The Customer-Company Interaction MKT628 – Prof Viar
The Importance of Strategy <ul><li>To know where you’re going </li></ul><ul><ul><li>Would you tell me, please, which way I...
Types of Planning <ul><li>Strategic Planning  (where do you want to go?) </li></ul><ul><ul><li>Firm-level thinking </li></...
The Role of Strategic Marketing <ul><li>Within an SBU </li></ul><ul><ul><li>Strategic business unit (SBU)  a unit of the c...
The Purpose of Planning <ul><li>Two primary activities </li></ul><ul><ul><li>Defining opportunities and objectives </li></...
Competitive Advantage and the Internet <ul><li>Defining opportunities (Planning) </li></ul><ul><ul><li>Consumers </li></ul...
The Shape of Marketing Planning STRATEGY MARKETING PROCESSES BUSINESS MODEL PLANNING DOING
The Internet Affects  Planning <ul><li>Motivation for planning </li></ul><ul><li>Processes for planning </li></ul><ul><li>...
The Internet Affects  Implementation <ul><li>Change issues </li></ul><ul><ul><li>From revolution to evolution </li></ul></...
What’s Your Model? <ul><li>Many web business models: simplify… </li></ul><ul><ul><li>Product focus </li></ul></ul><ul><ul>...
Building a better model <ul><li>Key ingredients </li></ul><ul><ul><li>Traditional models </li></ul></ul><ul><ul><ul><li>Cu...
The Value Proposition <ul><li>Product innovation focus </li></ul><ul><ul><li>Image (brand building) </li></ul></ul><ul><ul...
The Customer-Company Interaction <ul><li>The value of information </li></ul><ul><ul><li>Profiling </li></ul></ul><ul><ul><...
The Infrastructure <ul><li>Value Chain Configuration </li></ul><ul><li>Strategic partnerships and alliances </li></ul><ul>...
The Revenue Stream  <ul><li>Revenue focus </li></ul><ul><ul><li>Traditional (consumer pays) </li></ul></ul><ul><ul><ul><li...
Uncovering the Value Proposition <ul><li>Defining opportunities </li></ul><ul><ul><li>Marketing research (next class) </li...
<ul><li>Questions? </li></ul>
Upcoming SlideShare
Loading in …5
×

The Customer Company Interaction

849 views

Published on

Published in: Business, Career
  • Be the first to comment

  • Be the first to like this

The Customer Company Interaction

  1. 1. The Customer-Company Interaction MKT628 – Prof Viar
  2. 2. The Importance of Strategy <ul><li>To know where you’re going </li></ul><ul><ul><li>Would you tell me, please, which way I ought to go from here? asked Alice. </li></ul></ul><ul><ul><li>That depends a good deal on where you want to get to, said the Cat. </li></ul></ul><ul><ul><li>I don’t much care where, said Alice. </li></ul></ul><ul><ul><li>Then it doesn’t matter which way you go, said the Cat. </li></ul></ul><ul><ul><ul><ul><ul><li>(Carroll, AAinW ) </li></ul></ul></ul></ul></ul><ul><li>To not get there alone </li></ul><ul><ul><li>With others in the organization </li></ul></ul><ul><ul><li>Profitably… </li></ul></ul><ul><li>To outlast your competition </li></ul>
  3. 3. Types of Planning <ul><li>Strategic Planning (where do you want to go?) </li></ul><ul><ul><li>Firm-level thinking </li></ul></ul><ul><ul><li>Overarching goal of long-run survival </li></ul></ul><ul><ul><li>Relationship of firm to environment </li></ul></ul><ul><li>Marketing Planning (how are you going to get there?) </li></ul><ul><li> Strategic marketing </li></ul><ul><ul><li>Product/market scope of a business </li></ul></ul><ul><ul><li>Where, when and how to compete </li></ul></ul><ul><li> Marketing management (what do you have to do to follow that path?) </li></ul><ul><ul><li>==> marketing plan (set of tactics) </li></ul></ul>
  4. 4. The Role of Strategic Marketing <ul><li>Within an SBU </li></ul><ul><ul><li>Strategic business unit (SBU) a unit of the company that has a separate mission and objectives and that can be planned independently from the other businesses. An SBU can be a company division, a product line or even individual brands - it all depends on how the company is organized. </li></ul></ul><ul><li>Across the PLC </li></ul><ul><ul><li>Product Life Cycle (PLC) , t he course of a product's sales and profitability over its lifetime. The model describes five stages, each of which represents a different opportunity for the marketer: </li></ul></ul><ul><ul><li>- Development </li></ul></ul><ul><ul><li>- Introduction </li></ul></ul><ul><ul><li>- Growth </li></ul></ul><ul><ul><li>- Maturity </li></ul></ul><ul><ul><li>- Decline </li></ul></ul><ul><li>For the WWW </li></ul><ul><ul><li>Internet complicates planning </li></ul></ul><ul><ul><ul><li>Internet time issues </li></ul></ul></ul><ul><ul><ul><li>Global reach issues (new segments) </li></ul></ul></ul><ul><ul><ul><li>Convergence issues (online and offline) </li></ul></ul></ul>
  5. 5. The Purpose of Planning <ul><li>Two primary activities </li></ul><ul><ul><li>Defining opportunities and objectives </li></ul></ul><ul><ul><ul><li>“What should we do?” </li></ul></ul></ul><ul><ul><li>Leveraging resources </li></ul></ul><ul><ul><ul><li>“How should we do it?” </li></ul></ul></ul><ul><li>Goal of competitive advantage </li></ul><ul><ul><li>P rofitable, U nique, S ustainable </li></ul></ul>
  6. 6. Competitive Advantage and the Internet <ul><li>Defining opportunities (Planning) </li></ul><ul><ul><li>Consumers </li></ul></ul><ul><ul><li>Competition </li></ul></ul><ul><ul><li>Conditions (environment, company, technology) </li></ul></ul><ul><li>Leveraging resources (Implementation) </li></ul><ul><ul><li>Content </li></ul></ul><ul><ul><li>+ Channel </li></ul></ul><ul><ul><li>+ Communication </li></ul></ul><ul><ul><ul><li>Virtual Value Proposition </li></ul></ul></ul>
  7. 7. The Shape of Marketing Planning STRATEGY MARKETING PROCESSES BUSINESS MODEL PLANNING DOING
  8. 8. The Internet Affects Planning <ul><li>Motivation for planning </li></ul><ul><li>Processes for planning </li></ul><ul><li>Outcomes of planning </li></ul><ul><ul><li>Objectives (So, what’s your strategy?) </li></ul></ul><ul><ul><li>Business model (OK, how’re you going to do that ?) </li></ul></ul><ul><li>The e-Business Activity Pyramid </li></ul>
  9. 9. The Internet Affects Implementation <ul><li>Change issues </li></ul><ul><ul><li>From revolution to evolution </li></ul></ul><ul><ul><ul><li>Changing technologies </li></ul></ul></ul><ul><ul><ul><li>Changing customers and companies </li></ul></ul></ul><ul><li>Convergence issues (when worlds collide) </li></ul><ul><ul><li>Customerization (when/how to customize) </li></ul></ul><ul><ul><li>Communities (need for social interaction) </li></ul></ul><ul><ul><li>Channels (managing multiple sources) </li></ul></ul><ul><ul><li>Competitive Value (defining benefits) </li></ul></ul><ul><ul><li>Choice (demanding, powerful consumers) </li></ul></ul>
  10. 10. What’s Your Model? <ul><li>Many web business models: simplify… </li></ul><ul><ul><li>Product focus </li></ul></ul><ul><ul><ul><li>Brand image </li></ul></ul></ul><ul><ul><ul><li>Product enhancement </li></ul></ul></ul><ul><ul><li>Revenue focus </li></ul></ul><ul><ul><ul><li>Sales increase </li></ul></ul></ul><ul><ul><ul><li>Other revenue… </li></ul></ul></ul>
  11. 11. Building a better model <ul><li>Key ingredients </li></ul><ul><ul><li>Traditional models </li></ul></ul><ul><ul><ul><li>Customer benefits </li></ul></ul></ul><ul><ul><ul><li>Delivery architecture </li></ul></ul></ul><ul><ul><ul><li>Revenue stream </li></ul></ul></ul><ul><ul><li>Web-based effect </li></ul></ul><ul><ul><ul><li>Customer-company interaction </li></ul></ul></ul><ul><ul><ul><ul><li>New targets, self-segmentation </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Relationships (1:1) </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Customer Relationship Management (CRM) </li></ul></ul></ul></ul>
  12. 12. The Value Proposition <ul><li>Product innovation focus </li></ul><ul><ul><li>Image (brand building) </li></ul></ul><ul><ul><li>http:// disney.go.com/park/homepage/today/flash/index.html?clk =1004398 </li></ul></ul><ul><ul><li>Incentive (cost benefits) </li></ul></ul><ul><ul><li>Improvement (neat extras) http://www.pg.com/docYourhome/docCrest/directory_map.html;$sessionid$GK1EIJAAAGCHNTCHEC1SQ1Q </li></ul></ul>
  13. 13. The Customer-Company Interaction <ul><li>The value of information </li></ul><ul><ul><li>Profiling </li></ul></ul><ul><ul><li>Personalization </li></ul></ul><ul><li>The value of intermediaries </li></ul><ul><li>The value of results </li></ul><ul><ul><li>Trust </li></ul></ul><ul><ul><li>Loyalty </li></ul></ul>
  14. 14. The Infrastructure <ul><li>Value Chain Configuration </li></ul><ul><li>Strategic partnerships and alliances </li></ul><ul><li>Firm-level assets </li></ul><ul><ul><li>Tangible (Facilities, cash, equipment) </li></ul></ul><ul><ul><li>Intangible (IP) </li></ul></ul><ul><ul><li>Human (Intellect, skills) </li></ul></ul>
  15. 15. The Revenue Stream <ul><li>Revenue focus </li></ul><ul><ul><li>Traditional (consumer pays) </li></ul></ul><ul><ul><ul><li>Sales (marketer and consumer) </li></ul></ul></ul><ul><ul><ul><li>Usage-based fees </li></ul></ul></ul><ul><ul><ul><li>Content “rental” (subscription fees) </li></ul></ul></ul><ul><ul><li>Less traditional (marketer pays) </li></ul></ul><ul><ul><ul><li>ABC’s (Alliances, banners, content sponsorship) </li></ul></ul></ul><ul><ul><ul><li>Commissions and click-through’s </li></ul></ul></ul>
  16. 16. Uncovering the Value Proposition <ul><li>Defining opportunities </li></ul><ul><ul><li>Marketing research (next class) </li></ul></ul><ul><ul><ul><li>Understanding consumers </li></ul></ul></ul><ul><ul><ul><li>Understanding competitors </li></ul></ul></ul><ul><ul><ul><li>Understanding conditions (internal and external) </li></ul></ul></ul><ul><li>Leveraging resources: implementation and control (after next class, plus 3) </li></ul><ul><ul><li>Marketing management with a twist </li></ul></ul><ul><ul><li>New resources: content, channel, communication </li></ul></ul>
  17. 17. <ul><li>Questions? </li></ul>

×