Bowman Strategy Clock for Small and Medium Enterprises in Spain

This article discusses the Bowman Strategy Clock and how it can help four Small and Medium Enterprises (SMEs) in Spain evaluate their positions in the market. It explains the eight potential strategies and their benefits, including low price, differentiation, and focused differentiation. The article also provides recommendations for the SMEs to improve their competitive position.

Strategic Management
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Table of Contents
Abstract.......................................................................................................................................................2
Main Context...............................................................................................................................................2
Conclusion and Recommendations..............................................................................................................4
References...................................................................................................................................................5

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Abstract
The Bowman Strategy Clock is the marketing approach with which all the four Small and
Medium Enterprises (SMEs) could evaluate their positions in the Spanish market. The Bowman
Strategy Clock will determine the ranks of the products or services provided by these four
companies on the basis of two factors. One is price, and the other is the estimated value of the
consumers.
Main Context
The Pacha Group, Private Media, Vueling and Zinkia Entertainment of all consumer services
sectors of Spain. The Bowman Strategy Clock had eight potential strategies and divided into four
parts and the eight plans are shown in a clock (Hitt and Duane Ireland, 2017). The four
companies could select a position from the Bowman Strategy Clock approach, as it provides the
most competitive benefits. If any one of the firms is able to realize these eight essential strategic
positions, they would be able to consider better and analyze their present strategy Meyer et al.,
2017). From this position, it could bring changes and improve their competitive position.
Low Price and Low Value Added – It is the least competitive position for the four SMEs of
Spain, as the goods or services are distinguished and the client's perception is very little, in spite
of the low cost.
Low Price – The four Spanish SMEs have to implement the minimum price policy to be
successful in the Spanish market. The margins of profit are small for each good and the output is
high.
Hybrid - It is the most efficient strategy for the SMEs which involves the concepts of low cost
as well as cost differentiation.
Differentiation - The four SMEs can get the highest level of consumer added value in the
Spanish market.
Focused Differentiation – This approach concentrates on the luxury and exclusive products of
the four SMEs of Spain, along with high-quality goods and high cost.

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Risky High Margins – This is the uncompetitive market planning which may lead to failure of
four SMEs of Spain. The companies establish high costs without giving any additional consumer
value (Michael et al., 2017).
Monopoly Pricing – In this strategy, one SME can offer one product in the market. They do not
have to worry about the consumer value, and their only concern is that whether the consumer is
buying their products or not.
Market Share Loss – This strategy is most disaster planning in the Spanish competitive market
for the 4 SMEs (Bettis et al., 2016). It offers an average standard of price to the consumers with
less added value, and it leads to the loss of several customers who would get better value from
their competitors.

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Conclusion and Recommendations
The four SMEs of Spain had made the comparison with their competitors with the help of the
Bowman Strategy Clock, as it is the powerful approach than the price benefits and it is a concern
with the strategic positioning and product positioning in the market of Spain. The paper had
evaluated the four SMEs of Spain in the context of the Bowman Strategy Clock for determining
their competitive market planning.
Recommendations
 The four SMEs of Spain could utilize the Bowman Strategy Clock more to look at their
competitors and try to position their business properly in the Spanish market.
 In the competitive market of Spain, the four SMEs would always have to face competition,
so they have to offer a higher estimated value for the same cost or same estimated value for
low cost.

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References
Bettis, R.A., Ethiraj, S., Gambardella, A., Helfat, C. and Mitchell, W., 2016. Creating repeatable
cumulative knowledge in strategic management: A call for a broad and deep conversation among
authors, referees, and editors. Strategic Management Journal, 37(2), pp.257-261.
Hitt, M. and Duane Ireland, R., 2017. The intersection of entrepreneurship and strategic
management research. The Blackwell handbook of entrepreneurship, pp.45-63.
Meyer, G.D., Neck, H.M. and Meeks, M.D., 2017. The entrepreneurship‐strategic management
interface. Strategic entrepreneurship: Creating a new mindset, pp.17-44.
Michael, S., Storey, D. and Thomas, H., 2017. Discovery and coordination in strategic
management and entrepreneurship. Strategic entrepreneurship: Creating a new mindset, pp.45-
65.