This document discusses how manufacturers can leverage services to create competitive advantage through a strategy called Service Enabled Customer Experience (SECE). SECE involves targeting unique services to customer needs throughout the ownership lifecycle, integrating services into operations, and positioning services centrally in marketing. Implementing SECE requires understanding customer needs, developing a tailored service program, and measuring results. Benefits include stronger customer relationships, increased repurchases, and advocacy. The case studies show how SECE differentiated brands and improved customer satisfaction.
1 Profitable Growth Serivces Biz Model InnovationAnees Gopalani
This document discusses challenges that companies face when transitioning from a product-focused business model to incorporating services. Some key challenges include detaching services resources from product support roles, having a misaligned go-to-market model for services, and adopting a different business model for services versus products. The document provides tactics to address these challenges, such as consolidating all services under a single P&L, establishing consistent services pricing, and providing an independent sales force for services. Executing a successful transition requires strategic alignment, seeking efficiencies in existing operations to fund new services, selecting an appropriate services business model, and developing unique value propositions.
The presentation discusses the production strategy of Erowa AG, a Swiss toolmaking company. It begins with an overview of the key aspects of production strategy, including a company's vision, philosophy of continuous innovation, and competitiveness. It then provides facts about Erowa AG, describing its flexible manufacturing concept and discussing its success factors. These include its commitment to productivity, continuous innovation, quality products, and flexibility. The presentation concludes with lessons learned, such as focusing on core competencies, prioritizing competitiveness and innovation, and improving efficiency. It emphasizes that companies should only produce in Switzerland for high-end niche products.
The marketing mix is the set of marketing tools a firm uses to pursue its marketing objectives. The marketing mix has four variables: product, price, promotion, and place of distribution. Product is the most important variable, while price, promotion, and place of distribution are supporting variables. The marketing manager must properly combine these variables using imagination and intelligence.
1) Sport sponsorship can help companies heighten visibility, shape consumer attitudes, and communicate commitment to a lifestyle.
2) There are many benefits to sponsorship, including wide exposure from events, vast publicity opportunities, and the ability to target communications by age, income, geography and gender.
3) Originally dominated by beer and tobacco, the biggest sponsors now include packaged goods, retail, and financial services. Measurement of sponsorship effectiveness can be challenging but sales metrics provide some insights.
The document discusses various marketing concepts related to products and services, including:
1) The product life cycle consists of introduction, growth, maturity, and decline stages. Branding strategies include multiproduct branding, using one name for all products, and multibranding, giving each product a distinct name for different markets.
2) A brand personality is human characteristics associated with a brand. Brand equity is the added value a brand gives beyond functional benefits. Packaging and labeling provide communication, functional, and perceptual benefits.
3) For services, capacity management and off-peak pricing are used to influence demand. Service organizations advertise to communicate benefits and build the brand.
In this talk, Mulyadi will share a few decision processes that had lead TADA Network to revise its mobile strategy in 2016. A conscious decision that partly had made the company on track with its annual target revenue.
Product strategy can be described as a tool to align your product(s) with your sales and marketing organization. We want the sales organization to be selling what we’ve demonstrated as a product-market fit. Based on this understanding, the talk also dwells into the importance of internal prioritization process to achieve that goal.
This document discusses distribution strategies, including channel structure, distribution scope, multiple channels, and channel control. It defines key terms like direct and indirect distribution channels. For channel structure, it describes direct distribution with no intermediaries and indirect distribution passing through agents. Distribution scope strategies include exclusive, selective, and intensive distribution which target different customer groups. Multiple channels can be complementary, targeting different segments, or competitive, selling the same products. The document outlines vertical marketing systems as a channel control strategy.
1 Profitable Growth Serivces Biz Model InnovationAnees Gopalani
This document discusses challenges that companies face when transitioning from a product-focused business model to incorporating services. Some key challenges include detaching services resources from product support roles, having a misaligned go-to-market model for services, and adopting a different business model for services versus products. The document provides tactics to address these challenges, such as consolidating all services under a single P&L, establishing consistent services pricing, and providing an independent sales force for services. Executing a successful transition requires strategic alignment, seeking efficiencies in existing operations to fund new services, selecting an appropriate services business model, and developing unique value propositions.
The presentation discusses the production strategy of Erowa AG, a Swiss toolmaking company. It begins with an overview of the key aspects of production strategy, including a company's vision, philosophy of continuous innovation, and competitiveness. It then provides facts about Erowa AG, describing its flexible manufacturing concept and discussing its success factors. These include its commitment to productivity, continuous innovation, quality products, and flexibility. The presentation concludes with lessons learned, such as focusing on core competencies, prioritizing competitiveness and innovation, and improving efficiency. It emphasizes that companies should only produce in Switzerland for high-end niche products.
The marketing mix is the set of marketing tools a firm uses to pursue its marketing objectives. The marketing mix has four variables: product, price, promotion, and place of distribution. Product is the most important variable, while price, promotion, and place of distribution are supporting variables. The marketing manager must properly combine these variables using imagination and intelligence.
1) Sport sponsorship can help companies heighten visibility, shape consumer attitudes, and communicate commitment to a lifestyle.
2) There are many benefits to sponsorship, including wide exposure from events, vast publicity opportunities, and the ability to target communications by age, income, geography and gender.
3) Originally dominated by beer and tobacco, the biggest sponsors now include packaged goods, retail, and financial services. Measurement of sponsorship effectiveness can be challenging but sales metrics provide some insights.
The document discusses various marketing concepts related to products and services, including:
1) The product life cycle consists of introduction, growth, maturity, and decline stages. Branding strategies include multiproduct branding, using one name for all products, and multibranding, giving each product a distinct name for different markets.
2) A brand personality is human characteristics associated with a brand. Brand equity is the added value a brand gives beyond functional benefits. Packaging and labeling provide communication, functional, and perceptual benefits.
3) For services, capacity management and off-peak pricing are used to influence demand. Service organizations advertise to communicate benefits and build the brand.
In this talk, Mulyadi will share a few decision processes that had lead TADA Network to revise its mobile strategy in 2016. A conscious decision that partly had made the company on track with its annual target revenue.
Product strategy can be described as a tool to align your product(s) with your sales and marketing organization. We want the sales organization to be selling what we’ve demonstrated as a product-market fit. Based on this understanding, the talk also dwells into the importance of internal prioritization process to achieve that goal.
This document discusses distribution strategies, including channel structure, distribution scope, multiple channels, and channel control. It defines key terms like direct and indirect distribution channels. For channel structure, it describes direct distribution with no intermediaries and indirect distribution passing through agents. Distribution scope strategies include exclusive, selective, and intensive distribution which target different customer groups. Multiple channels can be complementary, targeting different segments, or competitive, selling the same products. The document outlines vertical marketing systems as a channel control strategy.
This document discusses global product strategies and considerations. It begins by defining what a product is as a bundle of tangible and intangible attributes. It then outlines some key global drivers of product demand and supply, such as higher customer expectations, innovations, and manufacturing rationalization. The document discusses decisions around existing and new global products, and approaches to global product development like standardization and adaptation. It provides frameworks for integrating markets, platforms, and competencies, and discusses issues like customer needs, competition, marketing infrastructure and internal resources at the country, region, and global levels. Finally, it covers topics like brands, brand positioning, brand equity, and strategic alternatives like local vs. global products and brands.
This chapter discusses positioning and differentiating products through the product life cycle. It covers developing an effective positioning strategy, differentiating products using various attributes, and adapting marketing strategies to each stage of the product and market life cycles. The key stages of the product life cycle are introduction, growth, maturity, and decline, each requiring different marketing approaches. It also discusses segmenting markets and adapting to market evolution from growth to maturity and decline.
1. The document discusses marketing channels and supply chain management. It covers topics like channel intermediaries, channel structures, supply chain benefits, and logistics components.
2. Key learning objectives include explaining marketing channels, defining channel intermediaries, describing consumer and business-to-business channel structures, and discussing issues that influence channel strategy.
3. Supply chain management is defined as coordinating activities from source to consumption. It focuses on innovative solutions, competitive advantages, and customer value through synchronized product flow.
DESIGNING AND IMPLEMENTING BRANDING STRATEGIESAvinash Singh
This document discusses branding strategies and brand architecture. It defines key concepts like branding strategy, brand-product matrix, brand hierarchy, and brand portfolio. It explains how to design an effective brand portfolio that maximizes market coverage while minimizing brand overlap. The roles of different brands in a portfolio are discussed. Guidelines are provided for developing brand hierarchies and determining the appropriate number of hierarchy levels. The importance of corporate branding and cause marketing for building brand equity is also covered.
This document outlines a product strategy development process. It discusses selecting a product strategy by determining growth vs. profit goals and how to achieve them through existing or new customers. It also covers implementing the core strategy. Additional sections explain the benefits of having a coordinated strategy, positioning a product in the market, managing brand equity over the life cycle, and using the Boston Matrix to analyze a product portfolio at different stages.
The document summarizes key concepts from Chapter 12 on setting product strategy. It discusses the five levels of the customer value hierarchy with the core benefit being the fundamental level. It also covers expected products, product classification systems, line stretching strategies, product pricing approaches, the definition of packaging, and warranties as formal statements of expected performance. The concepts focus on how marketers plan market offerings across different product dimensions and levels to meet customer needs.
Marketing Channels - Module 1: Where Mission Meets MarketSebastiano Mereu
Preparation for the Marketing Channels exam at Edinburgh Business School Content extracted from the text book by Lou E. Pelton, Dr. David Strutton, and Dr. James R. Lumpkin.
The document discusses various product and branding decisions for international markets. It covers defining a company's product offering, the concept of products versus services and rights. It also discusses adapting products to local markets through attributes, packaging or positioning versus standardizing products across markets. Branding strategies like developing global versus local brands are also examined.
This document discusses various methods for measuring brand equity and valuing brands, including comparative, holistic, and valuation approaches. Comparative approaches examine consumer responses based on changes in brand identification or marketing programs. Holistic methods attempt to place an overall value on the brand through residual or valuation techniques. Valuation approaches determine the financial value of a brand for purposes like mergers and acquisitions. Specific valuation models are also described, like Interbrand's five-step process involving market segmentation, financial analysis, demand analysis, and discounting forecasted brand earnings.
This document discusses marketing channels and distribution strategies. It defines marketing channels and discusses their objectives, functions, types including intensive distribution, selective distribution and exclusive distribution. It also covers topics like consumer and business channels, marketing flows, importance of channels, channel design process and attributes of different channel strategies.
This document discusses product and service differentiation. It defines differentiation as distinguishing a product or offering to make it more attractive to a target market compared to competitors. Differentiation is done to defend prices, build a product range within firms, and drive innovation. Products can be differentiated based on attributes, relationships with customers, and linkages between firms. Key factors for differentiating products include price, form, features, customization, performance, quality, durability, reliability, reparability, and style. Service differentiation factors include ordering ease, delivery, installation, customer education, consulting, and repair.
The document discusses competitive advantage and competitor analysis. It provides objectives for understanding competitors and customers through analysis. It then discusses Intel as an example, focusing on how Intel's competitive strategy of superior value and product innovation has led to success. The document outlines steps for analyzing competitors, including identifying competitors, assessing their strategies, strengths/weaknesses, and selecting which to attack or avoid. It also discusses different competitive strategies firms can employ like overall cost leadership, differentiation, and focus.
This document discusses product mix and product line decisions. It defines product mix as the number and type of product lines an organization offers. The key aspects of product mix are its width, length, depth, and consistency. The document also discusses decisions around adding or removing products, as well as line stretching strategies like down-market, up-market, and two-way stretching of product lines. Product line managers must consider sales and profits to determine how to optimize their mix.
The document covers various topics related to developing and pricing goods and services, including describing a total product offer, identifying different classes of consumer and industrial goods, and explaining the product development process and product life cycle. It provides learning goals for the chapter and examples to illustrate concepts like new product development, distributed product development, and classifying different types of consumer goods.
The document discusses strategies for achieving competitive advantage. It introduces Porter's value chain model which views a firm as a collection of primary and support activities that add value. The value chain can be used to identify processes that add or reduce value for customers. Developing strategies may involve planning better ways to meet customer demands, identifying value-adding processes, and looking beyond the firm's boundaries to its supply chain. Maintaining a competitive advantage requires being efficient, aware of competition, innovating technology, and recognizing that advantages are temporary.
The document discusses five generic competitive strategies: low-cost provider, differentiation, best-cost provider, focus/niche, and their key characteristics. It provides an overview of each strategy, including their objectives, keys to success, benefits, pitfalls, and when each strategy works best. Choosing the right competitive strategy depends on a firm's resources and positioning in its market to outcompete rivals.
Market segmentation involves dividing a market into distinct subgroups with unique needs and characteristics. Companies segment their markets to develop targeted marketing strategies for specific customer segments. Effective segmentation criteria include substantiality, identifiability, accessibility, and responsiveness. Common bases for segmentation include geographic, demographic, psychographic, and behavioral factors. Choosing target markets and positioning strategies allows companies to focus their resources on the most attractive customer segments. Positioning communicates a brand's unique benefits in customers' minds relative to competitors.
This document is a student project report submitted for a post-graduate diploma program. It discusses the student's summer internship with Videocon Industries working on improving business efficiency by optimizing below-the-line (BTL) promotional activities. The report provides background on Videocon, describes the student's role assisting with BTL events and vendor management, and analyzes Videocon's products, brands, and marketing strategies. The objective of the internship was to standardize BTL processes such as dealer meetings, sponsorships, and in-shop branding activities.
This document discusses principles of marketing, distribution channels, wholesaling, retailing, and marketing logistics. It covers the roles that intermediaries play in distribution channels in matching supply and demand. It describes different types of retailers based on their level of service, product assortment, and prices. It also discusses wholesaling functions like selling, promotion, buying, bulk-breaking, and risk management. Finally, it outlines the nature and importance of marketing logistics in managing the physical flow of materials and goods to provide customer service at lowest cost.
Introducing & naming products & brand extensions chapter 12 by Leroy J. Ebert
Content Extracted from “Strategic Brand Management” 3rd Edition
Authors: Kevin Lane Keller
M.G. Parameswaran
Issac Jacob
Presentation developed from SLIM Diploma In Brand Management Students
Presentation developed by Leroy J. Ebert (15th May 2014)
This document discusses three projects that aim to manage demand on urban rail networks:
1. A case study of latent rail demand in Perth explores identifying potential new riders and estimating how demand might change with policy adjustments.
2. An international best practice review evaluates factors influencing rail demand and ways to balance demand with capacity, including case studies of management strategies in other cities.
3. A peak smoothing management study identifies options to moderate peak demand, including modeling fare incentives, service improvements, and educating customers on crowding levels to shift trips to off-peak times. The focus is piloting approaches on Sydney's Cronulla line.
This document discusses global product strategies and considerations. It begins by defining what a product is as a bundle of tangible and intangible attributes. It then outlines some key global drivers of product demand and supply, such as higher customer expectations, innovations, and manufacturing rationalization. The document discusses decisions around existing and new global products, and approaches to global product development like standardization and adaptation. It provides frameworks for integrating markets, platforms, and competencies, and discusses issues like customer needs, competition, marketing infrastructure and internal resources at the country, region, and global levels. Finally, it covers topics like brands, brand positioning, brand equity, and strategic alternatives like local vs. global products and brands.
This chapter discusses positioning and differentiating products through the product life cycle. It covers developing an effective positioning strategy, differentiating products using various attributes, and adapting marketing strategies to each stage of the product and market life cycles. The key stages of the product life cycle are introduction, growth, maturity, and decline, each requiring different marketing approaches. It also discusses segmenting markets and adapting to market evolution from growth to maturity and decline.
1. The document discusses marketing channels and supply chain management. It covers topics like channel intermediaries, channel structures, supply chain benefits, and logistics components.
2. Key learning objectives include explaining marketing channels, defining channel intermediaries, describing consumer and business-to-business channel structures, and discussing issues that influence channel strategy.
3. Supply chain management is defined as coordinating activities from source to consumption. It focuses on innovative solutions, competitive advantages, and customer value through synchronized product flow.
DESIGNING AND IMPLEMENTING BRANDING STRATEGIESAvinash Singh
This document discusses branding strategies and brand architecture. It defines key concepts like branding strategy, brand-product matrix, brand hierarchy, and brand portfolio. It explains how to design an effective brand portfolio that maximizes market coverage while minimizing brand overlap. The roles of different brands in a portfolio are discussed. Guidelines are provided for developing brand hierarchies and determining the appropriate number of hierarchy levels. The importance of corporate branding and cause marketing for building brand equity is also covered.
This document outlines a product strategy development process. It discusses selecting a product strategy by determining growth vs. profit goals and how to achieve them through existing or new customers. It also covers implementing the core strategy. Additional sections explain the benefits of having a coordinated strategy, positioning a product in the market, managing brand equity over the life cycle, and using the Boston Matrix to analyze a product portfolio at different stages.
The document summarizes key concepts from Chapter 12 on setting product strategy. It discusses the five levels of the customer value hierarchy with the core benefit being the fundamental level. It also covers expected products, product classification systems, line stretching strategies, product pricing approaches, the definition of packaging, and warranties as formal statements of expected performance. The concepts focus on how marketers plan market offerings across different product dimensions and levels to meet customer needs.
Marketing Channels - Module 1: Where Mission Meets MarketSebastiano Mereu
Preparation for the Marketing Channels exam at Edinburgh Business School Content extracted from the text book by Lou E. Pelton, Dr. David Strutton, and Dr. James R. Lumpkin.
The document discusses various product and branding decisions for international markets. It covers defining a company's product offering, the concept of products versus services and rights. It also discusses adapting products to local markets through attributes, packaging or positioning versus standardizing products across markets. Branding strategies like developing global versus local brands are also examined.
This document discusses various methods for measuring brand equity and valuing brands, including comparative, holistic, and valuation approaches. Comparative approaches examine consumer responses based on changes in brand identification or marketing programs. Holistic methods attempt to place an overall value on the brand through residual or valuation techniques. Valuation approaches determine the financial value of a brand for purposes like mergers and acquisitions. Specific valuation models are also described, like Interbrand's five-step process involving market segmentation, financial analysis, demand analysis, and discounting forecasted brand earnings.
This document discusses marketing channels and distribution strategies. It defines marketing channels and discusses their objectives, functions, types including intensive distribution, selective distribution and exclusive distribution. It also covers topics like consumer and business channels, marketing flows, importance of channels, channel design process and attributes of different channel strategies.
This document discusses product and service differentiation. It defines differentiation as distinguishing a product or offering to make it more attractive to a target market compared to competitors. Differentiation is done to defend prices, build a product range within firms, and drive innovation. Products can be differentiated based on attributes, relationships with customers, and linkages between firms. Key factors for differentiating products include price, form, features, customization, performance, quality, durability, reliability, reparability, and style. Service differentiation factors include ordering ease, delivery, installation, customer education, consulting, and repair.
The document discusses competitive advantage and competitor analysis. It provides objectives for understanding competitors and customers through analysis. It then discusses Intel as an example, focusing on how Intel's competitive strategy of superior value and product innovation has led to success. The document outlines steps for analyzing competitors, including identifying competitors, assessing their strategies, strengths/weaknesses, and selecting which to attack or avoid. It also discusses different competitive strategies firms can employ like overall cost leadership, differentiation, and focus.
This document discusses product mix and product line decisions. It defines product mix as the number and type of product lines an organization offers. The key aspects of product mix are its width, length, depth, and consistency. The document also discusses decisions around adding or removing products, as well as line stretching strategies like down-market, up-market, and two-way stretching of product lines. Product line managers must consider sales and profits to determine how to optimize their mix.
The document covers various topics related to developing and pricing goods and services, including describing a total product offer, identifying different classes of consumer and industrial goods, and explaining the product development process and product life cycle. It provides learning goals for the chapter and examples to illustrate concepts like new product development, distributed product development, and classifying different types of consumer goods.
The document discusses strategies for achieving competitive advantage. It introduces Porter's value chain model which views a firm as a collection of primary and support activities that add value. The value chain can be used to identify processes that add or reduce value for customers. Developing strategies may involve planning better ways to meet customer demands, identifying value-adding processes, and looking beyond the firm's boundaries to its supply chain. Maintaining a competitive advantage requires being efficient, aware of competition, innovating technology, and recognizing that advantages are temporary.
The document discusses five generic competitive strategies: low-cost provider, differentiation, best-cost provider, focus/niche, and their key characteristics. It provides an overview of each strategy, including their objectives, keys to success, benefits, pitfalls, and when each strategy works best. Choosing the right competitive strategy depends on a firm's resources and positioning in its market to outcompete rivals.
Market segmentation involves dividing a market into distinct subgroups with unique needs and characteristics. Companies segment their markets to develop targeted marketing strategies for specific customer segments. Effective segmentation criteria include substantiality, identifiability, accessibility, and responsiveness. Common bases for segmentation include geographic, demographic, psychographic, and behavioral factors. Choosing target markets and positioning strategies allows companies to focus their resources on the most attractive customer segments. Positioning communicates a brand's unique benefits in customers' minds relative to competitors.
This document is a student project report submitted for a post-graduate diploma program. It discusses the student's summer internship with Videocon Industries working on improving business efficiency by optimizing below-the-line (BTL) promotional activities. The report provides background on Videocon, describes the student's role assisting with BTL events and vendor management, and analyzes Videocon's products, brands, and marketing strategies. The objective of the internship was to standardize BTL processes such as dealer meetings, sponsorships, and in-shop branding activities.
This document discusses principles of marketing, distribution channels, wholesaling, retailing, and marketing logistics. It covers the roles that intermediaries play in distribution channels in matching supply and demand. It describes different types of retailers based on their level of service, product assortment, and prices. It also discusses wholesaling functions like selling, promotion, buying, bulk-breaking, and risk management. Finally, it outlines the nature and importance of marketing logistics in managing the physical flow of materials and goods to provide customer service at lowest cost.
Introducing & naming products & brand extensions chapter 12 by Leroy J. Ebert
Content Extracted from “Strategic Brand Management” 3rd Edition
Authors: Kevin Lane Keller
M.G. Parameswaran
Issac Jacob
Presentation developed from SLIM Diploma In Brand Management Students
Presentation developed by Leroy J. Ebert (15th May 2014)
This document discusses three projects that aim to manage demand on urban rail networks:
1. A case study of latent rail demand in Perth explores identifying potential new riders and estimating how demand might change with policy adjustments.
2. An international best practice review evaluates factors influencing rail demand and ways to balance demand with capacity, including case studies of management strategies in other cities.
3. A peak smoothing management study identifies options to moderate peak demand, including modeling fare incentives, service improvements, and educating customers on crowding levels to shift trips to off-peak times. The focus is piloting approaches on Sydney's Cronulla line.
Mobile devices are increasingly powerful, connected, and vulnerable to attacks. As more data moves to mobile, it is exposed to greater risks outside of typical enterprise protections. New threats will continue to emerge targeting the latest mediums of information exchange, like social networks and mobile devices. While mobility provides advantages, organizations must implement proper security measures like encryption, authentication, firewalls, and antivirus to safeguard data on devices and in transit.
Social media refers to conversations and sharing of content through digital tools. It has massively impacted media and consumer behavior, with people getting information and being influenced through their social networks more than traditional sources. As social media evolves, new platforms and features are changing how brands can interact with consumers, but it requires being transparent, understanding consumer perspectives, and focusing on building communities through engagement, information sharing, and entertainment. Successful social media strategies provide value to consumers and leverage the conversations and content they create.
TMK.edu Traditional Media Buying Presentation: August 2015The Media Kitchen
This document provides an overview of traditional media buying, including television, radio, print, outdoor, and network upfronts. It shows the average time spent with different media, with digital surpassing TV in 2013. Television advertising strengths include immediate impact and building awareness, while limitations are competitive clutter and time-shifted viewing. For radio, strengths are local presence and low cost, while limitations are lack of visuals and limited reach. Print advertising includes magazines, with strengths being targeted demographics and quality reproduction, while limitations are longer lead times and costs.
The document discusses Michael Porter's generic strategies model which identifies three strategies for gaining competitive advantage - cost leadership, differentiation, and focus. It provides details and examples of each strategy. Cost leadership involves producing standardized products on a large scale at low cost. Differentiation focuses on making the product unique through features, quality, design or service. Focus involves targeting a narrow market segment and achieving either cost advantage or differentiation within that segment. The risks of each strategy are also outlined. The document then provides examples of Dell's successful implementation of virtual integration and targeting of customer segments to achieve cost leadership.
This is the full research report from Amazon Consulting's 5th Annual State of Partnering Study. This comprehensive report in eBook format gives detailed analysis on the findings from this annual study. Thsi full report is only available to subscribers of the PartnerG2 market intelligence service.
Customer value and supply chain managementLayman Gud
The document discusses key aspects of customer value and supply chain management. It defines customer value as how customers perceive a company's offerings and explains it can be measured based on factors like conformance to requirements, product selection, price, brand, value-added services, and relationships. The document also outlines how supply chain management aims to efficiently integrate suppliers, manufacturers, warehouses to minimize costs and satisfy customer needs. It emphasizes the importance of customer value in driving supply chain changes and determining the appropriate supply chain type for a company.
All you need to know about Servitization in Manufacturing.pdfEnterprise Wired
The Roadmap to Servitization in Manufacturing: 1. Market Analysis and Customer Understanding 2. Service Portfolio Development 3. Invest in Technology and Data Infrastructure 4. Skill and Culture Development 5. Pilot Programs 6. Marketing and Customer Education
Creating brands that stimulate business demand. M.Video, a large electrical retailer in Russia, increased design services and advertising during an economic downturn to maintain their position as the number one retailer in their market. Campbellrigg was commissioned to develop a new concept for M.Video that focused on enhancing the customer experience. This included redesigned signage, navigation, and service areas. The new concept helped boost year-over-year sales and received positive feedback from M.Video's operational team and president.
Exploring the Channel Disconnect - within Technology Vendor Partner Programs.
Many vendors, across hardware and software enterprises, are struggling to engage and benefit from their partner programs.
This whitepaper explores some of the ways the UK technology channel is struggling with optimising their reseller programs, and steps they can take to improve their partner programs - to ultimately increase revenues, reduce the cost of sale and provide a more rounded experience to customers.
Based on the 9 blocks business model you can find a sample case study for modern business model. inspired from "business model generations" book.
this model for a digital marketing content company focused on establishing a content online services for middle east to enreach the market with new online websites that helps us reach the world with our own websites and get in control with our online atmosphere
This document summarizes Porter's generic strategies of cost leadership, differentiation, and focus as applied to various companies. It discusses Southwest Airlines' strategy of cost leadership in the airline industry by being more efficient and passing on savings to customers. It also discusses Starbucks' differentiation strategy of offering customized coffee drinks and investing in employee benefits and culture. Finally, it briefly discusses Zendesk's focused differentiation strategy of providing a cloud-based customer service platform and positioning itself as a thought leader in the industry.
Multi Channel Customer Management, Delighting Consumers, Driving EfficiencyKenneth Kwan
Companies are shifting from single-channel marketing approaches to multi-channel customer management strategies that provide a seamless experience across all touchpoints. Effective multi-channel orchestration requires understanding customer preferences, a defined channel strategy, and an IT architecture to support the overall customer relationship strategy. The online channel is increasingly important as both an information hub and a transaction channel, requiring optimization. Mastering multi-channel interaction delivers customer value and drives marketing efficiency.
The document discusses the product life cycle of marketing management. It begins by introducing the four stages of a product's life cycle: introduction, growth, maturity, and decline. It then provides examples like 3D TVs in the introduction stage and tablets in the growth stage. For each stage, it outlines the typical characteristics like low sales and high costs in introduction and rapidly rising sales in growth. Finally, it discusses implications of the product life cycle concept for assessing opportunities, threats, and adjusting marketing strategies.
March 2015 Infinity Gaming Magazine - Is Commoditization a ThreatJohn Edmunds
Commoditization occurs when products become indistinguishable based on features and consumers purchase based solely on price. This document discusses strategies for companies facing commoditization threats. It recommends that companies pursue multiple response strategies, including innovation, value-added differentiation, and proactively managing commoditization as part of product roadmaps. Commoditization presents opportunities to use commoditized products as inputs for innovation and new platforms to move up the value chain. With careful strategic responses, companies can compete in commoditized markets and see commoditization as a growth opportunity rather than a threat.
Capitalizing on Change - Unleashing the Power of Buyer-Provider Collaboration...Infosys BPM
This document discusses how buyer-provider collaboration can be leveraged to innovate and co-create value beyond traditional productivity gains. It outlines three approaches: 1) Going beyond local innovation by collaborating to create greater profit and loss impacts beyond just cost reductions. 2) Harnessing provider capabilities to create shared services/utilities for the buyer's entire value chain. 3) Collaborating across industries to identify new growth opportunities not possible through any one organization alone. Moving innovation efforts from one-sided provider efforts to true collaboration unlocks greater outcomes.
Service marketing involves promoting intangible services and ensuring customer satisfaction. It has become important for economies due to services contributing significantly to GDP and employment in countries like India. Service marketing differs from traditional product marketing due to characteristics of services being perishable, inseparable from their provider, and not having ownership. It is conducted through various approaches and is crucial as the global service sector continues to expand.
Article The Strategy Accelerator - Which businessmodels and strategies are va...Alfred Griffioen
How to improve your businessmodel and find an attractive position in the value chain or value network. How valid are the strategies of Porter, Treacy & Wiersema and the BCG portfolio matrix in this internet age and globalised world? The strategy accelerator gives a concise alternative, combining the Resource Based View and strategic marketing.
Marketing Mix Decisions BA4207 MARKETING MANAGEMENT Anna UniversityFreelance
Product planning and development – Product life cycle – New product Development and Management – Defining Market Segmentation – Targeting and Positioning − Brand Positioning and Differentiation – Channel Management – Managing Integrated Marketing Channels − Managing Retailing, Wholesaling and Logistics − Advertising and Sales Promotions – Pricing Objectives, Policies and Methods
S4 - Product innovation and development strategies.pdfJMHemachandra
1. The document discusses product innovation and development strategies, including defining what a product is, different levels of products and services, and product portfolio and individual product decisions.
2. It explains that products can be tangible objects or intangible services, and that marketers must define the core customer benefits being offered. Products have various attributes including quality, features, branding, packaging, and support services.
3. The document also covers product line decisions, including determining the appropriate length of a product line through line filling or stretching, as well as how company objectives and resources influence product line length choices.
* In an increasingly copy-cat economy, the new basis of competition is business model innovation.
* Unfortunately, the work of business model innovation is too often left undone, at great cost to the organization's longer term growth opportunities and its profitability. This gap is the outcome of marketing's role increasingly being defined around demand generation and brand communications in increasingly fragmented channels, roles that have required many new marketing subspecialties.
* The CMO is ideally suited to facilitate business model strategy decisions, decisions that must be made by the leadership team as a whole.
* Deploying the CMO to facilitate business model innovation will align brand and business strategy, benefiting the success of both.
tutor2uTM is a leading UK educational resource website for subjects including Business, Economics, ICT and Politics. Visitors can access both free and subscription-based learning materials on a wide range of topics at tutor2u.net.
This document provides a summary of the leading UK educational resource tutor2u. It states that tutor2u is the leading UK resource for Business, Economics, ICT and Politics and provides both free and subscription-based resources that can be accessed on their website at http://www.tutor2u.net.
tutor2uTM is a leading UK educational resource website for subjects including Business, Economics, ICT and Politics. Visitors can access both free and subscription-based learning materials on a wide range of topics at tutor2u.net.
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Manufacturers are under intense pressures to increase market share, improve
margins and differentiate their products in the marketplace. The typical levers for
gaining competitive advantage such as price, product innovation and traditional
marketing are easily copied by competitors and eventually become “me too”
in the marketplace. Firms spend anywhere from 5%-15% of product sales on
marketing, yet brand loyalty remains low.
In a recent survey conducted by IBM, we found that buyer segments have
unique service needs throughout the purchase process. In addition, we found
that purchasers who have a positive service experience are much more likely to
be loyal and refer others to the brand. We believe that a well designed service
program, targeted to the right segments and tightly integrated with the firms’
operations can differentiate a brand, increase loyalty and provide a lasting
competitive advantage.
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Today, almost all manufacturers provide after sales support services. But these
services are usually the same across all of a company’s product segments, and
warranty terms and product support services are typically the same across the
industry. Executives believe that if they invest in upgrading services, competitors
would follow and eventually customers would no longer see differentiation or
value, while the firm is left with higher costs. As for pre-sales support services,
they often are not even offered. But viewing services in this traditional way leaves
an opportunity on the table.
Service Enabled Customer Experience (SECE) is a strategy for leveraging
services throughout the customer’s purchase and ownership lifecycle to offer a
unique and differentiated experience. It consists of:
Targeting services to unique customer needs across the ownership lifecycle,
such as providing information that makes the buying process easier,
enhancing the value of the product or reducing ownership hassles
Integrating these services into the fabric of the firm’s operations, so that
customers consistently see value at every touchpoint and throughout their
ownership experience
Positioning services in the center of the firm’s marketing messages so that
customers are aware of the value manufacturers are providing through the
service program
Increasing the customer’s perceived value of the combined product and
service offerings
Building a direct relationship with customers while still balancing the firm’s
current business sold through channel partners
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Manufacturers are under intense pressure to differentiate their products in
the marketplace. Yet competing products are usually available with similar
features, pricing and marketing. Services can help products stand out from the
competition.
Services Can Differentiate the Brand
Even product innovation isn’t enough to differentiate a brand. Product lifecycles
continue to get shorter, and because global, flexible supply chains are now
available to any competitor, new products ideas can be copied quickly. One
recent example is that of Vizio, the upstart LCD TV manufacturer, which in the
span of three years has grown from a low single-digit market share to the point
where it now is competing for the largest share in North America. Vizio handles
design and marketing, but outsources assembly to contract manufacturers,
taking advantage of the supply of increasingly commoditized LCD panel
technology and capacity. Because it can use many of the same components
that are in high-end brands while keeping its overhead low, Vizio is able to sell its
LCD TVs for much less than competitors, and many consumers don’t see enough
of a difference in picture quality to justify paying more for a premium brand.
To help differentiate their brands against threats like Vizio, both Panasonic with
its “Concierge” program and Sharp with its “AQUOS Advantage” program
are offering a portfolio of services to their customers designed to enhance the
ownership experience. While both companies to continue to make significant
investments in RD, services are an integral part of their strategies for acquiring
and retaining customers.
More Effective Channel Marketing
Most consumer products companies are under intense pressure to reduce their
expenses, especially marketing expenses. Often, they are forced to spend large
sums in collaborative marketing with the retailer who distributes their products.
But, benefits from such marketing spend are not easy to measure, and that
product manufacturers don’t have much control over development of marketing
campaigns conducted by channel partners utilizing their funds. By proactively
developing marketing programs that are mutually benefit to both the channel
partner as well as product manufacturer and targeted at premium customers,
firms will be able to measure and utilize marketing dollars more effectively.
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Provides Unique Value to Channel Partners
Some channel partners are also looking for increased differentiation from their
suppliers. “A” channels or premium distribution partners typically carry a
manufacturer’s high-end product and provide superior margins. Before the
emergence of “big box” and discount merchants, they could maintain their niche
because manufacturers would first ship new products to the A channel, then as
the product matured B Channels such as mass-merchandisers would receive
the product. This provided the A channel with a time advantage during which
they exclusively carried certain high-end products. Now that product lifecycles
are more compressed, manufacturers typically distribute their products to all
channels in a more simultaneous roll-out. Thus, A channel partners have lost
their traditional advantage. As a result, they are asking manufacturers to provide
something unique that a mass merchandiser would not have access to. In many
cases, services could be the answer.
Given this competitive landscape, how can firms differentiate their brand in a way
that is meaningful to customers, affordable and sustainable?
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While all manufacturers offer support services for their products (such as product
warranties, installation and repair), they do not usually leverage them to create
competitive advantage. Existing service offerings are typically viewed as a cost
of doing business, and while they are seen as necessary, they are not often seen
as a potential source of competitive advantage.
The difference between typical product-related service offerings and a Service
Enabled Customer Experience is that a SECE program:
Spans the entire ownership lifecycle across all customer touchpoints, from pre-
sale to post-sale and repurchase
Addresses unique needs of targeted customer segments
Is bundled with the product or is closely integrated with product features
Leverages convergence of the product and connectivity to provide enhanced
service levels including customized content.
Is integrated with marketing campaigns to differentiate the product and drive
customers back to repurchase
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Our research shows that customers have unmet needs across the purchasing
process. A critical step in undertaking an SECE strategy is to understand what
those needs are, not just for your industry, but for your specific products and
customers. While looking at what competitors are doing, or consulting analyst
reports can provide a starting point, getting a firsthand perspective is important.
First, your products may have unique design characteristics, content needs,
strengths or weaknesses that can be addressed with unique services. For
example, convergence with connectivity may provide an opportunity for content
or monitoring services. Second, having this original voice of the customer can
be a powerful catalyst for change within the organization. It is much easier to
overcome the objections of naysayers who don’t see the advantages of an SECE
strategy, or who may feel threatened by it, by showing them the evidence from
their own customers.
Figure 1
By grouping these needs together, it is possible to identify the value propositions
customers are seeking. The service program should be designed to deliver
these value propositions.
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Figure 2
A key role of a manufacturer’s service organization is to “keep the customer” and
then “give them back” to the sales organization when the customer is ready to
buy again. The manufacturer’s sales and marketing organization may be leaving
to chance whether customers will return to buy the company’s products in the
future. Even satisfied customers will defect if they have no loyalty to their current
brand.
A key part of an SECE strategy is providing a mechanism for customers to remain
engaged with the brand, so that customers maintain awareness and a connection
to the firm. Examples of these methods are loyalty programs, forums, blogs, and
newsletters.
Our research has found that customers that have positive service experiences
are much more likely to establish a positive emotional attachment to the brand,
and therefore become truly loyal. This means that even if a competitor makes an
attractive offer, the customer is more likely to remain with their original supplier
because of the trust and confidence that has been built up.
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Finally, firms can use their existing customers to acquire new ones, by encouraging Learned
Lessons them
to become advocates of the brand. The same customer experiences that contribute to
loyalty also contribute to advocacy. The difference is that advocates derive additional
satisfaction from telling others about their positive experiences with the brand. Recent
research has shown that buyers find the recommendations of others much more credible
than those of the manufacturer, or even professional reviewers. Manufacturers should
make it easy for customers to refer others to the brand, and reward them when they do so.
Figure 3
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Adopting a SECE strategy can deliver significant benefits in three areas: Direct
Customer Relationship, Product Repurchase and Customer Advocacy.
Direct Customer Relationship
In today’s environment where channel partners can have considerable influence
over customers, the SECE approach gives firms a platform for building a direct
relationship with customers. Successful firms can leverage this platform to
increase knowledge of who their customers are and develop insights into their
unique needs, which in turn can be used to continuously improve products and
services.
Product Repurchase
Once the relationship foundation is in place, firms can leverage this platform
to announce new products, execute event driven marketing strategies and
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strengthen their distribution channels by referring customers to preferred
partners. Together, these capabilities can lower customer acquisition and
retention costs by making more effective use of the firm’s marketing budget.
Customer Advocacy
Ultimately, customers that have a superior end-to-end product and service
experience are more likely to remain loyal to the brand and become advocates.
Firms that have adopted an SECE approach have increased repurchase rate,
reduced time to second purchase and increased advocacy rate, resulting in
sales increase.
Figure 4
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A high tech manufacturer was facing high customer dissatisfaction with their
warranty returns and reverse logistics programs. Their program was ranked the
lowest amongst the six major HDD manufacturers. Within the firm, it was difficult
to get various groups to agree on what was causing the problem and prioritize an
action plan. This was directly impacting the company’s overall value proposition
to its enterprise customers and the quarterly business reviews were dominated
by services related issues instead of focusing on sales.
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IBM worked with this company to develop a voice of customer program,
interviewing procurement managers of the firm’s twenty-five largest customers
to understand what the customer’s services after sales needs were, how the
firm was meeting those needs and how competitors were serving them. Working
collaboratively with Customer Operations, Logistics, Planning, Transportation and
Finance teams, IBM developed a new warranty returns program supported by a
solid business case. This was presented to senior management for approval and
after the approval managed successful launch of the program.
The result was that the entire firm is now aligned to a common view of customers’
pain points and needs. The new warranty program has resulted in:
A 16% increase in customer satisfaction
Potential to increase volume-mix
Differentiation from competitors
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To implement an SECE strategy requires developing a comprehensive service
program that targets a specific set of customer service needs. The steps
involved are:
Understand customers’ unique service needs across the purchase and
ownership lifecycle using a combination of focus groups, quantitative surveys,
and mining of customer data, such as call records and service history – what
problems, challenges and opportunities do customers face when selecting,
buying or using your product?
Describe how services could benefit each customer segment – what
services does each segment value, when do they need them, how much (if
anything) are they willing to pay, and how should the services be delivered?
Develop a business case for implementing the service program – what are
the costs and impact on revenue?
Develop and operationalize a service program that meet customer’s service
needs, but also increase customer satisfaction, loyalty and advocacy – what
new process, skill or information technology capabilities need to be created?
Create a marketing program that communicates the value of the service to
targeted customer segments
Launch the SECE program and measure the results
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Figure 5
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A consumer electronics manufacturer sought to improve the consumer
experience to differentiate its brand and gain competitive advantage. In this
industry, where customer loyalty is the manufacturer’s ultimate goal, service
satisfaction has a greater impact on repeat purchase intent than product
satisfaction. The company knew it needed to understand its customers better, to
provide the right services at the right time. The client decided to provide services
targeted to specific customer needs across its product line, and provide the
desired experience to the customer across multiple delivery channels.
IBM worked with the manufacturer to help it develop a unique, multi-channel
post-sales service program. Based on in-depth consumer research conducted
by IBM, the program goes beyond competitors’ post-sales service and support,
offering a unique VIP customer service experience, providing extensive support
and service through the channels demanded by consumers – call center, Web
self-service and authorized servicers.
The result has been:
Over 100,000 new customer registrations in 6 months
Increased Net Promoter® score to by 30%
65% of customers reported they would be more likely to repurchase the brand
86% customer satisfaction with the service program
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Firms pursing an SECE strategy can learn from the challenges others have
encountered in adopting these types of programs.
Misalignment of Product, Marketing and Service Strategies
For most manufacturers, looking at services as a source of strategic advantage
requires a shift not only in thinking, but in the way decisions are made and
resources are allocated. Firms that choose an SECE strategy without making
the necessary governance changes can lose the benefits. For example,
manufacturers are often “product-led”, with the result that the marketing
organization creates messages that describe only the advantages of the
products’ features, and the services organization provides only “break/fix”
support.
An SECE organization views service as an integral part of product development,
marketing and service delivery. For example, customer feedback on product
requirements derived from service calls should be fed back and acted on by the
product development organization. The marketing organization should launch
event-driven marketing campaigns based on customer information gathered from
the program.
Insufficient Understanding of Customer Service Needs
Without conducting primary research, including focus groups, quantitative
surveys and in-depth analysis of contacts with its own customers, manufacturers
cannot be assured of accurately understanding the service opportunities that are
unique to their customers. Secondary research provides a good starting point for
developing hypotheses, but they cannot be tested without talking to customers.
Giving Away Unaffordable Levels of Service
There is often a temptation to give away high service levels in an attempt to
gain favor with customers. While this can appear to work in the short term, in
the long run it is a losing strategy. First, it can devalue services that customers
would otherwise be willing to pay for, cutting already thin margins even further.
Second, if the increased service is not connected to the desired behavior, it may
not have the desired effect. For example, providing exclusive service benefits to
customers who are loyal or brand advocates encourages repurchase.
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Not Leveraging Customer Insights
If the SECE program is designed properly, after launching the program,
manufacturers will be able to collect information about customer behavior that
they may never have had before. This can be a gold mine of actionable data
that should be fed back to the Product, Marketing and Services organization.
Relatively simple analytics can provide answers to questions such as “Who are
our most profitable customers?”, “What are the characteristics of our most loyal
customers?”, “What products and services are typically purchased together?”,
“”What offers should be targeted to customers who buy certain products, and
when is the best time to target them?”, “What unmet needs to our customers have
that could be satisfied by a new product or service?”
Channel conflict
While a key benefit of SECE is the ability to build a direct relationship with
customers, this can be seen as a threat by channel partners who could think
the manufacturer is trying to steal “their” customers. There is no simple answer
to channel conflict, but manufacturers can mitigate it by including channel
partners in the design of the program. For example, manufacturers can offer
incentives to channel partners who participate in the program, ensuring that
marketing promotions direct customers back to the partner for product or service
opportunities.
Focusing on only part of the buy chain purchase process
Manufacturers often make the mistake of looking only at post-sale and repair
services when designing a Service Enabled Customer Experience program. But
customers have service needs that start when they first consider purchasing
a product and continue past product disposal into repurchase. By offering
services across the total lifecycle, firms can better demonstrate their complete
commitment to standing behind customers.
Not Delivering on the Service Promise
It’s one thing to promise a great customer experience, but quite another to
deliver it. Nothing has a more negative impact on customer loyalty than a
service experience that doesn’t meet elevated expectations. So before the
SECE program is launched, make sure the delivery capabilities are in place.
Start with a broad vision, but execute in small steps, learning and adjusting from
experience.