Antonina Armashula Presentation

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  • Framework for analyzing and planning marketing strategy
  • Конечно же, прежде, чем что-то предлагать, надо еще и знать кому предлагать! Давайте рассмотрим пример авиалиний. Какие категории клиентов бывают? Кто, как нам известно, целевая низкобюджетных авиалиний типа ИзиДжет?
  • А если проще, то это:
  • Зная, что целевая аудитория – отдыхающие, и оплачивающие за перелет своими деньгами люди, изиДжет может провести анализ атрибутов и выяснить что важно для клиентов, а что не очень. Следующий шаг – определить чем ты будешь отличаться от других в отрасли по этим параметрам
  • Убрать – бесплатную еду Опустить – близость к центру города Лучшим – цена Новые – билет в один конец, безбилетная посадка
  • Зная, что целевая аудитория – отдыхающие, и оплачивающие за перелет своими деньгами люди, изиджет может провести анализ атрибутов и выяснить по каким точкам строить свое предложение. Вот пример кривых ценностного предложения для них и ближайшего конкурента
  • 02/10/11
  • 02/10/11
  • Antonina Armashula Presentation

    1. 1. Leading through differentiation Copyright © Mark Т apley, 2009 Antonina Armashula Co-founder, Marketing Director Mark Tapley
    2. 2. INTRO . ABOUT ME Copyright © Mark Т apley, 2009
    3. 3. INTRO. ABOUT MARK TAPLEY Copyright © Mark Т apley, 2009 We help top managers of Ukrainian companies solve their business challenges by integrating global expertise into their everyday work. <ul><li>Professional development events </li></ul><ul><li>Benchmarking research </li></ul><ul><li>Consulting </li></ul><ul><ul><li>Marketing and Sales </li></ul></ul><ul><ul><li>HR and People Skills </li></ul></ul><ul><ul><li>Corporate Performance Improvement </li></ul></ul><ul><ul><li>Information Management </li></ul></ul>
    4. 4. Copyright © Mark Т apley, 2009 INTRO. OUR CLIENTS
    5. 5. PORTER GENERIC STRATEGIES Copyright © Mark Т apley, 2009 Cost leadership Differentiation Market segmentation
    6. 6. DIFFERENTIATION Copyright © Mark Т apley, 2009 <ul><li>Process of distinguishing a product or offering from others, to make it more attractive to a particular target market. </li></ul><ul><li>Demonstrating unique aspects of a firm’s product and creating a sense of value. </li></ul><ul><li>Must be valued by BUYERS </li></ul><ul><li>Need to differentiate from competitors’ products as well as firm’s own. </li></ul>
    7. 7. 3V MODEL Copyright © Mark Т apley, 2009 Valued Customer Value Proposition Value Network London Business School, N.Kumar
    8. 8. 3V . VALUED CUSTOMER Copyright © Mark Т apley, 2009 Strategic segments that require changes in the company, not just marketing mix
    9. 9. VALUED CUSTOMER . EXAMPLE <ul><li>Large enterprise </li></ul><ul><li>Have experience, trust and culture for investing in employees’ development </li></ul><ul><li>Have budget fro trainings, consulting </li></ul><ul><li>Consider educational events part of compensation or motivation of staff or partners </li></ul><ul><li>Events are the major communication channel with clients </li></ul>Copyright © Mark Т apley, 2009
    10. 10. VALUED CUSTOMER . EXAMPLE Basic Active Usage Green field Competitor #2 Influence Popular guy Friends Buyer Together with parents Self Payer Parents (60%) Parents (40%) Criteria Functional, Price limit Price to peers, Image 3 year position in segment Strong Weak Age 10-18 8-30 Town size Less than 20K More than 20K Idol Big city students ? Other comments Regional offers? Wallet share possibly bigger Heavy VAS users
    11. 11. Copyright © Mark Тapley, 2009 <ul><li>Business travelers (company pays) </li></ul><ul><li>Entrepreneurs (self-paid) </li></ul><ul><li>Vacationers (self-paid) </li></ul><ul><li>Family-related (depends) </li></ul>AIRLINES. CUSTOMER SEGMENTS
    12. 12. 3V . VALUE PROPOSITION Copyright © Mark Т apley, 2009 Offer that describes the quantifiable benefits that individuals or organizations making an offer promise to deliver. Its development is based on a review and analysis of the benefits, costs and value that an organization can deliver to its customers.
    13. 13. Copyright © Mark Тapley, 2009 TO PUT IT SIMPLY PRODUCT + SERVICE + PRICE + ATMOSPHERE + SMILE + EMOTIONS … = EVERYTING THAT CLIENT RECEIVES WHEN MAKING A PURCHASE
    14. 14. EASYJET CASE
    15. 15. <ul><li>Isolate a relevant point-of-difference between you and one key competitor </li></ul><ul><li>Identify a single customer solving a specific problem </li></ul><ul><li>What is worrying the customer? </li></ul><ul><ul><li>Costs, time, travel, risk, storage, handling, downtime, parts and supplies, training, productivity, replacement </li></ul></ul><ul><li>What are you good at? </li></ul><ul><li>What are you bad at? </li></ul>ATTRIBUTE ANALYSIS
    16. 16. ATTRIBUTE ANALYSIS Important So-so Not Food Safety Connections Departure time Frequent flyer program Price Close to city Internet access Duty free …
    17. 17. FOUR QUESTIONS <ul><li>Which attributes that our industry takes for granted should be eliminated? </li></ul><ul><li>Which attributes should be reduced to below industry standards? </li></ul><ul><li>Which attributes should be increased to above industry standards? </li></ul><ul><li>Which new attributes should be created that the industry has never offered? </li></ul>Kumar N. “Marketing as strategy”
    18. 18. Safety Punctuality Low price Comfort Convenience Frills Miles Destinations 1. __________________ 2. __________________ 3. __________________ 4. __________________ 5. __________________ 6. __________________ 7. __________________ 8. __________________ 9. __________________ 10. __________________ 1. __________________ 2. __________________ 4. __________________ 5. __________________ 6. __________________ 7. __________________ 8. _________________ 9. __________________ 10. __________________ – – High Med. Low Customer benefits Performance
    19. 19.
    20. 22. EXAMPLE: XIAMETER
    21. 23. EXAMPLE: DJUICE DJUICE Player 2 Player 3
    22. 24. The share of a product increases when it is the intermediate option but decreases when it is an extreme option DIFFERENTIATION VS CANNIBALIZATION Tall Grande Venti
    23. 25. OPT-IN VS OPT-OUT
    24. 26. Value + Losses Value - Cash back is more valuable than a price reduction. PSYCHOLOGY AND COMMUNICATION $2,500 cash back
    25. 27. 3V. VALUE NETWORK Copyright © Mark Т apley, 2009 How to deliver our offer to our client at a profit
    26. 28. <ul><li>Decreasing variable costs </li></ul><ul><ul><li>Unbundled the offer, eliminating services or reducing performance to </li></ul></ul><ul><ul><li>No free food or drink, lower secondary airport fees, lower commissions with direct channels, no printed ticket costs </li></ul></ul><ul><li>Decreasing fixed costs </li></ul><ul><ul><li>Low-cost headquarters, young staff, outsourcing, single plane type (1 st time purchasing, training costs), cost-saving culture </li></ul></ul><ul><li>Generating additional revenue </li></ul><ul><ul><li>Volumes via making fixed costs ‘sweat’ </li></ul></ul><ul><ul><ul><li>More daily flights via quick plane turn-around times: Boarding (no seat assignments), secondary airports (less congestion), point-to-point (no waiting for connections), one plane type (inter-changeable pilots & attendants, spare parts, technical service), early check-in requirement, staff in-flight cleaning, pilot culture, no kitchen </li></ul></ul></ul><ul><ul><ul><li>More seats (no business class, no kitchen, minimal leg room) </li></ul></ul></ul><ul><ul><li>Price discrimination (dynamic pricing) </li></ul></ul><ul><ul><li>Ancillary revenues (food, insurance, car rentals, etc.) </li></ul></ul>EXAMPLE: EASYJET
    27. 29. 100% shared with Kyivstar Separate & differentiated Music Games IVR Agents 100 UAH+ djuice GOAL VALUE NETWORK: EXAMPLE
    28. 30.
    29. 31. СПАСИБО! www.marktapley.com

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