What the gurus say


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What the gurus say

  1. 1. Strategic Brand ManagementSeriesSlide Presentation 1By Suhas WadwalkarWhat the Gurus Say!
  2. 2. Peter Drucker Philip KotlerIgor AnsoffTheodore LevittTom PetersJagdish ShethC K PrahladThe Gurus of StrategyKevin KellerAlbertHumphrey
  3. 3. The Father of Strategic ManagementIgor AnsoffDevelopedProduct-Market Growth Matrixa tool he created to plot generic strategiesfor growing a business via existing or newproducts, in existing or new markets.
  4. 4. Igor AnsoffAnsoff’s Matrix
  5. 5. Consolidate current market position byfocusing attention and Initiatingmarketing activities in the area ofcompetitive advantageThe strategy choiceIgor Ansoff
  6. 6. Build on existing knowledge to explorenew opportunities.Invest in R & D, modifications, etc.Example: Unilevers 3 in 1 dishwasher tablet toreplace salt, detergent & rinse agentsThe strategy choiceIgor Ansoff
  7. 7. Extend current products to new markets,new sales areas, segments, Uses.Consider export or licensing.Example : McDonalds spreading across the worldIgor AnsoffThe strategy choice
  8. 8. Horizontal diversification activities that arecomplimentary to the company’s existingactivities.Vertical diversification. Downwardintegration leading to precedingStage of production & upward to thesucceeding stage of productionConglomerate diversification where thereis no relation to the current businessactivities.The strategy choiceIgor Ansoff
  9. 9. Boston Consultancy GroupCreated by Bruce HendersonUsed as an analytical tool in brandmarketing, product management, strategicmanagement and portfolio analysis.GrowthShareMatrix
  10. 10. The BCG MatrixRelative market shareHighLowMarketGrowthRate HighLow
  11. 11. High growth / high shareThe ‘stars’ generate good incomealthough they consume heavyresources.Need to be supported as they havethe potential to become future ‘cashcows’.Eg. Chronic segmentThe BCG Matrix
  12. 12. The BCG MatrixLow growth / High shareThese are called ‘cash cows’ which generatemore revenues than they consume.Surplus revenues can be used to launch newproducts and support them .Eg. Unienzyme
  13. 13. High growth / low shareThe problem kids consume lots ofenergy but the return is meagre.Need to be supported since they holdpromise of better future – InfluenzavaccineThe BCG Matrix
  14. 14. The BCG MatrixLow growth / low shareThe dogs are products with low shareand low market growth potential.They tend to become loss makers infuture – Parenteral iron
  15. 15. The poet laureate of Marketing AcademyKnown for the concept‘Marketing Myopia’ & ‘Globalization’He was the first guru to present his thoughtson PLC management from its birth tillretirementTheodore Levitt
  16. 16. Time ScaleTheodore LevittProduct life Cycle Stages & ManagementSales
  17. 17. Product life Cycle concept & ManagementIntroduction stageThe demand needs to be ‘created’Product needs to gain a foot hold inthe market Sales are slow & creepy.Competition is limitedTheodore Levitt
  18. 18. Growth stageProduct acceptance gains groundSales start rising rapidlyCompetitors enter the marketProduct differentiation needs to beestablishedMarketing efforts are stepped upProduct life Cycle concept & ManagementTheodore Levitt
  19. 19. Maturity stagePeak volumes are reachedSales growth stagnatesMarket gets saturatedPrice competition intensifiesProfits are all time highCustomer services need to be stepped upProduct life Cycle concept & ManagementTheodore Levitt
  20. 20. Decline stageProduct gets irrelevant at the marketplaceSales start dippingProfits start decliningInnovation is requiredEg. New drug delivery systemsNeed to look at possibilities of brandextensionProduct life Cycle concept & ManagementTheodore Levitt
  21. 21. Multinational MarketingM9M10M7M1M11M3M2M8M4M5M6Theodore Levitt
  22. 22. Global MarketingWorldas 1 marketTheodore LevittGlobalization or Glocalization?
  23. 23. The glocalized brand
  24. 24. Mr Humph of Stanford Research InstituteKnown for his contribution to‘SWOT analysis’ & ‘Stake holders concept’SWOT is technique used to evaluate internal &external factors involved in a project, ventureor productAlbert Humphrey
  25. 25. ThreatsInternalExternalAlbert Humphrey
  26. 26. What are we good atand are doing wellProduct qualityProfitable marginsStrong sales forcePowerful marketingWide distributionBackward integrationAlbert Humphrey
  27. 27. What are we not good atand are not doing wellPoor product qualityPoor marginsWeak sales forceSluggish marketingLimited distributionInadequate backward integrationAlbert Humphrey
  28. 28. Favorable events & trendsMarket growthEconomic boostPositive customer trendModerate competitionScope to expandAlbert Humphrey
  29. 29. ThreatsUnfavorable events & trendsMarket saturationEconomic meltdownNegative customer responseStiff competitionGovernment obstaclesPoor raw material availabilityAlbert Humphrey
  30. 30. By Suhas WadwalkarStrategic Brand ManagementSeriesTo continue