Push strategy

Push strategy
See also


The push strategy is a marketing strategy based on pushing, that is, actively promoting the product and pushing it through all the links in the distribution chain. The push strategy accompanies the intensive distribution and means urging the distribution channel participants to sell and promote the manufacturer's offer, i.e. the so-called pushing it through the channel. This strategy is most often used in relation to common products, little differentiated in terms of both price and quality, as well as non-distinctive brands.

The push strategy was proposed by Philip Kotler as one of two (along with the pull strategy) general concepts of running promotional activities. The pressing strategy is characterized by the fact that the producer, as the sender of the message, undertakes promotional activities for distribution channel intermediaries, i.e. wholesalers and retailers, in order to convince them to purchase the product and promote it among the next sales links.

Formulating a promotion strategy requires taking appropriate actions, which include:

  • choosing the purpose of the promotion (informing, reminding, urging)
  • defining the recipients of the promotional message (consumers, wholesalers, retailers, opinion leaders)
  • choice of media (radio, television, press, Internet, posters, etc.)
  • choice of information method, including: development of promotional materials and preparation of advertising materials.

The adoption of the push concept is associated with the selection of promotion system tools by which the company influences the market. The main instruments directly affecting the product are personal sales and sales promotion, which are aimed at increasing the attractiveness of the product, through exhibitions and product demonstrations or using instruments accompanying the product, as in the case of premium sales.

Push strategy in the production process[edit]

The push strategy in controlling the production process is based on the central planning and scheduling of production. Material requirements planning and stock replenishment is based on material balance and detailed plans based on demand forecasts, defined product structure, current and planned information, inventory levels and production status in progress as well as the overall production plan.

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