Introduction
The relevance, strengths and limitations of each of the following theories are based around
my company {Removed} Distribution Limited. {Removed} was formed in 2001 to distribute
FMCG products to established computer supplies dealers in the UK and continental Europe.
The thrust of our business is the supply of Samsung branded compatible laser and Inkjet
consumable products for H-P, Epson and Canon printers. It is a large mature market worth
an estimated £40 billion world wide (based on sell out value) and is not only dominated by
the Original Equipment Manufacturer’s (OEMs) but by a plethora of re-manufacturers,
refillers and compatible suppliers who have positioned themselves as low cost alternatives to
the “big three”.
The Samsung compatible range that my company distributes is not as inexpensive as those
offered by these re-manufacturers, refillers, etc and being a start up business, {Removed} had
neither the funds nor resource to mass market the product range. I therefore took a niching
strategy approach, focusing on resellers who fitted a certain profile. For example, those that
were financially strong and whose business was heavily weighted towards selling H-P, Epson
and Canon but had experienced a poor perception of previously selling an alternative.
Having identified these targets I approached these companies, positioning my products as a
low cost, high quality and strong brand alternative to the previous compatibles that they had
used; focusing primarily on the strong brand name of Samsung. This was in the expectation
that the Samsung brand name would resonate quality thereby overcoming any objections my
prospect would have had as a result of any previously bad experience they may have
e ...