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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
  • Transcript

    • 1. Leading through differentiation Copyright © Mark Т apley, 2009 Antonina Armashula Co-founder, Marketing Director Mark Tapley
    • 2. INTRO . ABOUT ME Copyright © Mark Т apley, 2009
    • 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.
      • Professional development events
      • Benchmarking research
      • Consulting
        • Marketing and Sales
        • HR and People Skills
        • Corporate Performance Improvement
        • Information Management
    • 4. Copyright © Mark Т apley, 2009 INTRO. OUR CLIENTS
    • 5. PORTER GENERIC STRATEGIES Copyright © Mark Т apley, 2009 Cost leadership Differentiation Market segmentation
    • 6. DIFFERENTIATION Copyright © Mark Т apley, 2009
      • Process of distinguishing a product or offering from others, to make it more attractive to a particular target market.
      • Demonstrating unique aspects of a firm’s product and creating a sense of value.
      • Must be valued by BUYERS
      • Need to differentiate from competitors’ products as well as firm’s own.
    • 7. 3V MODEL Copyright © Mark Т apley, 2009 Valued Customer Value Proposition Value Network London Business School, N.Kumar
    • 8. 3V . VALUED CUSTOMER Copyright © Mark Т apley, 2009 Strategic segments that require changes in the company, not just marketing mix
    • 9. VALUED CUSTOMER . EXAMPLE
      • Large enterprise
      • Have experience, trust and culture for investing in employees’ development
      • Have budget fro trainings, consulting
      • Consider educational events part of compensation or motivation of staff or partners
      • Events are the major communication channel with clients
      Copyright © Mark Т apley, 2009
    • 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. Copyright © Mark Тapley, 2009
      • Business travelers (company pays)
      • Entrepreneurs (self-paid)
      • Vacationers (self-paid)
      • Family-related (depends)
      AIRLINES. CUSTOMER SEGMENTS
    • 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. Copyright © Mark Тapley, 2009 TO PUT IT SIMPLY PRODUCT + SERVICE + PRICE + ATMOSPHERE + SMILE + EMOTIONS … = EVERYTING THAT CLIENT RECEIVES WHEN MAKING A PURCHASE
    • 14. EASYJET CASE
    • 15.
      • Isolate a relevant point-of-difference between you and one key competitor
      • Identify a single customer solving a specific problem
      • What is worrying the customer?
        • Costs, time, travel, risk, storage, handling, downtime, parts and supplies, training, productivity, replacement
      • What are you good at?
      • What are you bad at?
      ATTRIBUTE ANALYSIS
    • 16. ATTRIBUTE ANALYSIS Important So-so Not Food Safety Connections Departure time Frequent flyer program Price Close to city Internet access Duty free …
    • 17. FOUR QUESTIONS
      • Which attributes that our industry takes for granted should be eliminated?
      • Which attributes should be reduced to below industry standards?
      • Which attributes should be increased to above industry standards?
      • Which new attributes should be created that the industry has never offered?
      Kumar N. “Marketing as strategy”
    • 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.
    • 20.  
    • 21.  
    • 22. EXAMPLE: XIAMETER
    • 23. EXAMPLE: DJUICE DJUICE Player 2 Player 3
    • 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
    • 25. OPT-IN VS OPT-OUT
    • 26. Value + Losses Value - Cash back is more valuable than a price reduction. PSYCHOLOGY AND COMMUNICATION $2,500 cash back
    • 27. 3V. VALUE NETWORK Copyright © Mark Т apley, 2009 How to deliver our offer to our client at a profit
    • 28.
      • Decreasing variable costs
        • Unbundled the offer, eliminating services or reducing performance to
        • No free food or drink, lower secondary airport fees, lower commissions with direct channels, no printed ticket costs
      • Decreasing fixed costs
        • Low-cost headquarters, young staff, outsourcing, single plane type (1 st time purchasing, training costs), cost-saving culture
      • Generating additional revenue
        • Volumes via making fixed costs ‘sweat’
          • 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
          • More seats (no business class, no kitchen, minimal leg room)
        • Price discrimination (dynamic pricing)
        • Ancillary revenues (food, insurance, car rentals, etc.)
      EXAMPLE: EASYJET
    • 29. 100% shared with Kyivstar Separate & differentiated Music Games IVR Agents 100 UAH+ djuice GOAL VALUE NETWORK: EXAMPLE
    • 30.
    • 31. СПАСИБО! www.marktapley.com

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