Marketing Management<br />Stephan Langdon, MBA, M.Ed.<br />
Week 4<br />
PPT 4-3<br />Dimensions of a Market Analysis<br />Emerging submarkets<br />Actual and potential market and submarket size<...
Emerging Submarkets<br />Relevance!<br />PPT 4-4<br />
Chapter 4 - Market and Submarket Analysis<br />PPT 4-5<br />Marketing the Wrong Product<br />SUV<br />Hybrid<br />
PPT 4-6<br />Customer Decision Process<br />Brand Preference<br />Brand Relevance<br />Determine Brands to Consider<br />S...
Lexus
BMW
Mercedes
Mercedes</li></li></ul><li>Chapter 4 - Market and Submarket Analysis<br />PPT 4-7<br />Questions to Help Structure a Marke...
Chapter 4 - Market and Submarket Analysis<br />PPT 4-8<br />Questions to Help Structure a Market Analysis<br />Profitabili...
Chapter 4 - Market and Submarket Analysis<br />PPT 4-9<br />Questions to Help Structure a Market Analysis<br />Distributio...
Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 		          7-10<br />Characteristics of Business Ma...
Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 		          7-11<br />Buying Situation<br />Straight...
Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 		          7-12<br />Systems Buying and Selling<br ...
Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 		          7-13<br />The Buying Center<br />Initiat...
Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 		          7-14<br />Sales Strategies<br />Key Buyi...
Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 		          7-15<br />Stages in the Buying Process: ...
Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 		          7-16<br />Table 7.2 Buygrid Framework <b...
Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 		          7-17<br />Forms of Electronic Marketplac...
 Vertical markets
 Pure play auction sites
 Spot markets
 Private exchanges
 Barter markets
 Buying alliances</li></li></ul><li>Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 		          7-18...
Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 		          7-19<br />Table 7.3 Vendor Analysis<br />
Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 		          7-20<br />Establishing Corporate Trust a...
Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 		          7-21<br />Factors Affecting Buyer-Suppli...
Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 		          7-22<br />Categories of Buyer-Seller Rel...
Chapter 4 - Market and Submarket Analysis<br />PPT 4-23<br />Detecting Maturity and Decline<br />Price pressure caused by ...
A group of organizations (i.e., sellers) offering goods or services that are similar and close substitutes for one another...
Is the market vs. industry  distinction important?Why or why not?<br />
Does industry attractiveness matter? Why or why not?<br />
A Tool for Assessing Industry Attractiveness: Porter’s Five Forces<br />Threat of new<br /> entrants<br />Bargaining <br /...
Porter: Win - Lose<br />“  The implicit essence of Porter’s theory is that corporate competitiveness play is a “win by som...
Sixth Force<br />
Downes’ Three new Forces<br />
Chapter 4 - Market and Submarket Analysis<br />PPT 4-31<br />Risks of<br /> High-Growth <br />Market<br />Competitive Risk...
 Superior competitive entry</li></ul>Firm Limitations<br /><ul><li> Resource constraints
 Distribution unavailable</li></ul>Market Changes<br /><ul><li>	Changing KSFs
 New technology
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2011.04 Marketing Management

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2011.04 Marketing Management

  1. 1. Marketing Management<br />Stephan Langdon, MBA, M.Ed.<br />
  2. 2. Week 4<br />
  3. 3. PPT 4-3<br />Dimensions of a Market Analysis<br />Emerging submarkets<br />Actual and potential market and submarket size<br />Market and submarket growth<br />Market and submarket profitability<br />Cost structure<br />Distribution systems<br />Trends and developments<br />Key success factors<br />
  4. 4. Emerging Submarkets<br />Relevance!<br />PPT 4-4<br />
  5. 5. Chapter 4 - Market and Submarket Analysis<br />PPT 4-5<br />Marketing the Wrong Product<br />SUV<br />Hybrid<br />
  6. 6. PPT 4-6<br />Customer Decision Process<br />Brand Preference<br />Brand Relevance<br />Determine Brands to Consider<br />Select Product Category or Subcategory<br /> Select Brand to Buy<br /><ul><li>SUV
  7. 7. Lexus
  8. 8. BMW
  9. 9. Mercedes
  10. 10. Mercedes</li></li></ul><li>Chapter 4 - Market and Submarket Analysis<br />PPT 4-7<br />Questions to Help Structure a Market Analysis<br />Submarkets<br />Are augmented products, emerging niches, trend toward systems, new applications, repositioned product classes, customer trends, or new technologies creating worthwhile submarkets? How should they be defined?<br />Size and Growth<br />Potentially important submarkets? Size and growth characteristics? Submarkets declining? How fast? Driving forces behind the trends?<br />Figure 4.1<br />
  11. 11. Chapter 4 - Market and Submarket Analysis<br />PPT 4-8<br />Questions to Help Structure a Market Analysis<br />Profitability<br />How intense is the competition among existing firms? Threats from potential entrants and substitute products? Bargaining power of suppliers and customers? Attractive/profitable markets or submarkets?<br />Cost Structure<br />Major cost and value-added components for various types of competitors?<br />Figure 4.1<br />
  12. 12. Chapter 4 - Market and Submarket Analysis<br />PPT 4-9<br />Questions to Help Structure a Market Analysis<br />Distribution Systems<br /> Alternative channels of distribution? How are they changing?<br />Market Trends<br />Key Success Factors<br /> Key success factors, assets, and competencies to compete successfully? Can assets and competencies of competitors be neutralized?<br />Figure 4.1<br />
  13. 13. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 7-10<br />Characteristics of Business Markets<br />Fewer, larger buyers<br />Close supplier-customer relationships<br />Professional purchasing<br />Many buying influences<br />Multiple sales calls<br />Derived demand<br />Inelastic demand<br />Fluctuating demand<br />Geographically concentrated buyers<br />Direct purchasing<br />
  14. 14. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 7-11<br />Buying Situation<br />Straight rebuy<br />Modified rebuy<br />New task<br />
  15. 15. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 7-12<br />Systems Buying and Selling<br />Turnkey solution <br />desired;<br />Bids solicited<br />System <br />subcomponents<br />assembled<br />Prime<br />Contractors<br />Second-tier<br />Contractors<br />
  16. 16. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 7-13<br />The Buying Center<br />Initiators<br />Users<br />Influencers<br />Deciders<br />Approvers<br />Buyers<br />Gatekeepers<br />
  17. 17. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 7-14<br />Sales Strategies<br />Key Buying <br />Influencers<br />SmallSellers<br />Multilevel<br />In-depth<br />Selling<br />Large Sellers<br />
  18. 18. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 7-15<br />Stages in the Buying Process: Buyphases<br />Problem recognition<br />General need description<br />Product specification<br />Supplier search<br />Proposal solicitation<br />Supplier selection<br />Order-routine specification<br />Performance review<br />
  19. 19. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 7-16<br />Table 7.2 Buygrid Framework <br />
  20. 20. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 7-17<br />Forms of Electronic Marketplaces<br /><ul><li> Catalog sites
  21. 21. Vertical markets
  22. 22. Pure play auction sites
  23. 23. Spot markets
  24. 24. Private exchanges
  25. 25. Barter markets
  26. 26. Buying alliances</li></li></ul><li>Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 7-18<br />Methods of e-Procurement<br />Websites organized using vertical hubs<br />Websites organized using functional hubs<br />Direct extranet links to major suppliers<br />Buying alliances<br />Company buying sites<br />
  27. 27. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 7-19<br />Table 7.3 Vendor Analysis<br />
  28. 28. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 7-20<br />Establishing Corporate Trust and Credibility<br />Expertise<br />Likeability<br />Trustworthiness<br />
  29. 29. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 7-21<br />Factors Affecting Buyer-Supplier Relationships<br />Availability of <br />alternatives<br />Importance of<br />supply<br />Supply market<br />dynamism<br />Complexity of<br />supply<br />
  30. 30. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 7-22<br />Categories of Buyer-Seller Relationships<br />Basic buying and selling<br />Bare bones<br />Contractual transaction<br />Customer supply<br />Cooperative systems<br />Collaborative<br />Mutually adaptive<br />Customer is king<br />
  31. 31. Chapter 4 - Market and Submarket Analysis<br />PPT 4-23<br />Detecting Maturity and Decline<br />Price pressure caused by overcapacity and the lack of product differentiation<br />Buyer sophistication and knowledge<br />Substitute products or technologies<br />Saturation<br />No growth sources<br />Customer disinterest<br />
  32. 32. A group of organizations (i.e., sellers) offering goods or services that are similar and close substitutes for one another<br />What’s an industry?<br />
  33. 33. Is the market vs. industry distinction important?Why or why not?<br />
  34. 34. Does industry attractiveness matter? Why or why not?<br />
  35. 35. A Tool for Assessing Industry Attractiveness: Porter’s Five Forces<br />Threat of new<br /> entrants<br />Bargaining <br />power<br />of suppliers<br />Bargaining<br />power<br />of buyers<br />Rivalry among <br />existing industry <br />firms<br />Threat of substitute <br />products<br />Source: Adapted from Michael E. Porter, “Industry Structure and Competitive Strategy: Keys to Profitability,” Financial Analysts Journal, July-August 1980, p. 33.<br />
  36. 36. Porter: Win - Lose<br />“ The implicit essence of Porter’s theory is that corporate competitiveness play is a “win by some - lose by some” play, where the firms which are competitively agile will alone sustain themselves and grow. In a sense Porter’s theory reflects modern corporate Darwinism where only the fittest would survive.”<br />
  37. 37. Sixth Force<br />
  38. 38. Downes’ Three new Forces<br />
  39. 39. Chapter 4 - Market and Submarket Analysis<br />PPT 4-31<br />Risks of<br /> High-Growth <br />Market<br />Competitive Risk<br /><ul><li> Overcrowding
  40. 40. Superior competitive entry</li></ul>Firm Limitations<br /><ul><li> Resource constraints
  41. 41. Distribution unavailable</li></ul>Market Changes<br /><ul><li> Changing KSFs
  42. 42. New technology
  43. 43. Disappointing growth
  44. 44. Price instability</li></ul>Figure 4.5<br />
  45. 45. Political-Legal Environment<br />Increase in <br />business legislation<br />Growth of special<br />interest groups<br />
  46. 46. 3-33<br />MIS Systems Provide Information on Buyer Preferences and Behavior:Dupont’s Pillow Study<br />Pillow Segments<br />23% - stackers<br />20% - plumpers<br />16% - rollers or folders<br />16% - cuddlers<br />10% - smashers<br />
  47. 47. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 3-34<br />What is a Marketing Information System (MIS)?<br />A marketing information system consists of people, equipment, and procedures to gather, sort, analyze, evaluate, and distribute needed, timely, and accurate information to marketing decision makers. <br />
  48. 48. Internal Records and Marketing Intelligence<br />Order-to-Payment<br />Cycle<br />Sales <br />Information<br />System<br />Databases,<br />Warehousing, <br />Data Mining<br />Marketing<br />Intelligence<br />System<br />
  49. 49. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 4-36<br />The Measures of Market Demand<br />Potential<br />Market<br />Available<br />Market<br />Penetrated<br />Market<br />Target<br />Market<br />
  50. 50. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 4-37<br />Figure 4.4 Ninety Types of Demand Measurement<br />
  51. 51. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 4-38<br />Figure 4.5 Market Demand Functions<br />
  52. 52. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 4-39<br />Figure 4.5 Market Demand Functions<br />
  53. 53. Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 4-40<br />Table 4.6 Calculating Brand Development Index<br />
  54. 54. 41<br />The Conentional Marketing Mix<br />
  55. 55. Plus 4 P’s<br />
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