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  • UB 50% Sab miller 35%
  • Transcript

    • 1.
    • 2. Marketing Strategy
      2
    • 3. Marketing as per Peter Drucker – the aim of marketing is to know and understand the customer so well that the product or service fits him and sells itself.
      Chartered institute of marketing– marketing as the process of discovering, expecting and suiting the customer needs and at the same time making profits.
      Marketing……
      3
    • 4. In Greek – strategos means to lead.
      To be successful in business an organization should plan to utilize available resource.
      Strategy helps organization to realize its mission and be successful.
      Strategy……….
      4
    • 5.
      • To achieve long term goals….
      • 6. Good Strategy ……
      What needs to be achieved?
      What it needs to be achieved?
      How it needs to be achieved?
      • Strategy helps….
      Business to develop.
      Sustain its competitive advantage.
      Build brand image.
      Enhance performance.
      Define market position.
      Create USP….
      Strategy………. In Business
      5
    • 7. What to do..
      What not to do…
      Who the customers are…
      What requirement of theirs to be met…
      At what price…
      Strategy………. Specifies…
      6
    • 8. Scope --- Type of businesses , Industries, market segments (company operates or plans to)..
      Goals --- Specific goals and objectives of the organization.
      Resource allocation --- Human & Financial.
      Optimal utilization of available resources.
      Sustainable competitive advantage --- comes from strength & core competence of organization.
      Synergy --- Combined effort of various group working together.
      Components of Strategy….
      7
    • 9. 8
    • 10. 9
    • 11. 10
    • 12. Focuses on product or market.
      Focuses on functional unit, department, or process within the business.
      Functional level strategy.
      11
    • 13. Strategic management & Marketing strategy
      12
    • 14. Competitive strategy refers to how a company competes in a particular business.
      Competitive strategy is concerned with how a company can gain a competitive advantage through a distinctive way of competing.
      Competitive Strategy
      13
    • 15. Sustainable competitive advantage is the focal point of your corporate strategy.  It allows the maintenance and improvement of your enterprise's competitive position in the market.
      It is an advantage that enables business to survive against its competition over a long period of time.
      Competitive Advantage of Corporate ………..
      14
    • 16. Hilton & Marriott
      Vs
      La Quinta Motor inns
      Marketing strategy & competitive advantage -- CS
      15
    • 17. Success in business depends on VISION & Competitive advantage.
      Vision vs. Mission
      Vision –where the co. expects to be in future.
      Mission –Basic purpose for which the co. is in business.
      Marketing strategy & Competitive advantage….
      16
    • 18. Business can achieve comp. Advantage by..
      Focus on customers..
      Analysis of requirements of buyers..
      Identify gaps in service provided by the competitor product/ service..
      Identifying unmet requirements.. To find opportunities..
      Customer satisfaction analysis..
      Competitive advantage..
      17
    • 19. Competence is the ability to perform a specific task, action or function successfully.
      Success of an organization lies in identifying its ability to identify, develop, and take advantage of its core competences..
      Competence..
      18
    • 20. Provide access to wide variety of market.
      Contributes by providing benefits which are perceived important by customer.
      Difficult for competitors to imitate.
      Core Competence advantage..
      19
    • 21. The link between the core competences and final product is CORE PRODUCT.
      Honda Engines -- CS
      Core Competence
      20
    • 22. Capability-based strategies
      Evaluation of these capabilities begins with a company capability profile, which examines a company's strengths and weaknesses in four key areas:
      managerial
      marketing
      financial
      technical
      Core competencies can be defined as the unique combination of the resources and experiences of a particular firm. It takes time to build these core competencies and they are difficult to imitate. Critical to sustaining these core competencies are their:
      Durability - their life span is longer than individual product or technology life-cycles.
      In transparency - it is difficult for competitors to imitate these competencies quickly.
      Immobility - these capabilities and resources are difficult to transfer.
      Core competence vs. capabilities
      21
    • 23. Can be defined as factors external to the system , yet have a affect on the system.
      Cs –KFC
      Marketing Enviorment
      22
    • 24. Environment…..
      23
    • 25. Identify the info. Required by the organization.
      Collection of info.
      Analysis of Info.
      Communicating results.
      Making decisions.
      Environment scanning
      24
    • 26. Swot Analysis…
      25
    • 27. DPM…… Directional Policy Matrix
      Leader - major resources are focused upon the SBU.
      Try harder - could be vulnerable over a longer period of time, but fine for now.
      Double or quit - gamble on potential major SBU's for the future.
      Growth - grow the market by focusing just enough resources here.
      Custodial - just like a cash cow, milk it and do not commit any more resources.
      Cash Generator - Even more like a cash cow, milk here for expansion elsewhere.
      Phased withdrawal - move cash to SBU's with greater potential.
      Divest - liquidate or move these assets on a fast as you can.
      26
    • 28. 27
    • 29. dogs are cash traps because of the money tied up in a business that has little potential.
      Question marks are growing rapidly and thus consume large amounts of cash, but because they have low market shares they do not generate much cash. The result is a large net cash consumption.
      Stars generate large amounts of cash because of their strong relative market share, but also consume large amounts of cash because of their high growth rate; therefore the cash in each direction approximately nets out.
      As leaders in a mature market, cash cows exhibit a return on assets that is greater than the market growth rate, and thus generate more cash than they consume.
      BCG matrix……
      28
    • 30. 29
    • 31. 30
    • 32. GENERIC STRATEGIES
      PORTERS THREE GENERIC STRATEGIES
      • COST LEADERSHIP STRATEGY
      • 33. DIFFERENTIATION STRATEGY
      • 34. FOCUS STRATEGY
      • 35. MARKET LEADER STRATEGIES
      POSITION DEFENCE
      MOBILE DEFENCE
      PREMPTIVE DEFENCE
      COUNTER OFFENSIVE DEFENCE
      FLANK POSITIONING DEFENCE
      STRATEGIC WITHDRAWL
      31
    • 36. MARKET CHALLENGER STRATEGIES
      DIRECT ATTACK
      ATTACKING COMPETITORS WEAKNESS
      ATTACKING COMPETITOR FROM ALL SIDES
      INDIRECT ATTACK
      GUERRILLA WARFARE
      32
    • 37. MARKET FOLLOWER STRATEGIES
      MARKET NICHER STRATEGIES
      MARKET PIONEER STRATEGIES
      RELATIONSHIP STRATEGIES
      33
    • 38. Marketing mix ---the “P”
      Relationship mix ---- “B”
      Product management & Analysis
      34
    • 39. 4 ‘P”
      Product
      Promotion
      Price
      Place
      Extended “P”
      People
      Physical evidence
      Process
      • Who are the customers?
      • 40. Who are the persons actually buying?
      • 41. What are they buying?
      • 42. Why are they buying?
      • 43. Whom are they buying from?
      • 44. How are they buying
      The “P” & “B”
      35
    • 45. PLC
      Develop strategy
      Turn around strategy
      Stabilize strategy
      Harvesting strategy
      36
    • 46. Strategies for the differing stages of the Product Life Cycle
      Introduction. --The need for immediate profit is not a pressure. The product is promoted to create awareness. If the product has no or few competitors, a skimming price strategy is employed. Limited numbers of product are available in few channels of distribution.
      Growth. -- Competitors are attracted into the market with very similar offerings. Products become more profitable and companies form alliances, joint ventures and take each other over. Advertising spend is high and focuses upon building brand. Market share tends to stabilize.
      Maturity.--Those products that survive the earlier stages tend to spend longest in this phase. Sales grow at a decreasing rate and then stabilize. Producers attempt to differentiate products and brands are key to this. Price wars and intense competition occur. At this point the market reaches saturation. Producers begin to leave the market due to poor margins. Promotion becomes more widespread and use a greater variety of media.
      Decline.-- At this point there is a downturn in the market. For example more innovative products are introduced or consumer tastes have changed. There is intense price-cutting and many more products are withdrawn from the market. Profits can be improved by reducing marketing spend and cost cutting.
      37
    • 47. Product levels
      38
    • 48. Porter's 5 Forces - Elements of Industry Structure
      39
    • 49. consumer buyer behaviour
      40
    • 50. 41
      Consumer Needs & Motivation
      Motivation is the driving force within individuals that impels them to action
      The driving force is produced by state of tension, which exists as a result of an unfulfilled need.
      Previous Learning
      Goal or
      Need Fulfillment
      Unfulfilled Needs,
      Wants & Desires
      Behavior
      Tension
      Drive
      Cognitive Processes
      Tension Reduction
    • 51. Consumer Package Goods (CPG) market that adopt the theory of running their business centered around Consumer, Shopper & Retailer needs.
      Marketing departments spend quality time looking for "Growth Opportunities" in their categories by identifying relevant insights (both mindsets and behaviors) on their target Consumers, Shoppers and retail partners.
      Growth Opportunities emerge from changes in market trends, segment dynamics changing and also internal brand or operational business challenges.
      The Consumer-Centric Business
      42
    • 52. Segmentation is a process of dividing the market into distinct subunits of customers with similar needs. (ATM… personalized banking)…
      Segmentation
      Market segment & positioning
      Mature & Declining markets J&J baby care products for adults
      Emerging markets( united breweries. Sab miller VS. Sappora
      Growth markets Mobile services -VAS
      43
    • 53. Positioning by attributes- Colgate for 12 hr protection, Volvo cars for safety,
      Positioning by price … Ariel as premium product,. Tide as low price product
      Positioning by product use … Sony Erricsson W800i as walkman..
      Positioning by product user --- pink RAZR as designer item.
      Positioning by product class --- rolex as best expensive watches
      Positioning with respect to competition -- Oil of olay vs. dove
      Positioning Strategy….
      44
    • 54. Customer analysis
      Price sales
      Ability to recall price –low.
      Similar price amongst competitors..
      Low price perceived by some as poor quality
      45
    • 55. Cost plus strategy---production cost + variable cost + profit margin.
      Target pricing strategy--- target return pricing:: to achieve target return on target achievement.
      Early cost recovery ---maximum profit return from the product at the earliest.
      Pricing strategy
      46
    • 56. Customer loyalty is widely accepted as being worth nurturing, but what are the main business factors that directly influence the loyalty of your customers?
      Customer loyalty
      47
    • 57. Customer loyalty
      48
      Nordstrom (www.nordstrom.com
    • 58. Customer loyalty matrix
      Loyals
      Fence sitters
      switchers
      49
    • 59. Analysis customer needs.
      There buying pattern.
      Ways in which they can be satisfied.
      Analysis use full in ::
      Identify the competition in the market.
      To identify ,why customer choose one product over the other.
      To analysis the present strategies of the co. vis. Competition.
      Customer analysis
      50
    • 60. Identify Competitor objectives
      51
    • 61. Laid back competitors.
      Aggressive competitors. ( HUL Pepsodent 102 % better)
      Selective competitors.
      Unpredictable competitors.
      Types of competitors
      52
    • 62. Identifying customers—who and how they are served.
      Identify current & potential competitors.
      Collect information about each competitor.
      Conduct in-depth analysis of each competitor.
      Comparison with competitors.
      Competition analysis
      53
    • 63. simple consistency - first order fit between each activity and the overall strategy
      reinforcing - second order fit in which distinct activities reinforce each other
      optimization of effort - coordination and information exchange across activities to eliminate redundancy and wasted effort
      How is competitive advantage implemented?
      54
    • 64. Difference in ORG. buying & individual buying…
      Org. buying involves multiple individuals in decision process.
      Governed by rules & standards.
      Organization buying behavior
      55
    • 65. Users.- who will use the purchase product.
      Buyers.-responsibility & authority for negotiating
      Influencers.-influence directly or indirectly ORG. decision process
      Deciders.-take final decision.
      gatekeepers.-control info. In buying centre
      Buying centre
      56
    • 66. 57
    • 67. Dividing the market into subunits of customers of similar needs…
      Then to identify the most profitable product segments and services that the ORG. can cater to….
      Segmentation
      58
    • 68. Customers response to product , positioning.
      Segments should respond differently to companies products.
      Action ability of segment-(focus on target buyers &not waste resource).
      Financial strength of the segment.
      Stability of segment—( financially attractive).
      Requirement of effective segmentation
      59
    • 69. Single seller or company controls the goods & service-prevents others from entering.
      E.g. – De beers control 90% of diamond mkt.
      Monopoly segment
      60
    • 70. Exists when few players are in market.
      Entry barriers like huge investment. E.g. –aluminum production ( Nalco, Balco, hindalco,)
      Opec.……
      Oligopoly
      61
    • 71. Case study Amul Pizza`s
      An unlikely entrant has stirred the pizza market in India. Indian company Amul, well known for its milk products, has introduced a pizza for 20 rupees (41 US cents), or one-third that charged by competitors.
      Amul is one of the largest food cooperatives in the world and carries immense financial and advertising clout. Its parent company, the Gujarat Cooperative Milk Marketing Federation (GCMMF), turned around 25 billion rupees last year. And even though they may not admit it, competitors have started tightening their belt, in different ways. ……………..
      Segmentation Invasion positioning & repositioning
      62
    • 72. Identify and serve small but very profitable segment.
      Identify specific & personalized needs of customer & fulfill them.
      Long term relation with customers & provide them the best service.
      Maybach
      Niche segment
      63
    • 73. Strategic analysis of MKT. segments
      64
    • 74. Who there customers are & who will purchase??
      SUBWAY……targeting strategy…
      Cadbury …. Rich & creamy chocolate…
      for weight conscious customers…. “Under 99 cal”
      Targeting strategy
      65
    • 75. Undifferentiated strategy..same marketing mix for all segments…e.g…South west airlines.. Same fare for all ..spot bookings only ..no advance reservations.
      Concentrated strategy…effort on a single segment…House of chanel- makes hand bags and perfumes…no advt. for bags& perfumes , are made on order only.
      Differentiated startegy….different strategy for two or more segments…Horlicks for sick persons as health drink & mothers and children--- a pleasurable nourishing drink .
      Targeting startegy
      66
    • 76. Positioning enables the customer to differentiate between competing products…
      Kinetic Zing…transport need for college going youngsters..
      designed to reflect the needs & life style of the segment…
      Zing rock series .. Dual tone colors…cell phone charger point..mobile holder..cola can holder
      Positioning startegy
      67
    • 77. Positioning strategy -- recall.
      Positioning by attributes- Colgate for 12 hr protection, Volvo cars for safety,
      Positioning by price … Ariel as premium product,. Tide as low price product
      Positioning by product use … Sony Erricsson W800i as walkman..
      Positioning by product user --- pink RAZR as designer item.
      Positioning by product class --- rolex as best expensive watches
      Positioning with respect to competition -- Oil of olay vs. dove
      68
    • 78. 1.Revamped position strategy
      Initially –basic product
      Attain maturity –add one or two features.
      2. Break free position strategy…
      changing the way the product is consumed.
      Dettol soap—anti septic soap –all purpose anti bacterial soap.
      position strategy…cont..
      69
    • 79. Identify competitor.
      Customers perception & evaluation.
      Competitor's position.
      Analyzing customer
      Market research techniques…..
      position strategy.. Implementation ???
      70

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