MM 2011.03

  • 644 views
Uploaded on

Marketing Management 03

Marketing Management 03

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
644
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
10
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Week 3
    Marketing Management
  • 2. Strategic Analysis
    External and Customer Analysis
    PPT 3-2
  • 3. External and Customer Analysis
    PPT 3-3
    “To be prepared is half the victory.”
    - Miguel Cervantes
  • 4. The Role of External Analysis
    Strategic Decisions
    • Where to compete
    • 5. How to compete
    External
    Analysis
    Identification
    • Trends/future events
    • 6. Threats/opportunities
    • 7. Strategic uncertainties
    Analysis
    • Information-need areas
    • 8. Scenario analysis
    Figure 3.1
  • 9. External Analysis
  • 10. Strategy funnel – industry side
    Environmental Trends
    Customer &Benefits
    IndustryStructure
    CompetitiveSpace
    Segment Size Channels
    Industry
    Market
    CompetitiveDynamics
    PerceptualSpace
    Strategic Positioning
    ValueProposition
  • 11. I. Environmental Scanning: STEEP analysis
    Macro-environment
    Socio-culturalForces
    OperatingEnvironment
    Union/employees
    Communities
    Firm/Organization
    StructureCultureCompetencies Resources
    TechnologicalForces
    PoliticalForces
    Trade Association
    Regulators
    Competitors
    Stockholders
    Creditors
    Suppliers
    EconomicForces
    EcologicalForces
    Customers
  • 12. OperatingEnvironment
    Union/employees
    Communities
    Firm/Organization
    StructureCultureCompetencies Resources
    Trade Association
    Regulators
    Competitors
    Stockholders
    Creditors
    Suppliers
    Customers
    Stakeholders shape the operating environment
    Macro-environment
    Socio-culturalForces
    TechnologicalForces
    PoliticalForces
    EconomicForces
    EcologicalForces
  • 13. Company competitive analysis
    How does each firm compete?
    Quality, service, low price, something else?
    How effective is each?
    How well designed are they to compete as they do?
    How powerful?
    What resources do they control? Money, people, influence...
    How aggressive?
    How hard do they compete? What’s their trajectory?
  • 14. Future GoalsVision statementManagerial behavior
    Current StrategyPrice, quality, distribution, resources
    Critical AssumptionsKey beliefsBlind spots
    CapabilitiesStrengths & weaknesses
    Competitor response profile
    Drivers
    Abilities
    Response ProfileSatisfied or ambitious?Likely next moves?Vulnerabilities?Sensitive spots? (What will provoke retaliation?)
  • 15. Market Share
    Quality
    Cost
    Effective-ness
    Aggres-siveness
    Power
    M
    Competitor1
    15%
    H
    H
    M
    H
    Competitor2
    25%
    very
    L
    L
    H
    L
    Competitor3
    5%
    M
    M
    L
    H
    Competitor4
    20%
    L
    L
    H
    slipping
    L
    Competitor5
    15%
    M
    M
    H
    Competitors table
    Organizes competitors using crucial dimensions of competition, plus effectiveness, power, trajectory, likely changes...
  • 16. Strategic groups
    Upscale Chains
    Price
    Diners/Family Style
    Fast Food
    Selection
    Groups of firms that pursue similar strategies with similar resources
  • 17. Example: Variation on Gartner’s Magic Quadrant
  • 18. Dynamic competitor analysis
    While useful, the competitor table and the strategic groups are essentially static.
    It is critical to make guesses about the future -- especially about when trends might stop and the ground might shift, and when new competitors might rise, or existing ones die.
  • 19. Exercise: Competitor analysis
    Make a competitors table, including:
    market share
    how they stack up on crucial dimensions of value
    effectiveness (star the most competent ones)
    resources (underline richest ones)
    aggressiveness (arrows to indicate trajectories)
    Note any natural groupings
    Note any likely changes
    New entrants, mergers, exits?
  • 20. Investment DecisionFour Sound Questions
    Should existing business area be liquidated, milked, maintain, or a target for investment?
    What growth directions should receive investment?
    Should there be market penetration, product expansion, or market expansion?
    Should new business areas be entered?
  • 21. Strategic Options
    What are the value propositions?
    What are the key success factors (KSF)?
    What assets and competencies should be created, enhanced or maintained?
    What strategies and programs should be implemented in functional areas?
    What should be the positioning strategy, segmentation strategy, distribution strategy, brand-building strategy, etc.
  • 22. Strategic Uncertainties
    External and Customer Analysis
    PPT 3-18
  • 23. Strategic Uncertainties
  • 24. Strategic Uncertaintiesvs. Strategic Decisions
    Strategic Uncertainties
    Will a major firm enter?
    Will a tofu-based dessert product be accepted?
    Will a technology be replaced?
    Will the dollar strengthen against an off-shore currency?
    Will computer-based operations be feasible with current technology?
    How sensitive is the market to price?
    Strategic Decisions
    Investment in a product market
    Investment in a tofu-based product
    Investment in a technology
    Commitment to off-shore manufacturing
    Investment in a new system
    A strategy of maintaining price parity
  • 25. Customer Analysis
    Segmentation
    Who are the biggest customers? The most profitable? The most attractive potential customers? Do the customers fall into any logical groups based on needs, motivations, or characteristics?
    How could the market be segmented into groups that would require a unique business strategy?
    Figure 3.2
  • 26. Judging a Segmentation Strategy
    Can a competitive offering be developed and implemented that will be appealing to the target segment?
    Can the appeal of the offering and the subsequent relationship with the target segment be maintained over time despite competitive responses?
    Is the resulting business from the target segment worthwhile, given the investment required to develop and market an offering tailored to it?
  • 27. How Should Segments be Defined?
    Customer Characteristics
    Geographic
    Type of organization
    Size of firm
    Lifestyle
    Sex
    Age
    Occupation
    Figure 3.3
  • 28. How Should Segments be Defined?
    Product-Related Approaches
    User type
    Usage
    Benefits sought
    Price sensitivity
    Competitor
    Application
    Brand loyalty
    Figure 3.3
  • 29. The Loyalty Matrix: Priorities
    Low
    Loyalty
    Moderate
    Loyalty
    Loyal
    Medium
    Highest
    High
    Customer
    Low
    to
    Medium
    Non-customer
    High
    Zero
    Figure 3.4
  • 30. Customer Analysis
    Customer Motivations
    What elements of the product/service do customers value most?
    What are the customers’ objectives? What are they really buying?
    How do segments differ in their motivation priorities?
    What changes are occurring in customer motivation? In customer priorities?
    Are there any “Hot Buttons” whose salience and impact on the market are significant and growing?
    Figure 3.2
  • 31. Customer Motivation Analysis
    Identify
    Motivations
    Group and
    Structure
    Motivations
    Assess
    Motivation
    Importance
    Assign Strategic
    Roles to Motivations
    Figure 3.6
  • 32. The Customer as Active Partner
    Encourage Active Dialogue
    Mobilize Customer Communities
    Manage Customer Diversity
    Co-creating Personalized Experiences
  • 33. Customer Analysis
    Unmet Needs
    Why are some customers dissatisfied? Why are some changing brands or suppliers?
    What are the severity and incidence of consumer problems?
    What are the unmet needs that customers can identify? Are there some of which consumers are unaware?
    Do these unmet needs represent leverage points for competitors?
    Figure 3.2
  • 34. Identifying Unmet Needs
    Conduct Market Research
    Use The Ideal Experience
    Use Creative Thinking
    Separate ideation from evaluation.
    Approach the problem from different mental and physical perspectives.
    Have a mechanism to take the most promising ideas and improve them until they turn into potential winners worth trying.
  • 35. Relevant Assets and Competencies
    Chapter 3 - Competitor Analysis
    PPT 3-31
    1)-What businesses have been successful over time?
    -What assets or competencies contributed to their success?
    -What businesses have had chronically low performance?
    -Why?
    -What assets or competencies do they lack?
  • 36. Relevant Assets and Competencies
    Chapter 3 - Competitor Analysis
    PPT 3-32
    -What are the key customer motivations?
    -What is needed to be preferred?
    -What is needed to be considered?
    -What is really important to the customer?
    What assets and competencies represent industry mobility (entry and exit) barriers?
  • 37. Relevant Assets and Competencies
    Chapter 3 - Competitor Analysis
    PPT 3-33
    4) -What are the significant value added components in the value chain?
    -Do any provide the potential to generate a competitive advantage?