Notes on Marketing strategies

1. MARKETING
STRATEGIES
BY PINAKI MANDAL

2. Content
 Introduction to Marketing strategy - Concept, Principles, Understanding of Strategy &Tactics
 New Product Development process
• SWOT analysis, PARTS frameworkand design of the demand landscape
• Commercialization of innovationthrough alliances
• Challenges during the technologyadoption life cycle
 Marketing Intelligence
• Understanding information needs formarket Research
• Assessment of key marketing metrics
• – Return on Marketing Investment; Market share and payback period; Net Promoter score; Customer
satisfaction and share of wallet; Brand awareness/ preference; purchase intentions; Average Unit retail price,
percentage sales on deals;All commodity volume; Inventory turns, same store sales, Cannibalization
 Product and Brand Policy
• Product Policy decisions – Line and Mix decisions
• Managing across the product life cycle from pre-launch, pruning and withdrawal from the market
2

3. Content cont. 3
 Product and Brand Policy
• Lead users and role in product design
• Brand Culture – Aligning with organizational culture
 Pricing Policy
• Pricing strategies – Types of pricingstrategies: Cost-plus, Perceived value, etc.
• Price band – Types and width ofprice bands and its management
• Using promotions as a lever tomanage the price band
 Marketing Plan
• Situation Analysis – 5C’s analysis (customer/competitor/collaborator/company/context);
• Forecasting societal changes based onPEST analysis
• Preparing and Presenting theMarketing plan
 Channel Policy
• Designing the length, breadth, andmodifying the dimensions of the channel
• Need for control and availability of resources and role in channel design
• Channel selection strategy – direct,corporate, contractual systems
• Omni-channels
• Channel conflicts and resolution

4. CONCEPT
 What is Marketing ?
 What is Strategy?
 What is Marketing strategy?
- A marketing strategy refers to a business’s overall game plan for reaching prospective
consumers and turning them into customers of their products or services.

5. Introduction to Marketing strategy 5
 Concept:

6. WHY DEVELOPING MARKETING
STRATGEY IS IMPORTANT?
Objective setting Branding
Positioning Target audience
IMPORTANC

7. TACTICS
 Content Marketing
 Email Marketing
 Social Marketing
 Influencer Marketing

8. Principles
There are four original
principles of marketing
referred to as 4Ps or 4P
marketing Matrix that
companies use for their
marketing strategy. These four
basic marketing
principles Product, Price, Place,
and Promotion are
interconnected and work
together; hence, they are also
known as Marketing Mix
8

9. Understanding of Strategy & Tactics 9

10. New Product Development process
• SWOT analysis, PARTS frameworkand design of the demand landscape
• Commercialization of innovationthrough alliances
• Challenges during the technologyadoption life cycle
10

11. SWOT analysis 11

12. PARTS framework
To architect a the Value Net strategy, identify all the five essential components,
abbreviated as PARTS:
 Players
 Added value
 Rules
 Tactics, and
 Scope
12

13. PARTS
The PARTS approach helps describe the basic questions you need to ask yourself: and how that may
affect the perceptions and actions of other players.
The obvious first task in the PARTS approach is to categorize who the relevant players are and what
roles they play. The company should determine the players in the game or relevant industry that it
operates in. The players encompass customers, suppliers, competitors, and complementary.
The company must assess each player and determine the potential for a future strategic alliance. The
company should also identify external players who are not part of the industry, especially if they bring
value to the table.
In terms of shaping strategy, a company should think about whether bringing in additional players can
work to its advantage. For example, additional suppliers thelp decrease costs. Likewise, additional
complementors increase the value of your products to customers. Questions to ask in this context are:
 Who the players are in the game? Divide them into customers, suppliers, competitors and
complementors
 What are the opportunities for cooperation and competition with each of the various players?
 Are there any parties you could potentially form a strategic alliance with?
 Who else could or should join the industry? And who stands to gain or lose if they do join?
13

14. Added value
Added value measures what each player, in each role, brings to the table towards
a potential alliance. You should consider Added value in the context of two
players joining forces to create value for customers or suppliers.
In addition, think about your own company’s sources of value i.e. competitive
advantage. The VRIO Framework or a Value Chain Analysis could help with this.
Try to raise your added value or lower the added values of other players can make
yourself a more valuable player.
Some ways to raise your added value are tailoring your product to customers’
needs, build a brand, use resources more efficiently, etc.
One the other hand, creating competition among your suppliers, controlling
production to generate shortage of your products, using commodity parts in your
products, etc, are some possible ways to lower the values of others.
14

15. Added value (cont..)
Questions to ask in the context of PARTS approach are:
create added value from linking your products and services to that industry
Are there any ways to combine forces to add value for suppliers or customers?
What is your company’s added value?
How can you increase your company’s added value?
In particular, can you create loyal customers and suppliers?
What are the added values of the other players in the game?
Is it in your interest to limit their added values?
15

16. Rules
Each industry and market has rules and regulations. Some are written and
enforced by law, some unwritten, but are generally accepted practices. Regardless,
a business should identify the players in their industry. Other players can remove
some of these obstacles through partnerships and collaboration.
An example of that could be a “most favored nation” clause where a customer
insists in a contract with a supplier to get the best price that any other customer
might also get.
16

17. Rules (cont..)
Questions to guide the PARTS approach are:
 Which rules are helping your company?
 Which are hurting your company?
 What new rules would your company like to have?
 In particular, what contracts do you want to write with your company’s
customers and suppliers?
 Does your company have the power to make these rules?
 Does someone else have the power to create, enforce and overturn rules?
 Perhaps there are certain rules of the game that can be changed in your favor
by collaborating with the right parties. Explore them!
17

18. Tactics
 Tactics are defined as:
 actions that players take to shape the perceptions of other players
 Competitive business is a complicated, dynamic, and uncertain game. Businesses
themselves often use tactics to influence the way other players in the game
perceive them – primarily in an attempt to modify their behavior.
 Each of the players has an idea i.e. a perception of the situation and strategies of
the other players. Ultimately, each player is uncertain about the reality others’
situations and strategies.
 When Netscape tried to compete against Microsoft with their new browser, they
entered into a price war which they would ultimately lose. However, if Netscape
had informed Microsoft of its tactics to occupy a very small and niche segment of
the browser market, there is a possibility that both browsers could have co-
existed harmoniously.
18

19. Scope
Questions to ask in this context are:
 What actions can one player take to shape the strategies, actions and perceptions of other
players in the market?
 How can you deliberately send signals that influence other players’ perceptions?
 Which perceptions would you like to preserve?
 How do your moves, in turn, influence their actions?
 Which perceptions would you like to change?
 How do other players perceive the game?
 How do these perceptions affect the play of the game?
 Do you want the game to be transparent or opaque?
19

20. Scope (cont..)
For example, spending more on advertising might signal that you have more confidence in your
product or service and that your business is going well.
There is an element here of figuring out to what extent it is in your company’s best interest to have the
market rules be very transparent or rather opaque.
Scope describes the boundaries of the game. Managers should constantly evaluate the possibility of
expanding or shrinking those boundaries.
By their very nature, games are not static entities. Since they are constantly evolving over time, it is
important to set clear boundaries from the outset. Business managers should always be prepared for the
possibility that the scope expands or shrinks according to fluctuating market conditions.
Similarly, industries are often not isolated, but linked to other industries instead. Particularly, recent
examples show that the software, hardware, media, e-commerce, advertising and telecommunications
industries are interlinked.
Or, players in some industries have taken deliberate strategic moves to pro-actively link them.
Regardless, they key is to ask what industries could potentially be linked, how your company could
20

21. Commercialization of innovation
through alliances
21
Innovation through Alliances
• Functional Acquisitions
• Marketing Alliances
• Joint ventures
• Research and Development Alliances

22. Innovation through Alliances 22
Functional Acquisitions:
This type of relationship is severe. Gaining and retaining control in this situation is crucial.
Marketing Alliances:
In this type, suppliers may join forces to boost their marketing influence, expand their
distribution network, pool resources, launch new products, etc. These partnerships could
have little impact on innovation. Ownership and control are not given much attention.
Joint ventures:
In this type, innovation may be the main focus. These emphasize merging or enhancing
resources, experience, and knowledge.
Research and Development Alliances:
In this scenario, potential partners genuinely complement one another and collaborate to
innovate. The emphasis in this case is not on ownership or control.

23. Technology Adoption Curve Model
The bell-curve-based technology adoption curve model explains how
consumers respond to, adapt, and accept new innovations.
Following are the 5 stages of Technology adoption curve-
 Innovators (2.5%)
 Early Adopters (13.5%)
 Early Majority (34%)
 Late Majority (34%)
 Laggards (16%)
23

24. Challenges during the technology
adoption life cycle
Planning for product development is still essential to an organization's sustainability. The
following are some major obstacles and, consequently, success factors:
1. Social Challenges
2. Rapidity of Development
3. Platform Adaptability
4. Complexity Management
5. Offshoring and Outsourcing
6. Global Competition
7. Time
8. Market Opportunity
9. Technological Advancements
10. Price
11. Resistance to Change
12. Promotion
24

25. NEW PRODUCT DEVELOPMENT
PROCESS

26. A framework used to evaluate
a company’s competitive
position and to develop
strategic planning.
SWOT ANALYSIS

27. To architect the value net strategy, identify all the five essential
components, abbreviated as PARTS:
• Players
• Added Value
• Rules
• Tactics
• Scope
PARTS FRAMEWORK

28. DESIGN OF THE DEMAND LANDSCAPE
01
02
Market Research
Customer Analysis
03 Value Proposition
04 Pricing Strategy
05
06
0
Product Positioning
Distribution Channels
07
08
Marketing and Promotion
Forecasting
09 Feedback Loop
10 Launch Strategy 11 Monitoring and Adaptation

29. COMMERCIALIZATION OF
INNOVATION THROUGH ALLIANCES
• Define
• Types of alliances
• Benefits of alliances
• Risk and cost reduction

30. CHALLENGES DURING THE TECHNOLOGY
ADOPTION LIFE CYCLE
01
02
Innovators
Early Adopters
03 Early Majority
04 Late Majority
05
0
Laggards

31. 31
01 Innovators

32. 32
02 Early Adopters

33. 33
03 Early Majority

34. 34
04 Late Majority

35. 35
05 Laggards

36. MARKETING
INTELLIGENCE

37. CONTENT
 INTRODUCTION
 OBJECTIVE
 METHODS
 KEY MAREIX
 FUTURE

38. INTRODUCTION
WHAT IS MARKETING INTELLIGENCE ?
Marketing intelligence is everyday data that is relevant to the marketing
efforts of an organization. Once collected, this data can be analyzed and
used to make informed decisions regarding competitor behaviors, products,
consumer trends, and market opportunities.

39. OBJECTIVE
 To Provide Market And Customer Orientation.
 Identification Of New Opportunities.
 To Identify New Trends In Markets And Competitors.
 To Provide Better Customer Interaction And To Give Intensified
Customer Market View.
 Minimizing Investment Risks, To Detect Threats And Early Market
Trends.
 Information For Better Market Selection And Positioning And To
Understand And Discover Untapped Or Under-served Potential.

40. METHODS FOR COLLECTING
MARKETING INTELLIGENCE
 Surveys and questionnaire :-Surveys involve a set of questions about a particular subject that can be answered
in person or through a handful of platforms. Similarly, a questionnaire is such a series of questions asked online or in
printed format.
 Online surveys :- This is the fastest and most cost-effective way to collect marketing intelligence through surveys. As
people spend more time online and usually prefer to give information in such a way, these online surveys are the surest
way to get the needed insights without accidentally annoying the customers.
 Telephone surveys :- Calling people on the phone for customer intelligence is, of course, not as widespread as it
once was, but still in practice. This type of surveying especially helps when gathering information about the senior citizen
demographics, as many of them tend to use the internet less than later generations.
 In-person surveys :-Asking for customer feedback in person can be carried out in high pedestrian traffic locations.
Naturally, this is not as efficient as other ways of surveying and is more expensive, as more skilled personnel is needed to
deal with potential customers in person. However, it has the advantage of showcasing the product in person and getting
the first impression.
 Polls :- Polls are similar to surveys; however, they are usually composed of just one question. Since this makes it much
easier and less time-consuming to complete, polls, especially online polls, have a much higher response rate than most of
the other methods.
 Personal interviews:- The interview may include product demonstrations as well as a comparison of reactions to
different products or ideas. It is carried out one-on-one and may take approximately an hour, which provides an
opportunity to receive observations and broad clarifications from the interviewee. This is a reliable way to get in-depth
information, thus market intelligence that is received by personal interviews is extremely valuable. However, that also
makes it the most time-consuming and expensive method of collecting market intelligence.

41. KEY MATRIX
1) BCG MATRIX
RELATIVE MARKET SHARE
MARKET
GRWOTH
RATE

42. SWOT ANALYSIS
( FOR EX – PARTICULAR PRODUCT )

43. ANSOFF MATRIX

44. PORTER’S FIVE FORCES

45. KPI’S
( KEY PERFORMANCE INDICATORS)

46. CUSTOMER SEGMENTATION
MATRIX

47. FUTURE
 The future of marketing intelligence is likely to involve increased reliance on
artificial intelligence, data analytics, and automation. Businesses will leverage
advanced technologies to analyze vast amounts of data, gain deeper customer
insights, and enhance personalized marketing strategies.
 Additionally, the integration of machine learning algorithms may enable more
accurate predictive analytics, helping marketers anticipate trends and consumer
behavior. Privacy concerns and ethical considerations in handling data will
continue to be key challenges that marketers need to navigate.

48. Understanding information needs
for market Research
OBJECTIVES
 To understand the different types of information required by marketing
managers
 To understand the various marketing metrics
 To understand supply chain metrics
 To understand hierarchy of effects model and metrics of hierarchy of
effects
48

49. Assessment of key marketing
metrics
 Return on Marketing Investment
 Market share and payback period
 Net Promoter score
 Customer satisfaction and share of wallet
 Brand awareness/ preference
 purchase intentions
 Average Unit retail price
 percentage sales on deals
 All commodity volume
 Inventory turns
 same store sales
 Cannibalization
49

50. PRODUCT AND BRAND POLICY

51. INTRODUC
TION
PRODUCT INTRODUCTION:
A PRODUCT INTRODUCTION
OUTLINES THE FEATURES,
BENEFITS, AND PURPOSE OF A
COMPANY'S OFFERINGS.
BRAND POLICY INTRODUCTION:
A BRAND POLICY IS A SET OF
GUIDELINES THAT GOVERN
HOW A COMPANY PRESENTS
ITSELF TO THE WORLD.

52. TYPES OF PRODUCT POLICY
DECISIONS
Individual product policy
decisions:
a) Product attribute
b) Product branding
c) Product packaging
d) Product labelling
e) Product support services
Product line decisions:
a) Product line stretching
b) Product line filling

53. TYPES OF PRODUCT
POLICY DECISIONS
3) Product Mix Decision :
a) Product mix width
b) Product mix length
c) Product depth
d) Product consistency
4)Product Positioning Decision.

54. PRODUCT LIFE
CYCLE
Pre- Launch
Launch & Growth
Maturity
Decline
Pruning & Withdrawal

55. LEAD USERS &
ROLE IN
PRODUCT
DESIGN
Lead user is a customer who has a deep
understanding of and need for a particular
product or service. Lead users are often
early adopters of new technologies and are
willing to experiment with and provide
feedback on new products.

56. ROLE OF LEAD USERS IN
PRODUCT DESIGN
Providing
feedback on
product
prototypes.
01
Participating in
user testing.
02
Conducting user
research.
03
Serving as product
advocates
04

57. Product Policy decisions – Line
and Mix decisions
Managing across the product life cycle from pre-launch, pruning and withdrawal from the market
Lead users and role in product design
Brand Culture – Aligning with organizational culture
57

58. Managing across the product life
cycle
pre-launch,
pruning and
withdrawal from the market
58

59. Lead users and role in product
design
Product Policy decisions – Line and Mix decisions
Managing across the product life cycle from pre-launch, pruning and withdrawal from the market
Brand Culture – Aligning with organizational culture
59

60. Brand Culture – Aligning with
organizational culture
Product Policy decisions – Line and Mix decisions
Managing across the product life cycle from pre-launch, pruning and withdrawal from the market
Lead users and role in product design
60

61. MARKETING PLAN
GROUP NO.6
VASIHNAVI
SHUBHAM
TEJAS
SWARAJ
AMAL

62. Marketing Plan
 Need of Marketing plan
 Type of Marketing plan
1.Annual Marketing plan
2.Product launch Marketing
3.Digital Marketing plan
4.Branding and Rebranding plan

63. Situational Analysis-5 C's

64. Forecasting societal changes
based on PEST analysis

65. Preparing and Presenting the
Marketing Plan
 Defining business goal
 KPI
 Market analysis
 Defining target market
 Defining marketing objectives
 Building marketing strategies
 Selecting marketing channel

66. PRICING POLICY

67. Introduction
What is Pricing strategy?
A pricing strategy is a plan or method for setting prices of products or services. It involves
considering factors like market conditions, consumer demand, costs, competition, value,
revenue, and risk. The goal of pricing strategy is to maximize profits and share holder
value while delivering value to the customer.

68. TYPES OF PRICING STRATEGIES
 Cost-plus pricing strategy:- Setting prices based on production costs plus a profit margin.
 Value-Based Pricing strategy:- Determining prices based on the perceived value to the customer.
 Competitive Pricing strategy:- Setting prices in line with or slightly below competitors.
 Penetration Pricing strategy:-Penetration pricing is a pricing strategy that is used to quickly gain market
share by setting an initially low price to entice customers to purchase.

69. TYPES OF PRICING STRATEGIES
 Skimming Pricing: Setting a high initial price and gradually lowering it as the market
evolves.
 Dynamic Pricing: Adjusting prices based on real-time market demands, often used in e-
commerce.
 Bundle Pricing: offering products or services as a package at a lower price than if purchased
individually.
 Psychological Pricing: Setting prices just below round numbers to create a perception of a
lower price.
 Premium Pricing: Setting a higher price to position the product as exclusive or high-quality

70. WHAT IS PRICE BAND?
 A price band is a value-setting method in which a seller indicates an upper and lower limit of where
buyers are able to bid.
 This pricing technique is often used with initial public offerings (IPOs).
 Determining the price band is critical to understanding how much investors are willing to pay.

71. WIDTHS OF PRICE BAND AND IT’S
MANAGEMENT
 Maximum Percentage
 Prevention of rapid and large price movements.
 Overseen by regulatory bodies and stock exchanges.

72. USING PROMOTION AS A LEVER TO
MANAGE THE PRICE BAND
 Customer Acquisition and Retention – Discount and offers attract new customer.
 Competitive Positioning – Employing promotions strategically allows a company to respond to
competitor’s pricing moves
 Seasonal Demand Management - Adjusting promotions based on seasonality can help balance demand
throughout the year
 Limited –Time offers
 Market Penetration - when entering new markets or introducing new products. This can help gain
market share more rapidly.

73. USING PROMOTION AS A LEVER TO
MANAGE THE PRICE BAND
 Perceived value Enhancement - Consumers often associate promotions with increased value.
Even if the actual price reduction is minimal, the perceived value can be higher, influencing
purchasing decisions.
 Clear communication - Clearly communicating the temporary nature of promotional prices
helps manage customer expectations, preventing a perceived reduction in product value.
 Cross Selling and Upselling -Businesses can effectively increase the average transaction value
without directly altering the base prices.
 Building - Creating product bundles with a discounted overall price compared to buying items
individually allows businesses to influence the perceived value and manage the effective price
range.

74. CONCLUSION
Effective pricing policies are crucial for business success. In conclusion, a well-balanced approach that
considers market dynamics, competition, and customer value is key. Regularly reassessing and adapting
pricing strategies ensures alignment with business goals and market conditions.

75. Pricing strategies
 Types of pricingstrategies: Cost-plus, Perceived value, etc.
75

76. Price band
 Types and width ofprice bands and its management
76

77. Using promotions as a lever to
manage the price band
77

78. Situation Analysis – 5C’s analysis
 Customer
 Competitor
 Collaborator
 company
 context
78

79. Forecasting societal changes
based on PEST analysis
• Preparing and Presenting theMarketing plan
79

80. Preparing and Presenting the
Marketing plan
 Preparing the Marketing plan  Presenting theMarketing plan
80

81. Topic : channel policy
Subject : Marketing Strategy

82. Channel policy
A channel policy is a vendor's plan for moving a product
or a service through the chain of commerce to the end
customer.
1.Length of the channel
2.Breadth of the channel
3.Channel Intensity.

83. Need for control and availability
of resources and role in channel
design
 1.) Control in Marketing Strategy
 Consistency
 Quality Assurance
 Adaptability
 Compliance
 Brand Protection
 2.) Availability of resources in Marketing strategy
 Budget Allocation
 Human Capital
 Technological Infrastructure
 Market research
 Distribution Channel

84. A channel strategy refers to a vendor's plan to move a product
or service through a chain of commerce to the end customer.
1.statement of objectives,
2.market analysis,
3.environmental analysis,
4. identification of feasible alternatives,
5 functional analysis, financial analysis and
6.channel selection

85. Omni channels
1. Integration
2. Consistency
3. Efficiency
4. Unified Strategy
5. Customer Experience
6. Adaptability
7. Data Utilization

86. types of Channel conflicts :
1. Horizontal Conflict
2. Vertical ConflictCommon
3. Causes of Channel Conflict:
1.Price Disputes
2.Territory Issues
3.Product DifferentiationResolution Strategies:
1.Clear Communication:
2.Channel Partner Agreements:
3.Joint Planning
4.Mediation and Arbitration

87. • Designing the length, breadth, andmodifying the dimensions of the channel
• Need for control and availability of resources and role in channel design
• Channel selection strategy – direct,corporate, contractual systems
• Omni-channels
• Channel conflicts and resolution
87