Marketing in Technology-Based Business: Market Analysis and Marketing Strategy BLUE SAGE on Business Series

BLUE SAGE Model Market Strategy and Market Analysis

Market Analysis and Market Strategy Research your market Define the competition Develop a strategy for differentiation Define your target How is it segmented? Who are the players? How are my products and services different? What is the buyer’s behavior?

Research your market

Define the competition

Develop a strategy for differentiation

Define your target

How is it segmented?

Who are the players?

How are my products and services different?

What is the buyer’s behavior?

Analyzing Your Target Audience Develop a user profile Segment the market that you’re after Articulate Unique Selling Propositions (USP) for each segment Pinpoint the problems that each segment face, and opportunities for you to solve them

Develop a user profile

Segment the market that you’re after

Articulate Unique Selling Propositions (USP) for each segment

Pinpoint the problems that each segment face, and opportunities for you to solve them

Marketing Plan Concepts

Planning Your Market Entry Market Analysis Market Potential Market Segmentation Marketing Decision Making Product/service Pricing Promotion Distribution Customer Decision Making Market Position

Market Analysis

Market Potential

Market Segmentation

Marketing Decision Making

Product/service

Pricing

Promotion

Distribution

Customer Decision Making

Secondary Market Research Secondary Market Size Competitive Landscape Market Segmentation Target Identification Needs-based Buyer behavior Revenue potential Reachability Serviceability Market position Substitute solutions Today & tomorrow Customer profile

Problem definition Sampling Exploratory Descriptive Causal Trade surveys Observation Experiments Causal Models Secondary data Qualitative research Consumer surveys Fieldwork Data analysis Adapted from “Global Marketing”, Johny K. Johansen, 1998. Stages of Consumer Research Research design Measurement/ scaling Questionnaire construction

Information Overload There has been more information produced in the last 30 years than during the previous 5,000…. … and the information supply available to us doubles every 5 years.

Data collection and technique What will data be used for? Historical or futures? Quantitative vs. Qualitative output? Comparative information? Test concepts? What action will you take based on your findings?

What will data be used for?

Historical or futures?

Quantitative vs. Qualitative output?

Comparative information?

Test concepts?

What action will you take based on your findings?

How do I get there from here? Define your offering Identify your weak spots Establish competitive position Rethink any and all key decisions…... Sustain competitive advantage Regaining your position in the market is a lot more difficult the second time around

Define your offering

Identify your weak spots

Establish competitive position

Rethink any and all key decisions…...

Sustain competitive advantage

Regaining your position in the market is a lot more difficult the second time around

New Brands: The “Hierarchy of Effects” Awareness Interest Knowledge Satisfaction Thought Affect Affect Action Thought & Affect Action Action Attitude Liking Preference Trial Purchase Repeat Loyalty

Competitor Analysis How is the market segmented? Who are the key competitors in each segment? Do you compete in more than one segment? (or, could you….) Is the market large enough to support more than one segment leader? Can you anticipate the impact of channels, suppliers, and other competitors on your competition? Describe and analyze competitors' marketplace strategy, alliances and networks, assumptions, assets, capabilities, and culture; Project competitors' likely strategic moves and outcomes; Draw critical inferences from limited data about competitors' goals, mindsets, and behaviors Competitive Marketspace Competitive Strategy

How is the market segmented?

Who are the key competitors in each segment?

Do you compete in more than one segment? (or, could you….)

Is the market large enough to support more than one segment leader?

Can you anticipate the impact of channels, suppliers, and other competitors on your competition?

Describe and analyze competitors' marketplace strategy, alliances and networks, assumptions, assets, capabilities, and culture;

Project competitors' likely strategic moves and outcomes;

Draw critical inferences from limited data about competitors' goals, mindsets, and behaviors

In a Nutshell The data you get is only good if you use it well Data is not always king or queen…use your intuition Understand your market - what it is today and what it might be tomorrow Anticipate your competition…and how market changes will affect all of you.

The data you get is only good if you use it well

Data is not always king or queen…use your intuition

Understand your market - what it is today and what it might be tomorrow

Anticipate your competition…and how market changes will affect all of you.

Our approach is practical . Ideas are great, but results are what we measure. We combine (understanding business process + content expertise) with (innovation + execution) = winning results. Our organization includes more than 50 experts across a variety of disciplines located around the world under “one roof”. We can scale to meet our clients’ needs locally, nationally and globally. We implement quickly and completely, with our clients’ vision and objectives our primary goal. Then we measure the results. Tying Customer Needs to a Vision

Our approach is practical . Ideas are great, but results are what we measure.

We combine (understanding business process + content expertise) with (innovation + execution) = winning results.

Our organization includes more than 50 experts across a variety of disciplines located around the world under “one roof”. We can scale to meet our clients’ needs locally, nationally and globally.

We implement quickly and completely, with our clients’ vision and objectives our primary goal. Then we measure the results.

Revenue acceleration models and programs Optimizing sales performance for teams and sales managers Integrated resource and performance initiatives leadership development, team partnering, organizational integration Business process integration optimizing infrastructure with human resources Readily available tools and methodologies let us reach solutions and results quicker Experience in managing transitions Ability to integrate our activities with other internal and external groups Samples of Our Work

Revenue acceleration models and programs

Optimizing sales performance for teams and sales managers

Integrated resource and performance initiatives

leadership development, team partnering, organizational integration

Business process integration

optimizing infrastructure with human resources

Readily available tools and methodologies let us reach solutions and results quicker

Experience in managing transitions

Ability to integrate our activities with other internal and external groups

“ We work with organizations to successfully sell and market their products and services.”