|OPERATIONAL AND STRATEGIC POSITIONING OF ENTERPRISES IN THE TARGET MARKET|
|Abstract. This article focuses on the influence Culture of the Organization to the structure positioning enterprises. Research has shown that personal preferences of management and the history of the organization affect the strategic marketing management system. That is why there is a need for this type of positioning as strategic as a separate phase of STP marketing. Operational positioning creates a value proposition and differentiates a product or service from competitors’ offerings based on perception and image informed by profiles revealed through segmentation techniques. Strategic positioning matches the organization and its competencies and capabilities with appropriate target markets. These distinctive strengths, the unique competencies and capabilities, may include physical resources of the organization such as machinery and buildings, intellectual resources such as skills and knowledge, and behavioral traits such as responsiveness, reliability and honesty. These are, however, the outcomes of personal preferences of management and the history of the organization. These are the principal drivers of strategic positioning of the organization and lead to the choice of distinctive strengths and influence the approach to the market as a result of particular traits and behaviors reflecting the personality and culture of the organization.
|Key words: Operational Positioning, Strategic Positioning, Culture of the Organization, Market Place|
 Kotler, P. (1999) Marketing Management. The Millennium Edition, 10 ed., Prentice Hall, New Jersey, 784 p.
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