Leading through differentiation

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Гостевая лекция Антонины Армашулы (Маркетинг-директора компании Mark Tapley).

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Leading through differentiation

  1. 1. Leading through differentiation Antonina Armashula Co-founder, Marketing Director Mark Tapley Copyright © Mark Тapley, 20091
  2. 2. INTRO. ABOUT ME Copyright © Mark Тapley, 20092
  3. 3. INTRO. ABOUT MARK TAPLEY We help top managers of Ukrainian companies solve their business challenges by integrating global expertise into their everyday work. Professional development events Benchmarking research Consulting Marketing and Sales HR and People Skills Corporate Performance Improvement Information Management Copyright © Mark Тapley, 20093
  4. 4. INTRO. OUR CLIENTS Copyright © Mark Тapley, 20094
  5. 5. PORTER GENERIC STRATEGIES Market segmentation Cost leadership Differentiation Copyright © Mark Тapley, 20095
  6. 6. DIFFERENTIATION Process of distinguishing a product or offering from others, to make it more attractive to a particular target market. Demonstrating unique aspects of a firm’s product and creating a sense of value. Must be valued by BUYERS Need to differentiate from competitors’ products as well as firm’s own. Copyright © Mark Тapley, 20096
  7. 7. 3V MODEL London Business School, N.Kumar Valued Customer Value Proposition Value Network Copyright © Mark Тapley, 20097
  8. 8. 3V. VALUED CUSTOMER Strategic segments that require changes in the company, not just marketing mix Copyright © Mark Тapley, 20098
  9. 9. VALUED CUSTOMER. EXAMPLE Large enterprise Have experience, trust and culture for investing in employees’ development Have budget fro trainings, consulting Consider educational events part of compensation or motivation of staff or partners Events are the major communication channel with clients Copyright © Mark Тapley, 20099
  10. 10. VALUED CUSTOMER. EXAMPLE Basic Active Usage Green field Competitor #2 Influence Popular guy Friends Buyer Together with parents Self Payer Parents (60%) Parents (40%) Criteria Functional, Price limit Price to peers, Image 3 year position in Strong Weak segment Age 10-18 8-30 Town size Less than 20K More than 20K Idol Big city students ? Other comments Regional offers? Heavy VAS users Wallet share possibly bigger10
  11. 11. AIRLINES. CUSTOMER SEGMENTS Business travelers (company pays) Entrepreneurs (self-paid) Vacationers (self-paid) Family-related (depends) Copyright © Mark Тapley, 200911
  12. 12. 3V. VALUE PROPOSITION Offer that describes the quantifiable benefits that individuals or organizations making an offer promise to deliver. Its development is based on a review and analysis of the benefits, costs and value that an organization can deliver to its customers. Copyright © Mark Тapley, 200912
  13. 13. TO PUT IT SIMPLY PRODUCT + SERVICE + PRICE + ATMOSPHERE + SMILE + EMOTIONS… = EVERYTING THAT CLIENT RECEIVES WHEN MAKING A PURCHASE Copyright © Mark Тapley, 200913
  14. 14. EASYJET CASE14
  15. 15. ATTRIBUTE ANALYSIS 1. Isolate a relevant point-of-difference between you and one key competitor 2. Identify a single customer solving a specific problem 3. What is worrying the customer? • Costs, time, travel, risk, storage, handling, downtime, parts and supplies, training, productivity, replacement 4. What are you good at? 5. What are you bad at?15
  16. 16. ATTRIBUTE ANALYSIS Important So-so Not Food Safety Connections Departure time Frequent flyer program Price Close to city Internet access Duty free …16
  17. 17. FOUR QUESTIONS 1. Which attributes that our industry takes for granted should be eliminated? 2. Which attributes should be reduced to below industry standards? 3. Which attributes should be increased to above industry standards? 4. Which new attributes should be created that the industry has never offered? Kumar N. “Marketing as strategy”17
  18. 18. Performance Customer benefits Low Med. High – Safety – 1. __________________ Punctuality 2. __________________ Low price 3. __________________ Comfort 4. __________________ Convenience 5. __________________ Frills 6. __________________ Miles 7. __________________ Destinations 8. __________________ _________________ 9. __________________ 10. __________________18
  19. 19. 19
  20. 20. EXAMPLE: XIAMETER22
  21. 21. DIFFERENTIATION VS CANNIBALIZATION The share of a product increases when it is the intermediate option but decreases when it is an extreme option Tall Grande Venti23
  22. 22. OPT-IN VS OPT-OUT24
  23. 23. PSYCHOLOGY AND COMMUNICATION Value + Losses $2,500 cash back Cash back is more valuable than a price reduction. Value -25
  24. 24. 3V. VALUE NETWORK How to deliver our offer to our client at a profit Copyright © Mark Тapley, 200926
  25. 25. EXAMPLE: EASYJET Decreasing variable costs Unbundled the offer, eliminating services or reducing performance to No free food or drink, lower secondary airport fees, lower commissions with direct channels, no printed ticket costs Decreasing fixed costs Low-cost headquarters, young staff, outsourcing, single plane type (1st time purchasing, training costs), cost-saving culture Generating additional revenue Volumes via making fixed costs ‘sweat’ More daily flights via quick plane turn-around times: Boarding (no seat assignments), secondary airports (less congestion), point-to-point (no waiting for connections), one plane type (inter-changeable pilots & attendants, spare parts, technical service), early check-in requirement, staff in-flight cleaning, pilot culture, no kitchen More seats (no business class, no kitchen, minimal leg room) Price discrimination (dynamic pricing) Ancillary revenues (food, insurance, car rentals, etc.)27
  26. 26. 28
  27. 27. СПАСИБО! www.marktapley.com29

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