Marketing Management, 13e, Philip Kotler (PPT) ch 10
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Marketing Management, 13e, Philip Kotler (PPT) ch 10

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Marketing Management, 13e, Philip Kotler (PPT) ,

Marketing Management, 13e, Philip Kotler (PPT) ,
Principles of Marketing and Marketing Management,

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Marketing Management, 13e, Philip Kotler (PPT) ch 10 Marketing Management, 13e, Philip Kotler (PPT) ch 10 Presentation Transcript

  • 10 Crafting the Brand Positioning Marketing Management, 13th ed
  • Chapter Questions • How can a firm choose and communicate an effective positioning in the market? • How are brands differentiated? • What marketing strategies are appropriate at each stage of the product life cycle? • What are the implications of market evolution for marketing strategies? Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Positioning Victoria’s Secret Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • What is Positioning? Positioning is the act of designing the company’s offering and image to occupy a distinctive place in the mind of the target market. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Value Propositions • Perdue Chicken • More tender golden chicken at a moderate premium price • Domino’s • A good hot pizza, delivered to your door within 30 minutes of ordering, at a moderate price Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Competitive Frame of Reference Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Defining Associations Points-of-parity Points-of-difference (PODs) (POPs) • Attributes or benefits • Associations that consumers strongly are not necessarily associate with a unique to the brand brand, positively but may be shared evaluate, and believe with other brands they could not find to the same extent with a competitive brand Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • PODs and POPs Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Establishing Category Membership • This “four-in-one entertainment solution” from Konica failed to establish category membership Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Conveying Category Membership Announcing category benefits Announcing category benefits Comparing to exemplars Comparing to exemplars Relying on the product Relying on the product descriptor descriptor Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Consumer Desirability Criteria for PODs Relevance Relevance Distinctiveness Distinctiveness Believability Believability Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Deliverability Criteria for PODs Feasibility Feasibility Communicability Communicability Sustainability Sustainability Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Examples of Negatively Correlated Attributes and Benefits • Low-price vs. High quality • Taste vs. Low calories • Nutritious vs. Good tasting • Efficacious vs. Mild • Powerful vs. Safe • Strong vs. Refined • Ubiquitous vs. Exclusive • Varied vs. Simple Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Addressing negatively correlated PODs and POPs • Present separately • Leverage equity of another entity • Redefine the relationship Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Differentiation Strategies Product Personnel Channel Image Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Product Differentiation • • • • • • • Product form Features Performance Conformance Durability Reliability Reparability • • • • • • • • Style Design Ordering ease Delivery Installation Customer training Customer consulting Maintenance Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Personnel Differentiation: Singapore Airlines Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Channel Differentiation Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Image Differentiation Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Claims of Product Life Cycles • Products have a limited life • Product sales pass through distinct stages each with different challenges and opportunities • Profits rise and fall at different stages • Products require different strategies in each life cycle stage Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Figure 10.1 Sales and Product Life Cycle Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Figure 10.2 Common Product Life-Cycle Patterns Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Figure 10.3 Style, Fashion, and Fad Life Cycles Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • The Pioneer Advantage Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Figure 10.4 Long-Range Product Market Expansion Strategy Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Strategies for Sustaining Rapid Market Growth • Improve product quality, add new features, and improve styling • Add new models and flanker products • Enter new market segments • Increase distribution coverage • Shift from product-awareness advertising to product-preference advertising • Lower prices to attract the next layer of pricesensitive buyers Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Stages in the Maturity Stage Growth Stable Decaying maturity Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Marketing Product Modifications • Quality improvements • Feature improvements • Style improvements Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Marketing Program Modifications Prices Distribution Advertising Sales promotion Services Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Ways to Increase Sales Volume • • • • Convert nonusers Enter new market segments Attract competitors’ customers Have consumers use the product on more occasions • Have consumers use more of the product on each occasion • Have consumers use the product in new ways Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • A Product in Decline Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Market Evolution Stages Emergence Growth Maturity Decline Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Emerging Markets Latent Single-niche Multiple-niche Zibbie Zone is one of several Mass-market virtual worlds tied to toys. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Figure 10.5 Maturity Strategies Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Marketing Debate  Do brands have finite lives? Take a position: 1. Brands cannot be expected to last forever. or 2. There is no reason for a brand to ever become obsolete. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
  • Marketing Discussion  What strategies do firms use to try to position themselves on the basis of pairs of attributes and benefits? Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall