I discussed in my previous article titled "Opposing the unknown, Marketing In Its First Steps" the challenges and reasons that faced the adoption of marketing as an essential function by my employer.
Further market developments and better understanding of the effects of successful strategy made the management embrace the idea of fully supporting it.
The technical team who were the most outspoken in opposing a big role for the marketing had also started changing their view.
The winds of change were swiping out the objections slowly.
Some of the reasons were as follows:

• Increasing competition: The competition increased.
  The monopoly ended in the markets, were we had it, and new companies were licensed to operate.
  There was also new licensing in the markets were we had only one competitor when we started.
  
• Profit margin: The shareholders and the HQ management saw the figures going down.
  The markets of operation were completely covered and the number of new subscribers was shrinking.
  
• New Technology: There was a big development in the technology, whether on pure technical basis or the value added services that can be offered to customers.
  

These aforementioned reasons among others made the role of marketing essential at this stage.
Due to the increased level of competition there was a need to differentiate the company and the product.
Positioning had to be tackled.
On another hand, there was a limited number of people who could afford the originally set high prices, there was a need to expand customers' base by including other segments.
The war price was starting and there was a need for fast reaction.
The new services needed to be analyzed and applied in the market based on research and study due to their financial implications on the company.
The marketing mix during this stage looked as follows:

1. Product: Positioning the product as more advanced in some markets while using the fact of being the first operators in others.
   The marketing department was more involved in understanding the product and responsible of new product research and deployment.
   
2. Pricing: Full access to costs was provided allowing the marketing department to set prices that meet or beat the competition when necessary.
   On another hand the pricing of new services and products became the full responsibility of the marketing department since they were responsible for determining whether it is to be invested in or not (based on marketing research).
   The pricing was also reviewed to attract different market segments.
   
3. Place: The inclusion of bigger subscriber numbers by opening the service to various segments meant that the company (its products) needed to be present in the market more than before.
   New distribution channels were contracted and incentives were introduced to attract the most wanted channels.
   
4. Promotion: Multiple means were deployed.
   From promotions targeting special audience to general ads, the company had to ensure its message reaches all target segments.
   Media such as radio, billboards, newspapers, and TVs were all part of the advertising mix along with seasonal flyers and brochures, while introducing promotional items for the first time.
   

The adoption of marketing did not mean an expansion in the employee headcount.
Directors like me who had the role of Sales and Marketing combined had to fulfill all of the marketing tasks with seasonal help for research or tasks that were not thought of as part of their role such as graphic design.
The wider the responsibilities were the harder the work got.
Although it was very enriching when it came to personal experience to be able to perform all the marketing tasks, it reached the stage where it was overwhelming.
Not only there was not enough time to carry on all of the tasks efficiently, there was also more room for mistakes.
The next article will discuss an ongoing stage in my professional life as the Chief Commercial Officer, the man in charge for all Commercial decisions for my company.