From the above table it is inferred that 54 of people responded to >90%, 23 of people responded
to 60%-89% , 12 people to 30%-59%. And 11 people to <30%

TABLE 7 SHOWING THE INTERNET HAS PLAYED A MAJOR ROLE FOR GREEN
INFOSPACE
Did internet has played a major role for Green Infospace?
Yes
No

No. of Respondents
80
20

According to you who are the competitors

No of Respondents

for Green Infospace ?

Small firms

40

Medium firms

35

Big firms

25

GRAPH 7 SHOWING THE INTERNET HAS PLAYED A MAJOR ROLE FOR GREEN
INFOSPACE

20%
Yes
No

80%

INTERPRETATION
From the above table it is inferred that 80 of people responded to Yes, 20 of people responded to
No.

TABLE 8 SHOWING THE COMPETITORS FOR GREEN INFOSPACE

Do you think Green Infospace should

No of Respondents

expand its branch outside Palakkad also?

Yes

100

No

GRAPH 8 SHOWING THE COMPETITORS FOR GREEN INFOSPACE

40
35
30
25
20
15
10
5
0

Small firms

Medium firms

Big firms

INTERPRETATION
From the above table it is inferred that 40 of people responded to Small firms, 35 of people
responded to Medium firms, 25 people to big firms.

TABLE 9 SHOWING THE GREEN INFOSPACE SHOULD EXPAND ITS BRANCH

OUTSIDE PALAKKAD

GRAPH 9 SHOWING THE GREEN INFOSPACE SHOULD EXPAND ITS BRANCH

OUTSIDE PALAKKAD
120
100
80
60
40
20
0

Yes

No

INTERPRETATION
From the above table it is inferred that 100 of people responded to Yes statement.

TABLE 10 SHOWING AN ACCOUNT ON FOLLOWING SOCIAL NETWORKS

Do you have an account on following
Social Networks?
Face book
Linked in
Twitter
YouTube

No of Respondents
52
20
13
15

GRAPH 10 SHOWING AN ACCOUNT ON FOLLOWING SOCIAL NETWORKS

Face book

Linked in

Twitter

YouTube

15%
13%

52%

20%

INTERPRETATION
From the above table it is inferred that 52 of people responded to Face book, 20 of people
responded to Linked-in, 13 people to Twitter, 15 of people responded to You tube.

TABLE 11 SHOWING THE TYPE OF SOFTWARE COMPANY YOU PREFER

Which type of Software Company you

No of Respondents

prefer?
Companies from abroad

12

Companies in Kerala

62

Companies from outside of Kerala

26

GRAPH 11 SHOWING THE TYPE OF SOFTWARE COMPANY YOU PREFER

70
60
50
40
30
20
10
0

62

26

12

No of Respondents

INTERPRETATION
From the above table it is inferred that 12 of people responded to Companies from abroad, 62
of people responded to Companies in Kerala, 26 people to Companies from outside of
Kerala

TABLE 12 SHOWING THE USAGE OF SOFTWARE COMPANIES IN KERALA

Why you using software companies in
Kerala

No of Respondents

Very good customer service

29

Low cost/ Low investment

Domestic preference
Get immediate service support

23
11
37

GRAPH 12 SHOWING THE USAGE OF SOFTWARE COMPANIES IN KERALA

40
35
30
25
20
15
10
5
0
No of Respondents

INTERPRETATION
From the above table it is inferred that 29 of people responded to Very good customer service,
23 of people responded to Low cost/ Low investment, 11 people to Domestic preference, 37
of people responded to get immediate service support.

TABLE 13 SHOWING THE SOFTWARE PURCHASING DECISION

Your software purchasing decision

will mostly influenced by?

No of Respondents

Nearest firms

30

Advertisement

27

Marketing Executives

43

GRAPH 13 SHOWING THE SOFTWARE PURCHASING DECISION

Your software purchasing decision will mostly influenced by?
No of Respondents
50

43

40
30

30

27

20
10
0

INTERPRETATION
From the above table it is inferred that 30 of people responded to nearest firms, 27 of people
responded to Advertisement, 43 people to Marketing Executives.

TABLE 14 SHOWING ABOUT GREEN INFOSPACE

Do you heard about Green Infospace ?

No of Respondents

Yes

59

No

41

GRAP 14 SHOWING ABOUT GREEN INFOSPACE

41%
59%

Yes
No

INTERPRETATION
From the above table it is inferred that 59 of people responded to Yes, 41 of people responded to
No.

TABLE 15 SHOWING THE KNOW ABOUT GREEN INFOSPACE

You came to know about Green

Infospace through.

No of Respondents

Magazines
Websites
Newspaper
Television

21
44
20
15

GRAPH 15 SHOWING THE KNOW ABOUT GREEN INFOSPACE

45
40
35
30
25
20
15
10
5
0

44

21
20
15

Magazines

Websites

Newspaper

Television

No of Respondents

INTERPRETATION
From the above table it is inferred that 21 of people responded to Magazine, 20 of people
responded to Newspaper, 44 people to Websites, 15 of people responded to Television.

TABLE 16 SHOWIN THE SPECIFIC FEATURES OF GREEN INFOSPACE

What is the specific feature of Green

Infospace ?
Low Price

No of Respondents

High customer support

40

Integrated Support

10

50

GRAPH 16 SHOWING THE SPECIFIC FEATURES OF GREEN INFOSPACE

50
40

10
Low Price

High customer support

Integrated Support

INTERPRETATION
From the above table it is inferred that 50 of people responded to Low Price, 40 of people
responded to High customer support, 10 people to Integrated Support.

TABLE 17SHOWING THE CHOOSAGE OF GREEN INFOSPACE

Why do you choose Green Infospace ?
Low cost
High customer support

No of Respondents
42
22

Immediate service support

Credit facility

24
12

GRAPH 17SHOWING THE CHOOSAGE OF GREEN INFOSPACE

45
40
35
30
25
20
15
10
5
0

42
22

24
12

No of Respondents

INTERPRETATION
From the above table it is inferred that 42 of people responded to Low cost, 22 of people
responded to High customer support, 24 people to immediate service support, 12 of people
responded to Credit facility.

TABLE 18 SHOWING THE YEARS ARE YOU DEALING WITH GREEN

INFOSPACE
How many years are you dealing with
Green Infospace ?

No of Respondents

Less than one year

23

1 to 2 years
2 to 3 years
More than 3 years

18
30
29

GRAPH 18 SHOWING THE YEARS ARE YOU DEALING WITH GREEN

INFOSPACE
35
30
25
20
No of Respondents

15
10
5
0
Less than one year

2 to 3 years

INTERPRETATION
From the above table it is inferred that 23 of people responded to less than One year, 18 of
people responded to one to Two years, 30 people to Two to Three years, 29 of people
responded to more than Three years.

TABLE 19 SHOWING USAGE OF THE FOLLOWING PROCESSES

Do you use any of the following

processes?

No of Respondents

Direct personal sale

48

Direct online sale

40

Indirect through channels

12

GRAPH 19 SHOWING USAGES OF THE FOLLOWING PROCESSES

50
45
40
35
30
25
20
15
10
5
0
No of Respondents

INTERPRETATION
From the above table it is inferred that 48 of people responded to Direct personal sale, 40 of
people responded to Direct online sale, 12 people to Indirect through channels.

TABLE 20 SHOWING THE

DISSEMINATION PROCESS

SYSTEM

IMPROVE

THE

INFORMATION

Do you think that the system improve the

No of Respondents

information dissemination process?

Yes

76

No

24

GRAPH 20 SHOWING THE SYSTEM IMPROVE THE INFORMATION

DISSEMINATION PROCESS

Yes

No

24%

76%

INTERPRETATION
From the above table it is inferred that 76 of people responded to Yes, 24 of people responded to
No statement.

FINDINGS AND SUGGESTIONS

FINDINGS

KINDS OF MARKETING STRATEGIES

The Various Marketing Strategies taken by GREEN INFOSPACE is as follows:

Customer Database and Database Marketing

Direct Marketing
Direct Mail
Target Market and Prospects
Catalogue Marketing
Telemarketing
Interactive Marketing
Data warehousing and Data mining

CUSTOMER DATABASE AND DATABASE MARKETING

Customer Database:At Green Infospace, customer database contains much more information
accumulated through customer transactions, registration information, telephone queries and
every customer contact. Database also contains business customers past purchase, past volumes,
prices, status of current contracts, competitive suppliers, assessment of competitive strengths and
weaknesses in selling and servicing the account and relevant buying practices, patterns and
policies.
Database Marketing:At Green Infospace, database marketing is to know the customer; the information is
collected and stored in a database from which to conduct database marketing, because a
customer database is an organized collection of comprehensive information about individual
customer.

DIRECT MARKETING
At Green Infospace, company uses a number of channels to reach individual prospects and
customers: direct mail, catalog marketing, telemarketing, and website. They often seek a
measurable response, typically a customer order, through direct-order-marketing.

DIRECT MAIL
At Green Infospace, company sending an offer announcement, reminder or other item to an
individual consumer. Using highly selective mailing list, direct marketers send out millions of
mail. Some direct marketers mail, CDs, DVDs, and computer disc to prospects and customers.

TARGET MARKET AND MARKET PROSPECTS

At Green Infospace, company is applying the R-F-M formula (regency, frequency,
monetary amount) to select customers according to how much they are capable to purchase the
product.

CATALOGUE MARKETING
At Green Infospace, company is sending full line merchandise catalog, specialty consumer
catalog, and business catalog usually in print form but also sometimes as CDs, videos or online.
Many direct marketers find combining catalogs and web sites an effective way to sell.

TELEMARKETING

At Green Infospace, company is using the telephone to attract prospects, sell to existing
customers and provide service by taking orders and answering question. Telemarketing helps
companies to increase revenue, reduce selling cost and improve customer satisfaction.
Interactive Marketing
At Green Infospace, company is using the internet which provides marketers and customer
an opportunity for much greater interaction and individualization.
Data warehousing and Data mining
At Green Infospace, company is using data warehousing and data mining by using
mathematical and statistical tools.

SUGGSETIONS
While doing this project, I faced few problems. I faced stiff competition from other software
firms. Company is great, but still it needs changes because there is a stiff competition in the
market. So, I want to suggest

Extra Manpower,
More Promotional Activities,
Extension of Branch etc.
Conducting customer meet annually to know about their convenience and inconvenience.
Customer care facility to know about the feedback of the customers

CONCLUSION
It has been a privilege to do my project in Green Infospace, which has unflinching commitment
values- Integrity, Customer Satisfaction, Ownership and passion. Each of the values describes
what does company stand for, the qualities of people and the way they work.

During the span of the final project in Green Infospace, I found the above stated result which I
have shown by the charts for my project by the various techniques like survey and personal
observations.

My project reflects the various marketing strategies adopted by Green Infospace.

It was found through research that customers aware of the advantages which a product of the
company offers like ClinicSys, LMS etc. But the same time, I also found out that lots of people
dont know about the different product and services that are offered in the market.

It requires a great deal to create the awareness among people about the different products offered
by Green Infospace. People who are really willing to buy the product, sometime do not take it
because the lack of good promotions.

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APPRENDIX
QUESTIONNAIRE

Name:
Age:
Profession:
Organizations name:
1) How do you come to know about Green Infospace?
a) Internet [ ]
b) Ads in newspaper/magazine [ ]
c) Reference [ ]
d) Self search [ ]
2) How important are marketing and promotional strategies for Green Infospace?
a) Crucial [ ]
b) Important [ ]
c) Average [ ]
d) Not much important [ ]
e) Not important at all [ ]
3) What communication channel does Green Infospace?
a) Public relation [ ]
b) Sales promotion [ ]
c) Direct mail [ ]
d) Internet [ ]

4) Are you happy with the services provided by Green Infospace?

a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
5) Do you want to continue with Green Infospace further?
a) Yes [ ]
b) No [ ]
c) Dont know
6) Green Infospace is able to capture the market. Rate it according to the below given range.
a) >90%

[ ]

b) 60%-89% [ ]
c) 30%-59% [ ]
d) <30% [ ]
7) Do you think that internet has played a major role for Green Infospace?
a) Yes [ ]
b) No [ ]

8) According to you who are the competitors for Green Infospace?

a) Small firms [ ]
b) Medium firms [ ]

c) Big firms [ ]
9) Do you think Green Infospace should expand its branch outside Palakkad also?
a) Yes [ ]
b) No [ ]
10) Do you have an account on following Social Networks?
a) Face book [ ]
b) Linked-in
c) Twitter

[ ]

[ ]

d) You tube [ ]
11) Which type of Software Company you prefer?
a
b
c

Companies from abroad [ ]

Companies in Kerala [ ]
Companies from outside of Kerala [ ]

12) Why you using software companies in Kerala.

a
b
c
d

Very good customer service [ ]

Low cost/ Low investment [ ]
Domestic preference [ ]
Get immediate service support[ ]

13) Your software purchasing decision will mostly influenced by?

a
b
c

Nearest firms [ ]
Advertisement [ ]
Marketing Executives [ ]

14) Do you heard about Green Infospace?

a
b

Yes [ ]
No [ ]

15) You came to know about Green Infospace through.

a
b
c
d

Magazine [ ]
Newspaper [ ]
Websites [ ]
Television [ ]

16) What are the specific features of Green Infospace?

a
b
c

Low Price [ ]
High customer support [ ]
Integrated Support [ ]

17) Why do you chose Green Infospace?

a
b
c
d

Low cost [ ]
High customer support [ ]
Immediate service support [ ]
Credit facility [ ]

18) How many years are you dealing with Green Infospace?
a
b
c
d

One year [ ]
One to Five Year [ ]
More than five year [ ]
Get immediate service support [ ]

19) Do you use any of the following processes?

a
b
c

Direct personal sale [ ]

Direct online sale [ ]
Indirect through channels [ ]

20) Do you think that the system improve the information dissemination process?
a
b

Yes [ ]
No [ ]