Everyorganization that produces goods and services always thinks about howit can grow and increase its market share. Various organizations haveopted to stick with their current customer base and increase salesvolume through referral(Shevchenko, Lévesque, & Pagell, 2016).However, in some instances, organizations purely try to exploit newmarket segments by targeting non-customers. This is because there arepotential customers who have not been exploited and can help widenthe organization market base(Lemmens, Croux, & Stremersch, 2012).It is important to note that a person can be a non-customer becausehe/she lacks awareness of a particular product, uneducated or unableto use a product, insufficient stores in that market segment or brandloyalty to other products(Lemmens et al., 2012).Thus, reaching non customers for any organization that desires toexpand is a realistic strategy for maintaining market placeadvantage.
Tobegin with, going after non customers can prove to be satisfactorywhen an organization wants to increase its sale volume, which wouldtranslate into more revenue and profits in the long run. However,this depends on whether the organization will succeed in its effortsto penetrate in to those new territories, but that should not be animpediment for an organization to try new markets. Moreover,targeting non customers can help increase brand awareness. Thishappens in cases where the customers are unaware of a particularproduct or brand. In the long run, this will increase market share ofan organization increasing the survival and competitive advantage(Chang & Taylor, 2016).
Thus,going after non customer is a realistic strategy for maintainingmarket place advantage as it increases market share, brand awareness,sales volume and eventually increasing profit margin. This in turnwill help an organization grow to greater heights.
Chang, W.,& Taylor, S. A. (2016). The effectiveness of customerparticipation in new product development: A Meta-Analysis. Journalof Marketing,80(1),47-64. doi:10.1509/jm.14.0057
Lemmens, A.,Croux, C., & Stremersch, S. (2012). Dynamics in theinternational market segmentation of new product growth.InternationalJournal of Research in Marketing,29(1),81-92. doi:10.1016/j.ijresmar.2011.06.003
Shevchenko, A.,Lévesque, M., & Pagell, M. (2016). Why Firms DelayReaching True Sustainability. Journalof Management Studies,53(5),911-935. doi:10.1111/joms.12199