Market Confrontation


The Marketing Model of the Unicist Confederation

The Unicist Confederation is a multilocal-cooperative confederation that organizes the business arm of The Unicist Research Institute. The positioning of the Unicist Confederation is based on the use of objects, that emulate the organization of nature, and includes the three objects that integrate a system to sustain the introduction of unicist technologies in companies:

Marketing Model of the Unicist Cofederation1. Driving objects
2. Inhibiting objects
3. Entropy inhibitors

It has to be clarified that we consider each company is a market itself.

This information is public because we are interested in expanding the approach of emulating nature in the field of business worldwide. None of the information included in this document is confidential.

The Commercial System

1) The driving objects are given by the value propositions that are developed for a specific client. Their accuracy, functionality and the adequate timing define the success of our commercial action. They work as Commercial Objects.

To define a value proposition it is necessary to have sound knowledge of the market and the environment where this proposition has to work. Value propositions need to be written in business language.

2) The inhibiting objects help to ensure the functionality of our actions. They are defined in our Code of Ethics that establishes the framework of actions.

3) The quality assurance system inhibits the entropy to ensure the minimum strategy that sustains the effectiveness of the value propositions.

The Core of Success

The core of the success of innovative propositions is to have catalysts that accelerate buying decisions and gravitational objects that sustain the foundations of the value propositions.

About the Catalysts – Semantic Objects

The commercial/professional catalysts are accelerators that need to be able to increase the influence of the value propositions and have the necessary synchronicity to satisfy the needs of the clients.

The accelerator for the buying decisions of our clients is given by the conceptual framework of the solutions. The use of catalysts requires using ambiguous language in order to open a discussion space with the clients.

The catalysts of our business can be found at:
http://www.unicist.org/repo/
http://www.unicist.org/scientific-collaboration/

These catalysts can be used with professionalized organizations that manage the concepts of what they are doing and can go beyond the operational aspects. Our catalysts work just by reading their “prefaces”.

About the Gravitational Objects

Innovations need to be sustained by a gravitational force that gives them meaning. They are utopias or meaningless ideas if they do not have a gravitational force that sustains them. They need to work using subliminal communication.

The gravitational force that sustains our value propositions is given by the Paradigm Shift in Sciences that is introduced by the The Unicist Research Institute.
https://www.unicist.net/marketing/wp-content/uploads/2015/07/unicist-paradigm-shift.pdf

Conclusion

The value propositions are the drivers of the actions of the Unicist Confederation, the restricted context is positioned by the use of the available catalysts and the wide context is established by the paradigm shift in sciences.

In our commercial actions it is necessary to begin by establishing the gravitational force, which provides an authoritative environment. Then it is necessary to use the available catalysts before making concrete business propositions.

These value propositions are marketed using a model based on the use of the attributes of the image.

This requires that all the members of the Unicist Confederation need to have the knowledge of what the paradigm shift in science is, and be able to explain this shift in plain language.

Unicist Executive Committee

NOTE: The Unicist Research Institute was the pioneer in using the unicist logical approach in complexity science research and became a private global decentralized leading research organization in the field of human adaptive systems. It has an academic arm and a business arm.
https://www.unicist.net/marketing/wp-content/uploads/2015/07/turi.pdf

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Innovations require conquest confrontations

A confrontation of conquest begins when a new product with no synergy with the pre-existing products is launched. There is also a confrontation of conquest when new markets are sought.

When the products that have been launched do not belong to an existent category and satisfy non manifested needs, the confrontation of conquest begins with the weakening of some occupied niches to introduce the new product (guerrilla confrontation).

Confrontation of conquest requires an empty space occupying strategy when non manifested needs are being satisfied.

The confrontation of conquest requires beginning with niches, continuing with segments and finally covering the market.

There are two possibilities in the confrontation of conquest. A market leader can dominate the marketplace or there can be no leader.

When there is a leader the confrontation of conquest implies simultaneously a confrontation of supremacy. This implies a double investment of energy when there is a market leader.

Diana Belohlavek

NOTE: The Unicist Research Institute was the pioneer in using the unicist logical approach in complexity science research and became a private global decentralized leading research organization in the field of human adaptive systems. It has an academic arm and a business arm.
https://www.unicist.net/marketing/wp-content/uploads/2015/06/turi.pdf

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Marketing Strategy: Every battle is won before it is fought

The unicist approach to manage the competitive triangle in business provides the information to define the possibilities of accessing a new market or specifically a new customer or client.

Unicist Competitive TriangleThe ontogenetic map of the competitive triangle has been designed to define the fundamentals to expand the boundaries of the commercial operation of a business. Sun Tzu was right.

To expand the boundaries of a business it is necessary:

  1. To generate an additional added value to the client; this implies innovation.
  2. To develop a value proposition that allows establishing a common space where the goals of the client and the provider are being integrated.
  3. To ensure a meaningful return on investment for the client.

About the competitor

Competitors are substitutes and succedanea delivered by another provider, the client itself or alternatives of the providing company that cannibalize the original value proposition.

It has to be considered that the egos of the participants of the client’s organization are also competitors.

The unicist approach to the competitive triangle generates the perception of apparent paradoxes that can only be apprehended if one is conscious of one’s buying process.

There is no doubt about the fact that the final purpose is to satisfy the clients’ needs.

A market confrontation is won by the one who is able to build a common place where the needs of the client and the value proposition fit in.

But if one considers that the building of a common space requires being complementary with the client, it is self-evident that the provider needs to propose a complementation to the buyer.

The Competitive TriangleTherefore the winner of the “contest” is not the one who is more active but the one who has a better energy conservation function (seen from the client’s point of view).

The competitor is the one who assumes the active function and fosters the installation of solutions that are considered utopian by the buyer. Innovations are not aesthetic in themselves.

There are several inferences that can be done based on the knowledge of this structure:

  1. The selling problem is simple. It just requires following the rules of a minimum strategy. What is complex is the design of a strategy based on actual business intelligence. It is necessary to know precisely which are the needs of the client and the content of the value proposition of the competitor.
  2. Innovations can only be bought if they are understood, reliable and considered necessary to produce a demanded result.
  3. While the clients appear to be looking for the most productive solutions they will buy the safest solution which might or not be the most productive. Even innovators need to rely on solutions.
  4. The competitors are the “catalysts” of the buying process. That is why competition expands markets. The existence of innovative alternative solutions proposed by the company allows building a virtual competitor, if the business is managed based on a value adding ethics. This has to be included in the attributes of the brand.
  5. If there is a virtual competitor there has to be a double action on the market, on the one hand, an innovative maximal strategy and, on the other hand, a complementary minimum strategy.

This implies that to enter a new market a company needs to establish a superior competitive alternative (star product/service) that provides an “umbrella” to the possible and complementary solutions.

The core of this approach is to have accurate business intelligence, including specific SWOT analysis, to define the marketing strategy and selling actions.

Diana Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a private global decentralized world-class research organization in the field of human adaptive systems. http://www.unicist.org

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Supremacy confrontations between leaders

Confrontations of supremacy take place between the leader and the second leader of the market. When there are no absolute leaders or no second leaders, there are no supremacy confrontations.

Supremacy confrontations are based on the functional, objective or subjective, added value of the brands involved. Supremacy confrontations take place only in “brand markets”, where differentiations are attributed to brands. There are two possible positioning:

  • The subjective brand
  • The objective brand

The supremacy confrontation takes place in the field of subjective branding. The objective is to influence the market to base the credibility of a product on its subjective branding attributes.

The supremacy confrontation is based on building the strongest complementation between the company, the product and the customer.

Access a synthesis on the “Discovery of the Unicist Ontology of Market Confrontations of Supremacy” that is available at the Scientific Dissemination Program. You will find there other syntheses that might be of your interest:
https://www.unicist.net/marketing/wp-content/uploads/2012/08/market_confrontations_supremacy.pdf

Diana Belohlavek

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a global decentralized world-class research organization in the field of human adaptive systems. http://www.unicist.org

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Market Share Growth: The Confrontation between the Leaders

The market confrontation between leaders is a very special subject. Only individuals who have been in a leading position can understand it. This post and the supporting literature provides the basic information to help to learn from leaders actions.

“Confrontations of supremacy take place between the leader and the second leader of the market. When there are no absolute leaders or no second leaders, there are no supremacy confrontations.

Supremacy confrontations are based on the functional, objective or subjective, added value of the brands involved. Supremacy confrontations take place only in “brand markets”, where differentiations are attributed to brands. There are two possible positioning:

¨    The subjective brand

¨    The objective brand

The supremacy confrontation takes place in the field of subjective branding. The objective is to influence the market to base the credibility of a product on its subjective branding attributes.

The supremacy confrontation is based on building the strongest complementation between the company, the product and the customer.

To do so actions to improve the bond with the market are required. These actions implicitly undermine the relation between potential customers and competitors.

On the other hand, in the confrontation of supremacy of the innovator the battle takes place in the field of objective branding. In this case, the credibility support of products must have a high level of objective branding attributes.

The confrontation is based on improving the complementariness between the customers’ objective needs and the products’ objective attributes.

The most important features in this confrontation are reliability and the company’s service since the product differentiation implies functional reliability.”

Access the content of the book “Unicist Market Confrontation” at the Unicist Library: http://www.unicist.com/books-pages/en/unicist_market_confrontation_en2.php

NOTE: The Unicist Research Institute was the pioneer in complexity science research and became a global decentralized world-class research organization in the field of human adaptive systems. https://www.unicist.net/marketing/wp-content/uploads/2012/05/turi.pdf

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