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Chapter 9. Differentiation and Positioning Strategies by DAVIDD Liu & Ayuko Taiwan 2009/05/07

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e-Marketing

  1. 1. Chapter 9 Differentiation and Positioning Strategies <ul><li>經管所 碩二 </li></ul><ul><li>劉于遜 9637512 </li></ul><ul><li>柯育菁 9637527 </li></ul>
  2. 2. E-Marketing Strategy Complete E-Marketing Strategy Differentiation & Positioning Strategies Consumer Behavior Online E-Marketing Research Segmentation & Targeting Strategies
  3. 3. Agenda <ul><li>Differentiation </li></ul><ul><ul><li>Differentiation Dimensions </li></ul></ul><ul><ul><ul><li>Let’s Get Technical: iTunes iPod </li></ul></ul></ul><ul><ul><li>Differentiation Strategies </li></ul></ul>Based and Strategies for Positioning Summary
  4. 4. Differentiation
  5. 5. Differentiation <ul><li>The only way a company can survive </li></ul><ul><li>is to differentiate. </li></ul><ul><li>- R ALPH F. W ILSON , D IFFERENTIATE OR D IE </li></ul>
  6. 6. Differentiation <ul><li>Differentiation is “the process of adding a set of meaningful and valued differences to distinguish the company’s offering from competitors’ offerings” </li></ul><ul><li>-Kotler and Keller, 2006 </li></ul>
  7. 7. Differentiation <ul><li>Differentiation v.s. Positioning </li></ul>
  8. 8. Differentiation <ul><li>Differentiation v.s. Positioning </li></ul>
  9. 9. Differentiation
  10. 10. Differentiation Product Services Personnel Channel Image Five Dimensions
  11. 11. Product Differentiation <ul><li>Traditional off-line emphasized </li></ul>
  12. 12. Product Differentiation <ul><li>Online </li></ul><ul><ul><li>Google v.s. Yahoo & MSN </li></ul></ul>
  13. 13. Let’s Get Technical – iTunes iPod
  14. 14. Let’s Get Technical – iTunes iPod 1 2 3 1 2 600MB 160GB (300 Albums)
  15. 15. Let’s Get Technical – iTunes iPod
  16. 16. Let’s Get Technical – iTunes iPod
  17. 17. Product Differentiation <ul><li>Literally limitless assortment of products that companies are able to offer and the ability to capitalize on this huge assortment as a platform to customize product offering for individual customers. </li></ul><ul><li>Long tail concept (Chapter 1) </li></ul>
  18. 18. Product Differentiation <ul><li>Differentiation </li></ul><ul><ul><li>Customization </li></ul></ul><ul><ul><ul><li>Dell </li></ul></ul></ul><ul><ul><li>Bundling </li></ul></ul><ul><ul><ul><li>Blue Nile: Customized diamond rings </li></ul></ul></ul>
  19. 19. Product Differentiation <ul><li>Advantage </li></ul><ul><ul><li>From distributor directly to customer </li></ul></ul><ul><ul><li>Gone from retailers’ shelves </li></ul></ul><ul><li>Disadvantage </li></ul><ul><ul><li>Packing materials for shipment </li></ul></ul>
  20. 20. Differentiation Product Services Personnel Channel Image Five Dimensions
  21. 21. Service Differentiation Ability to respond more rapidly to customer concerns. Ability to receive customer feedback through e-mail 24 hours a day. Customer Service
  22. 22. Service Differentiation Features offered and service consumption experience. Distribution of products ordered online. Other Customer Service
  23. 23. Differentiation Product Services Personnel Channel Image Five Dimensions
  24. 24. Personnel Differentiation In the past Internet Personalized service and one-to-one relationships required costly skilled personnel. Internet auto process leads to a cost leadership advantage over off-line companies. Higher levels of service & lower prices! Also for the end users.
  25. 25. Differentiation Product Services Personnel Channel Image Five Dimensions
  26. 26. Channel Differentiation <ul><li>Internet doubles as location-free and time-free distribution and communication channel. </li></ul><ul><ul><li>Anytime </li></ul></ul><ul><ul><li>Anywhere </li></ul></ul>
  27. 27. Channel Differentiation Entire distribution channel For digital products$ Music & Software downloads Specialized personal services “ Do it yourself” - Conduct activities Transaction and distribution channel Commercial transactions online Communication channel Product & Service information on the Web 4 1 2 3 Online Channel Multiple levels
  28. 28. Differentiation Product Services Personnel Channel Image Five Dimensions
  29. 29. Image Differentiation <ul><li>Unique customer experience </li></ul><ul><ul><li>Superior customer service and brand the experience </li></ul></ul><ul><li>Experience branding </li></ul><ul><ul><li>Firm can greatly improve their ability to retain customers, target key customer segments and enhance network profitability (Vincent, 200, p.25). </li></ul></ul>
  30. 30. Image Differentiation <ul><li>Build-a-Bear extends to Second Life and Webkinz </li></ul>
  31. 31. Image Differentiation <ul><li>markets PCs </li></ul><ul><ul><li>A vendor that will treat you right long term. </li></ul></ul><ul><li>markets system maintenance & protection software </li></ul><ul><ul><li>Foster an image as the ‘ambulance.’ </li></ul></ul><ul><ul><li>Goldberg, 1999, p.16 </li></ul></ul>
  32. 32. Image Differentiation <ul><li>Customer engagement online </li></ul><ul><ul><li>Tripadvisor.com built customer-created image </li></ul></ul>
  33. 33. Image Differentiation - Dell <ul><li>國際大廠戴爾( DELL )開始在對外的一些入口網站上,根據不同的需求以及想法,製作了一系列的以 Web 2.0 精神為主的網站,不論是在一些觀念上的創新、另類實作方向的提供、組織企業文化的影響等。戴爾在這一系列的網站建置中,主要推廣了四個平台,分別為: </li></ul><ul><li>1. IdeaStorm </li></ul><ul><li>2. Direct2Dell </li></ul><ul><li>3. StudioDell </li></ul><ul><li>4. Forums </li></ul><ul><li>這四個不同的網站入口,也分別有各自的重點內涵方向,但皆以 Web 2.0 為基礎精神,來試著得到另類的商業價值,分別介紹如下: </li></ul>Source: http://elearning.iiiedu.org.tw/blog/term/1/20080508/54
  34. 34. Image Differentiation - Dell <ul><li>1.   IdeaStorm : </li></ul><ul><li>  顧名思義,其實就是一個創意或想法( Idea )的集散地,戴爾將這個網站設計成可以讓使用者提出各種構想或創意的地方,然後透過四個步驟來做篩選,四步驟為: </li></ul><ul><li>http://www.youtube.com/watch?v=Y0SOXW_K56w </li></ul>Source: http://elearning.iiiedu.org.tw/blog/term/1/20080508/54 1 2 3 4
  35. 35. Image Differentiation - Dell <ul><li>2.  Direct2Dell : </li></ul><ul><li>這個網站其實單純來說,就是戴爾部落格( Blog ),許多知名的企業已經開始透過部落格經營的手法,來對外推廣宣傳公司本身的產品,尤其是國際級的企業,早已行之有年,而相關的國內應用也有、但實際案例並不多。而戴爾則是其中一份子,透過這個 Direct2Dell 的部落格經營,戴爾將一些軟性的題材放到部落格中,例如:戴爾跟一級方程式賽車 BMW 廠的關係介紹等,部落格中的各式題材均圍繞著戴爾這個企業,除了硬梆梆的產品介紹以外,更加入了許多貼近生活的軟性題材,不同於以往企業直接建置入口網站的模式,利用更生活化的經營手法,把戴爾這家國際型企業的公司文化傳達給使用者知道,進一步獲得使用者的認同。 </li></ul>Source: http://elearning.iiiedu.org.tw/blog/term/1/20080508/54
  36. 36. Image Differentiation - Dell <ul><li>2.  Direct2Dell : </li></ul><ul><li>部落格的經營者為戴爾的員工 </li></ul><ul><li>好幾個語言的網站 ( 英文、簡體中文、西班牙語、挪威語等 ) ,而這些語言版本不是做翻譯的動作,在世界各地設立相關聯語系的部落格,而各部落格的管理者都是一些跟當地相關的戴爾員工。 </li></ul><ul><li>為中小企業( Small Business )做了一個專屬部落格就叫做 Small Business ,裡面的文章提及相關中小企業在建置各種基礎 IT 建設時,可以做的事情或注意事項,分析一些相關的 IT 的趨勢等。 </li></ul><ul><li>為投資者( Investor )做了個專屬部落格名為 DellShares ,內容則多著重於較為高層次的資訊如:戴爾的投資策略、投資方針、相關的合作對象狀況、每季的營運狀況等資訊。 </li></ul>Source: http://elearning.iiiedu.org.tw/blog/term/1/20080508/54
  37. 37. Image Differentiation - Dell <ul><li>2.           Direct2Dell : </li></ul><ul><li>戴爾在部落格的經營上掌握了重要方向,也就是貼近使用者的需求,根據不同的領域,決定相關的部落格文章內容,而非全部整合於同一個網站做公告,讓複雜的文章眼花撩亂使用者、沒辦法聚焦,這個或許是台灣的企業端可以學習的一個手法(但也或許考量到成本、領域廣度等因素,只有大企業才有辦法做相關的操作)。 </li></ul>Source: http://elearning.iiiedu.org.tw/blog/term/1/20080508/54
  38. 38. Image Differentiation - Dell <ul><li>2.           Direct2Dell : </li></ul><ul><li>【其他】微軟員工有 Channel9 、 Channel10 </li></ul><ul><li> 微軟為學生所開設的討論區 Channel8 </li></ul>Source: http://elearning.iiiedu.org.tw/blog/term/1/20080508/54
  39. 39. Image Differentiation - Dell <ul><li>3.     StudioDell : </li></ul><ul><li>同樣地透過名稱可以知道這其實是影音相關的一個網站,可以想像是戴爾版的 Youtube ,可是大部分主要上面的影片都是戴爾本身所製作的影片,網站的註冊使用者雖然也可以上傳,但是必須限制與戴爾產品有關聯,且必須通過審核,而非直接即可發布,因此是比 Youtube 還多了許多限制。整個 StudioDell 的影片分成三個種類: </li></ul>Source: http://elearning.iiiedu.org.tw/blog/term/1/20080508/54 Home 提供給廣大的消費者一些較為平易近人的資訊,例如一些教學性的影片:什麼是 Direct 10 、如何設定雙螢幕、什麼是藍芽等。 Small Business 根據一些小型企業需求,來拍攝相關的教學影片如:如何線上備份資料、觸控式螢幕的技術、你是否準備好接受 Vista 、無線網路的各種選擇等。 IT Pro 比較專業的一些 IT 相關影片,如:戴爾的 Techknow 計畫、設定 DRAC ( Dell Remote Access Controller )、設定 RAID ( Redundant Array of Independent Disks )等。
  40. 40. Image Differentiation - Dell <ul><li>3.     StudioDell : </li></ul><ul><li>同樣的,戴爾利用這種影片拍攝的手法,把公司內部的一些專業知識,透過影片在網路上播送,傳遞相關的戴爾產品知識、將其解決方案埋在這些影片當中,表面上看來是教學,深層的觀察其實是一種銷售,這些所有的影片題目都跟戴爾的某些產品鏈有相當程度的關係,而且這些影片也能夠做評價,不論是寫評論( Comment )或是評分( Rating ),甚至可以下載。某部份的專業知識變成不是公司的私有財,更是進一步地做開放與分享,讓這些想法能夠更快速地散步,等於也是另類的推廣與宣傳。 </li></ul>Source: http://elearning.iiiedu.org.tw/blog/term/1/20080508/54
  41. 41. Image Differentiation - Dell <ul><li>4.     Forums : </li></ul><ul><li>此網站較為單純,即為大家都耳熟能詳的討論區,但戴爾將其分為兩個部份的討論區: </li></ul><ul><li>1. 支援討論區( Support Forum ) </li></ul><ul><li>2. 討論討論區( Discussion Forum ) </li></ul><ul><li>前者著重於相關技術支援的問題解決,也就是相關的產品問題、技術問題都可以在這討論區提出,並做討論解決;而後者則為一些概念性的討論交換,例如跟遊戲相關的議題、跟數位音樂相關的議題等。建置一個開放式的環境讓使用者能夠尋找一些問題解決之道、或是心得發表的園地。 </li></ul>Source: http://elearning.iiiedu.org.tw/blog/term/1/20080508/54
  42. 42. Differentiation Strategies
  43. 43. Differentiation Strategies (1/5) <ul><li>Trout and Rivkin propose a concise list of specific differentiation strategies: </li></ul>1 Being the first to enter the market. 2 Owning a product attribute or quality in the consumer's mind. 3 Demonstrating product leadership. 4 Utilizing an impressive company history or heritage. 5 Supporting and demonstrating the differentiating idea. 6 Communicating the difference.
  44. 44. Differentiation Strategies (2/5) <ul><li>These strategies are of particular importance on the internet </li></ul><ul><ul><li>marketing strategy often revolves around the company's image and product information available on the Web. </li></ul></ul>
  45. 45. Differentiation Strategies (3/5) <ul><li>1 </li></ul><ul><ul><li>Amazon.com captured an early lead in online book sales in 1995. </li></ul></ul><ul><ul><li>Today Amazon is recognized as a leader on the Web. </li></ul></ul><ul><ul><li>If a firm is first to provide the product or services, the &quot;brand&quot; can potentially become synonymous with the product as the best online provider . </li></ul></ul>
  46. 46. Differentiation Strategies (4/5) <ul><li>This asset of a strong brand image can also help a company attain &quot;ownership&quot; of a product. </li></ul><ul><li>Companies with a well-known brand still have an advantage despite the low-entry barriers on the internet. </li></ul><ul><li>Customers are drawn to brands they trust, an attraction that is enhanced by a positive company history. </li></ul>
  47. 47. Differentiation Strategies (5/5) <ul><ul><li>Monster.com's early entry into the market and its strong brand image has allowed the firm to become synonymous with job search and career placement services. </li></ul></ul>resume posting job searches graduating students executives
  48. 48. Site Environment/ Atmospherics Invite User-generated Content Build Trust Efficient and Timely Order Processing Customer Relationship Management (CRM) Pricing
  49. 49. Site Environment / Atmospherics <ul><li>Atmospherics refers to the in-store ambiance created by brick-and-mortar retailers. </li></ul><ul><li>Visitors want a site… </li></ul>portrays accurate information clearly shows the products and services offered easily downloads easily navigated
  50. 50. Site Environment / Atmospherics <ul><li>If customers view the homepage and like what they see, they are more likely to view additional pages and ultimately become paying customers. </li></ul>virtual tours 3-D images product image enlargements trial downloads customer reviews
  51. 51. Site Environment/ Atmospherics Invite User-generated Content Build Trust Efficient and Timely Order Processing Customer Relationship Management (CRM) Pricing
  52. 52. Build Trust (1/3) <ul><li>Trust is a key issue on the internet </li></ul><ul><ul><li>customers are expected to pay online </li></ul></ul><ul><ul><li>their information is tracked for personalized service or supply chain management </li></ul></ul>Trust building should be an integral part of a web site's marketing strategy.
  53. 53. Build Trust (2/3) <ul><li>Visitors may be more likely to buy from a site if they know a live person can be contacted. </li></ul>encounter problems require personal assistance exchange or return a purchase
  54. 54. Build Trust (3/3) <ul><li>Trust is an especially important issue with C2C transactions. </li></ul>
  55. 55. Site Environment/ Atmospherics Invite User-generated Content Build Trust Efficient and Timely Order Processing Customer Relationship Management (CRM) Pricing
  56. 56. Efficient and Timely Order Processing <ul><li>One of the strongest motivators for customers who make Web-based purchases is the ease of ordering. </li></ul><ul><li>If the online company follows through on its promises, it is more likely to build customer loyalty and receive referrals from satisfied customers. </li></ul><ul><li>Customer satisfaction or dissatisfaction can spread very quickly on the internet with just a few keystrokes. </li></ul>
  57. 57. Efficient and Timely Order Processing <ul><li>One way to assure customers is to provide automated e-mails at each step of the way, such as after the order is placed and then after it is shipped. </li></ul><ul><ul><li>[email_address] (Travelocity) </li></ul></ul><ul><ul><li>[email_address] (Bangkok Airways) </li></ul></ul><ul><ul><li>[email_address] (Southwest Airlines) </li></ul></ul><ul><ul><li>[email_address] (American Airlines) </li></ul></ul><ul><ul><li>itinerary@pcsoffice02.de (Lufthansa) </li></ul></ul><ul><ul><li>travelercare@orbitz.com (Orbitz) </li></ul></ul><ul><ul><li>[email_address] (United Airlines) </li></ul></ul><ul><ul><li>travel@expedia.com (Expedia) </li></ul></ul>
  58. 58. Site Environment/ Atmospherics Invite User-generated Content Build Trust Efficient and Timely Order Processing Customer Relationship Management (CRM) Pricing
  59. 59. Pricing (1/2) <ul><li>Pricing as a method of differentiation has come under scrutiny, especially for Web marketers. </li></ul><ul><li>Today, retailer prices are relatively comparable on the Web, although some companies, such as Buy.com, offer lower prices. </li></ul><ul><li>The majority of firms choose to differentiate themselves using methods other than pricing because pricing is easy to imitate and nonprice dif­ferentiation is more enduring for all but the price leaders. </li></ul>
  60. 60. Pricing (2/2) <ul><li>One viable pricing strategy is to offer free content that is ad supported </li></ul><ul><ul><li>CNN.com </li></ul></ul><ul><ul><li>competitors ─ The New York Times are offering paid subscriptions . </li></ul></ul>
  61. 61. Site Environment/ Atmospherics Invite User-generated Content Build Trust Efficient and Timely Order Processing Customer Relationship Management (CRM) Pricing
  62. 62. Customer Relationship Management <ul><li>As more firms shift away from price differentiation, customer relationship management (CRM) becomes more predominant as a means of differentiation. </li></ul>
  63. 63. Customer Relationship Management <ul><li>Netflix </li></ul><ul><ul><li>Receiving movies on DVD by mail </li></ul></ul><ul><ul><li>Subscribe one monthly plans can set up personal lists of the movies they want to rent. </li></ul></ul><ul><ul><li>No return deadlines or late-return penalties. </li></ul></ul><ul><ul><li>After viewing a movie, customers slip it into the prepaid return envelope to mail it back to Netflix. </li></ul></ul><ul><li>Most online retailers save customer purchase and credit card data in databases </li></ul><ul><ul><li>Make it very easy for repeat orders and future product recommendations. </li></ul></ul>
  64. 64. Site Environment/ Atmospherics Invite User-generated Content Build Trust Efficient and Timely Order Processing Customer Relationship Management (CRM) Pricing
  65. 65. User-generated Content (UGC) <ul><li>Every e-marketer can invite users to post comments on their Web sites and blogs and provide space for other user-generated content. </li></ul><ul><li>The key is to trust customers, listen to them, respond, and learn—otherwise accepting user-generated content will backfire. </li></ul>
  66. 66. Based and Strategies for Positioning
  67. 67. Based and Strategies for Positioning <ul><li>Positioning strategies help to create a desired image for a company and its products in the minds of a chosen user segment. </li></ul>
  68. 68. Based and Strategies for Positioning <ul><li>Positioning is the process of creating this image, and a position is the resulting view of the firm or brand from the consumer perspective. </li></ul>
  69. 69. Based and Strategies for Positioning <ul><li>Not only differentiate itself and its products, but also position itself among its competitors in the public’s mind to carve out its own market niche. </li></ul>
  70. 70. Based and Strategies for Positioning <ul><li>Company itself, the CEO, or individual products. </li></ul>
  71. 71. Based and Strategies for Positioning <ul><li>Rule of thumb for positioning. </li></ul>Mediocrity deserves no praise.
  72. 72. Based and Strategies for Positioning <ul><li>Positioning helps brand images. </li></ul>Marketing communication
  73. 73. Based and Strategies for Positioning <ul><li>Without a company’s positioning using incomplete or even inaccurate information. </li></ul>
  74. 74. Based and Strategies for Positioning <ul><li>E-marketers’ goal </li></ul><ul><ul><li>Build a strong and important defensible position </li></ul></ul><ul><ul><li>to the consumers than competitors. </li></ul></ul>
  75. 75. Based and Strategies for Positioning Product or Service Attribute Technology Positioning Benefit Positioning User Category Competitor Positioning Five Positioning Bases
  76. 76. Product or Service Attribute <ul><li>Attributes are product or service features </li></ul><ul><ul><li>Size, color, ingredients, speed, and so forth </li></ul></ul><ul><ul><ul><li>Amazon’s 1-Click checkout process </li></ul></ul></ul>
  77. 77. Product or Service Attribute <ul><li>Attributes are product or service features </li></ul><ul><ul><ul><li>Pillsbury </li></ul></ul></ul>http://www.youtube.com/watch?v=l_I3br9m-68
  78. 78. Based and Strategies for Positioning Product or Service Attribute Technology Positioning Benefit Positioning User Category Competitor Positioning Five Positioning Bases
  79. 79. Technology Positioning <ul><li>Technology attribute is important for online marketers </li></ul><ul><ul><li>Lands’ End </li></ul></ul>
  80. 80. Technology Positioning <ul><li>兩蔣文化園區 (Silverlight) </li></ul>
  81. 81. Based and Strategies for Positioning Product or Service Attribute Technology Positioning Benefit Positioning User Category Competitor Positioning Five Positioning Bases
  82. 82. Benefit Positioning <ul><li>What will the feature do for them? </li></ul><ul><li>Stronger basis for positioning </li></ul><ul><li>Customer orientation </li></ul><ul><ul><li>What will this product/service do for me? </li></ul></ul><ul><ul><li>Valvoline motor oil www.valvoline.com </li></ul></ul>
  83. 83. Based and Strategies for Positioning Product or Service Attribute Technology Positioning Benefit Positioning User Category Competitor Positioning Five Positioning Bases
  84. 84. User Category <ul><li>When segment has some unique quality that ties product benefits </li></ul><ul><ul><li>Eons www.eons.com (for baby boomers) </li></ul></ul><ul><ul><li>Kellogg’s www.kellogg.com </li></ul></ul><ul><ul><li>Yahoo! www.groups.yahoo.com </li></ul></ul>
  85. 85. Based and Strategies for Positioning Product or Service Attribute Technology Positioning Benefit Positioning User Category Competitor Positioning Five Positioning Bases
  86. 86. Competitor Positioning <ul><li>Many firms position by touting specific benefits that provide advantages over competitive offerings. </li></ul><ul><li>Online or off-line companies often position themselves </li></ul><ul><ul><li>against an entire industry </li></ul></ul><ul><ul><ul><li>&quot;I Can't Believe It's Not Butter&quot; margarine </li></ul></ul></ul><ul><ul><li>against a particular firm </li></ul></ul><ul><ul><ul><li>Amazon.com for toys </li></ul></ul></ul><ul><ul><li>according to relative industry position </li></ul></ul><ul><ul><ul><li>AOL is the instant messaging leader and MSN a challenger </li></ul></ul></ul>
  87. 87. Based and Strategies for Positioning Product or Service Attribute Technology Positioning Benefit Positioning User Category Competitor Positioning Five Positioning Bases
  88. 88. Integrator Positioning (1/9) <ul><li>Some companies want to be known for providing everything a consumer needs in a particular product category, industry, or even in general. </li></ul><ul><ul><li>Wal-Mart </li></ul></ul><ul><li>This strategy is particularly important online because busy consumers want convenience and one-stop shopping. </li></ul>
  89. 89. Integrator Positioning (2/9) <ul><li>Martha Stewart’s </li></ul><ul><ul><li>a wide spectrum of business units in one place. </li></ul></ul><ul><ul><li>the core identity of the brand </li></ul></ul><ul><ul><ul><li> improving the quality of living in the home and encouraging do-it-yourself ingenuity. </li></ul></ul></ul><ul><li>TheKnot.com </li></ul><ul><ul><li>offers everything to do with weddings, from gift registry to wedding planners and other consultants. </li></ul></ul>
  90. 90. Integrator Positioning (3/9) <ul><li>After the dot-com crash, online businesses positioned themselves differently from their first-round counterparts. </li></ul><ul><ul><li>In the first round of internet disruption, the online players were selling commodities: books, music, or stock trades. </li></ul></ul><ul><ul><li>all they cared about was price </li></ul></ul>
  91. 91. Integrator Positioning (4/9) <ul><li>Today's internet upstarts are pulling together more complex information and boiling it down so consumers can become smarter purchasers of a broader array of products and services&quot; (Mullaney, 2004). </li></ul><ul><ul><li>Real Estate </li></ul></ul><ul><ul><li>Jewelry </li></ul></ul><ul><ul><li>Hospitality Industries </li></ul></ul>
  92. 92. Integrator Positioning (5/9) <ul><li>zipRealty </li></ul><ul><ul><li>use software to show potential buyers photos and floor plans for scores of potential houses. </li></ul></ul><ul><ul><li>reduces the agent's work, zip-Realty can save consumers 20 percent to 25 percent off standard commissions. </li></ul></ul>
  93. 93. Integrator Positioning (6/9) <ul><li>LendingTree </li></ul><ul><ul><li>help brokers find clients more cheaply and quickly. </li></ul></ul><ul><ul><li>In exchange, brokers pay LendingTree up to 35 percent of their commission when they close a sale. </li></ul></ul><ul><ul><li>In 2003, LendingTree's referrals translated into about 7,000 home sales. </li></ul></ul>
  94. 94. Integrator Positioning (7/9) <ul><li>Blue Nile </li></ul><ul><ul><li>It has 115 full-time staffers and a 10,000-square-foot warehouse selling an estimated $129 million worth of jewelry! </li></ul></ul><ul><ul><li>bypasses the industry‘s tangled supply chain and deals directly with major suppliers through its own network online. </li></ul></ul>
  95. 95. Integrator Positioning (8/9) <ul><li>In the hospitality business </li></ul><ul><ul><li>more people booking rooms online </li></ul></ul><ul><li>Expedia </li></ul><ul><ul><li>gets a $106 nightly wholesale rate from the Dana Inn and Marina in San Diego for a June Sunday night, then charges the customer $132. </li></ul></ul>
  96. 96. Integrator Positioning (9/9) <ul><li>Web travel agencies can move market share to the hotels that give the agencies the discounts they want. This capability is crucial in an industry that is chronically overbuilt. </li></ul>Give web agents discounted rooms A hotel owner has two choices Let them sit empty
  97. 97. Repositioning Strategies (1/3) <ul><li>Positioning alone won't make a product successful. </li></ul><ul><ul><li>Marketers must also be sensitive to how the market perceives and subsequently views the company as well as the product. </li></ul></ul><ul><ul><li>Based on market feedback, a company must be flexible enough to react to those opinions by enhancing or modifying a position. </li></ul></ul>
  98. 98. Repositioning Strategies (2/3) <ul><li>Repositioning is the process of creating a new or modified brand, company, or product position. </li></ul><ul><ul><li>Companies face a long-term challenge when attempting to use repositioning to change the way customers perceive their brands. </li></ul></ul><ul><ul><li>Fortunately, companies can easily check on progress by tracking customers' preferences and habits on the internet. </li></ul></ul>
  99. 99. Repositioning Strategies (3/3) <ul><ul><li>started life as a network of internet guides </li></ul></ul>Search Engine Life Engine <ul><li>Repositioned </li></ul><ul><li>online guide  </li></ul><ul><li>web portal </li></ul><ul><li>Making content from its site </li></ul><ul><li>Downloadable </li></ul><ul><li>home PCs </li></ul><ul><li>PDAs </li></ul><ul><li>other wireless devices </li></ul><ul><li>My Yahoo! </li></ul>Goal <ul><li>Attract new customers </li></ul><ul><li>Keep them coming back to the site </li></ul><ul><li>Be perceived as the first place to go when looking for anything online </li></ul>
  100. 100. Summary
  101. 101. Differentiation <ul><li>Differentiation v.s. Positioning </li></ul>
  102. 102. E-Marketing Strategy Complete E-Marketing Strategy Differentiation & Positioning Strategies Consumer Behavior Online E-Marketing Research Segmentation & Targeting Strategies

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