This document outlines the marketing management process and various frameworks for strategic marketing and planning. It discusses five parts of the process: marketing strategy, competitive market analysis, identifying current and future competitive positions, competitive position strategies, and implementing the strategy. For each part, it lists the relevant chapters and concepts that will be covered, including market-led strategic management, strategic marketing planning, customer and competitor analysis, segmentation and positioning, and the marketing mix.
International forces in business environmentDr.B.B. Tiwari
For IAS, PCS, SSC, IBPS, Bank-PO,RBI, and Other One day Exams
MBA, BBA, M A , M Com
International forces in Business Environment
International Business
Trade
MNCs
Factor's Influencing International Business
Types of Environment: Micro and Macro
Types of Macro Environment:
Foreign Environment
Geographical Environment
Economic Environment
Socio- Cultural Environment
Political Environment
Legal Environment
Technical Environment
International forces in business environmentDr.B.B. Tiwari
For IAS, PCS, SSC, IBPS, Bank-PO,RBI, and Other One day Exams
MBA, BBA, M A , M Com
International forces in Business Environment
International Business
Trade
MNCs
Factor's Influencing International Business
Types of Environment: Micro and Macro
Types of Macro Environment:
Foreign Environment
Geographical Environment
Economic Environment
Socio- Cultural Environment
Political Environment
Legal Environment
Technical Environment
Study of International Business Articles.
Part 1: Essential of International Business.
Part 2: Theories applied to International Business.
Part 3: Bargaining Approach and Resources.
Part 4: International Business Phenomena.
Part 5: Internalization.
Part 6: Competitive advantages.
Introduction to international business - Manu Melwin Joymanumelwin
“ All institutions have to make global competitiveness a strategic goal. No institution, whether a business, a university or a hospital, can hope to survive, let alone to succeed unless it measures up to the standards set by the leaders in its fields, any place in the world.” -Management challenges of 21st century by Peter drucker.
> To define globalization and international business and show how they affect each other
> To understand why companies engage in international business and why international business growth has accelerated
> To discuss globalization’s future and the major criticisms of globalization
> To become familiar with different ways in which a company can accomplish its global objectives
> To apply social science disciplines to understanding the differences between international and domestic business
> To define globalization and international business and show how they affect each other
Study of International Business Articles.
Part 1: Essential of International Business.
Part 2: Theories applied to International Business.
Part 3: Bargaining Approach and Resources.
Part 4: International Business Phenomena.
Part 5: Internalization.
Part 6: Competitive advantages.
Introduction to international business - Manu Melwin Joymanumelwin
“ All institutions have to make global competitiveness a strategic goal. No institution, whether a business, a university or a hospital, can hope to survive, let alone to succeed unless it measures up to the standards set by the leaders in its fields, any place in the world.” -Management challenges of 21st century by Peter drucker.
> To define globalization and international business and show how they affect each other
> To understand why companies engage in international business and why international business growth has accelerated
> To discuss globalization’s future and the major criticisms of globalization
> To become familiar with different ways in which a company can accomplish its global objectives
> To apply social science disciplines to understanding the differences between international and domestic business
> To define globalization and international business and show how they affect each other
WTO & Trade Issues - International Trade Environment.pptxDiksha Vashisht
To better understand how modern global trade has evolved, it’s important to understand how countries traded with one another historically. Over time, economists have developed theories to explain the mechanisms of global trade.
The main historical theories are called classical and are from the perspective of a country, or country-based.
Thinking of a career in international business? See if you and an international job environment are a good fit. Fuel the growth and success of multinational corporations with a career in international business. You’ll find many exciting opportunities for work at home and abroad. An increasing number of businesses now conduct business globally. In international business you’ll engage with global and cultural business issues as an import/export agent, translator, foreign currency investment advisor, foreign sales representative, international management consultant and more. If you’re in interested in learning where international business can take you, learn which personal and professional traits you’ll need to succeed.
During the DMA2013, conferences and exhibition in Chicago, I did this presentation about International development : Making Global Campaigns relevant for local customers
ES ANALISIS GENERAL DE DOS COMPAÑIAS GLOBALES QUE PRESTAN SERVICIOS BPO A TRAVES DE CONTAC CENTERS, SIRVE COMO BASE PARA UNA PRESENTACION Y DISCUSION DE OPORTUNIDADES Y REVISION DE AMBOS NEGOCIOS.
Propuesta de Plan de Marketing elaborada para una agencia de publicidad que lleva la promoción de los centros de Primark en España. Trabajo elaborado junto a mi compañero del IE - Carlos Morales (@cmorales)
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
1. 1
Marketing strategy and planning
A framework for strategic marketing and planning
-
The firm and its environment –
Customer and competitor analysis
Week 37
Jacob Holm
Jacob.k.holm@gmail.com
Tlf: 24 42 11 32
www.office2go.dk
www.Office2go.dk
2. 2
Hold roderi……..
Hold A Hold B Hold C
Tirsdag 15.20 – 17.10 Torsdag 8.00 – 9.40 Tirsdag 8.00 – 9.40
D1V089 SP216 D1V001
www.Office2go.dk
3. 3
The marketing management process
Part 1:Marketing Strategy
• Market –led strategic management – chapter 1
• Strategig marketing plannng
Part 2: Competitive market analysis
• The changing market environment – chapter 3
• Customer analysis – chapter 4
• Competitor analysis - chapter5
• Understanding the organizational resource base – chapter 6
• Forecasting future demand and market requirements – chapter 7
Part 3: Identifying current and future competitive positions
• Segmentation and positioning principles – chapter 8
• Segmentation and positioning research – chapter 9
• Selecting target markets– chapter 10
Part 4: Competitive position strategies
• Segmentation and positioning principles – chapter 11
• Competing through the new marketing mix – chapter 12
•Competing trough innovation– chapter 13
• Competing through superior service and customer relationship – chapter 14
Part 5: Implementing the strategy
• Strategic customer management – chapter 15
• Strategic alliances and network – chapter 16
• CSR – chapter 18 www.Office2go.dk
4. 4
MARKOPS GRUPPER – Deadline mandag 24 sept
Sendes til jacob.k.holm@gmail.com
Product portfolio strategy, to decide which new projects proposed by R&D will
be fully developed and brought to market
Segmentation and positioning strategies to determine which market segments
will be targeted, and how products will be positioned
Marketing mix strategy to set day-to-day operational marketing decisions
such as pricing, production, communication and distribution
www.Office2go.dk
5. 5
Today’s subject
Marketing Audit:
1. Macro environment forces – Political/legal, economic/demographic
social/cultural, technological - PEST
2. Micro environment actors – Customers, competitors, substitutes,
suppliers, distributors and suppliers – Porters five forces
3. Against whom are we competing and what market are we in –
Porters value chain and value curves
4. Consumer analysis
www.Office2go.dk
6. 6
A bit inspiration before we start
The firm and its environment
www.Office2go.dk
7. 7
The organizations environment
1. Macro environment forces – Political/legal, economic/demographic
social/cultural, technological - PEST
2. Micro environment actors – Customers, competitors, substitutes,
suppliers, distributors and suppliers – Porters five forces
www.Office2go.dk
8. 8
1. Macroenvironment
• What is the macroenvironment
– Demographic, Socio cultural, Physical, Political/Legal, Economic and
Technological.
“like mosquitoes or cooling breezes on a humid summer evening,
trends will always be present, whether marketing managers like them or
not. The question is what managers can do about them”. -
- Mullins, Walker, Boyd, Larréche (fifth edition -page 68)
• Do we have any influence on these trends?
– Depends on the size and willingness to use the power.
– Global multinational companies like Coca-cola, GM, Microsoft, Nestlé have great
influence.
– Medium sized global or local companies like Zara, H&M, GAP in the fashion can
have some influence.
– Small local firms have typically no influence alone but will work through interest
organizations by lobbying.
www.Office2go.dk
9. 9
Demographic environment
• World perspective:
– How is the demographic development in Europe, Asia, Africa, North and South
America.
• Regional perspective:
– Ex. EU north contra south – new countries in the EU.
• National perspective:
– Rural -> urban development
• Local perspectives:
– Perspectives in the local communities
• Age – individual economic status – economic development,
geographical placement and identity etc.
www.Office2go.dk
11. 11
Sociocultural environment
The sociocultural environment represents the values, attributes, and the
general behavior of the individuals in a given society.
• Shift or development/transformation in the structure of the society.
– Generation X – The rise of the creative class – individual values
– Family structure
– Immigration
• Higher educated, postponing marriage,
delaying having children.
• Different from country to country
– Denmark is a homogeneous country – it’s hard to immigrate to
– US is a multicultural country where it’s easier to get integrated
www.Office2go.dk
12. 12
Economic environment
• The economic performance of a country is measured by Gross
domestic product (GDP)
– GDP is defined as the total value of final goods and services produced
within a territory during a specified period (or, if not specified, annually, so
that "the UK GDP" is the UK's annual product). GDP differs from gross
national product (GNP) in excluding inter-country income transfers, in effect
attributing to a territory the product generated within it rather than the
incomes received in it.
– GDP = consumption + investment + exports − imports
– Economists (since Keynes) have preferred to split the general consumption
term into two parts; private consumption, and public sector spending =>
GDP = private consumption + government + investment + net exports
– To compare countries we measure it normally on per-capita basis.
– The problem is that we don’t measure the purchasing power – only the
countries productivity !
www.Office2go.dk
13. 13
Economic environment
• Big Mac index
– In the Big Mac index, the "basket" in
question is considered to be a single
Big Mac as sold by the McDonald's
fast food restaurant chain.
– The Big Mac index was introduced by
The Economist newspaper in
September 1986 and has been
published by that paper more or less
annually since then. The index also
gave rise to the word Burgernomics.
• Tall Latte index
– In January 2004, The Economist
introduced a sister Tall Latte index.
The idea is the same, except that the
Big Mac is replaced by a cup of
Starbucks coffee, acknowledging the
global spread of that chain in recent
years
www.Office2go.dk
14. 14
Economic environment
• Factors that are important for the economic environment
– Interest rate
– Net income level (after taxes)
– Unemployment level
– Future economic forecast – national and international
• Example - Demand in Denmark
– Interest rates low – mortgage interest is app. 0,3 %
– Housing prices are high (Copenhagen area)
– Unemployment low
– Net income are rising after tax cuts by the government
www.Office2go.dk
15. 15
Political/legal environment
• In every country there is a legislative or regulatory environment
within firms must operate.
• Political risks of confiscation, expropriation or domestication.
• Risks of: Import/export restrictions – Taxations - Price control
• Copyright og protection of intellectual property
• Government regulations – Typically on price product, promotion and
distribution – EU favors multinational companies compared to small local
companies
• Government deregulation – telecommunication, air travel etc.
www.Office2go.dk
16. 16
Technological environment
• What is the technological level in the country, region etc.
• "I think there is a world market for maybe five computers”
-- Thomas John Watson, Sr. (1874-1956), American
businessman, president of IBM
• Skype found a new way of phoning – the company was sold to
eBay for approximately $2.6 billion
www.Office2go.dk
17. 17
Globalisering
• Globalisering – det er her og bliver ”værre” eller ”bedre og bedre”
• Ikke mere lavtløns job der udflyttes nu også højtløns jobs.
• Dem som kan udnytte mulighederne er verden ”lille”
”At the same time as markets are becomming more global, so the
destinct of market segments is becomming clearer. The most
succesful firms are those that have recognised this incraesing
importance of segmentation and positioned their companies so as
to take best advantage of it” - side 64
• Verden bliver mere og mere uforudsigelig
www.Office2go.dk
18. 18
The organizations environment
1. Macro environment forces – Political/legal, economic/demographic
social/cultural, technological - PEST
2. Micro environment actors – Customers, competitors, substitutes,
distributors and suppliers – Porters five forces -
www.Office2go.dk
21. 21
2. Micro environment
Porters five forces
Market definition
Industry
competitors
Determine
intensity &
attractiveness?
Suppliers
Power etc.
Buyers
Power etc.
New entries
Threats & attractiveness, competence
Substitutes
Relative price,
switching cost etc.
What determine
attractiveness (high profit)?
= Barriers
www.Office2go.dk
22. 22
Markets and industry definition
What is the relevant market………….
The relevant market definition depends on what you want to investigate
– and you often need to see the market from different perspectives.
Generic
categories
Product class Product group
Transportation Cars, trains,
busses, caps etc
Cars SUV
Communication Mobile phone,
Ord. phone,
Email, Fax
Mobile phones 2G phones
Pictures Painting, photo,
decoration
Photo Digital photo
www.Office2go.dk
24. 24
Exit barriers
Entry
barriers
Low High
Low
High
Low stable
returns
Service industry
Low, risky
returns
Polluting industries
High stable
returns
Shipping
High, risky
returns
IT, Medico, software
Understanding barriers
Market conditions
Trend = breaking barriers (ie ”indre marked &
globalisation”)
www.Office2go.dk
25. 25
Exit barriers
Entry
barriers
Low High
Low
High
Understanding barriers
Market conditions
Entry barriers:
High capital requirements, economies of scale, patents,
licensing requirements, scarce location, raw materials,
distributors,
Exit barriers:
Legal or moral obligations to customers, creditors and
employees, government restrictions, low asset salvages
value due to overspecialization or obsolescence, high
vertical integration and emotional barriers.
www.Office2go.dk
26. 26
Competitive forces
Bargaining power
of suppliers
Threat of new
entrants
Rivalry among
existing firms
Bargaining power
of buyers
Threat of
substitute prod.
Rivalry is greater when:
• There is high investment intensity. -
Ex. Airlines
• Many small firms exist, no dominant
firm – ex restaurants
• There is little perceived prod.
Differentiation – ex car tires
• It is easy for customers to change
suppliers – ex phone companies
www.Office2go.dk
27. 27
Competitive forces
Bargaining power
of suppliers
Threat of new
entrants
Rivalry among
existing firms
Bargaining power
of buyers
Threat of
substitute prod.
Entry is more difficult when:
• Strong economies of scale are
present. – Ex. Shipping
• High capital requirements – ex 3G
mobile technology
• When product differentiation exists –
ex Cirque-Du-Soleil
• When it is difficult gaining distribution
– ex Paint market
How strong are the barriers
www.Office2go.dk
28. 28
Competitive forces
Bargaining power
of suppliers
Threat of new
entrants
Rivalry among
existing firms
Bargaining power
of buyers
Threat of
substitute prod.
Threat of substitute prod are higher
when:
• Alternative products perform the same
function.
• New inventions can be produced
cheaper and solve the buyers need.
How strong are the barriers
www.Office2go.dk
29. 29
Competitive forces
Bargaining power
of suppliers
Threat of new
entrants
Rivalry among
existing firms
Bargaining power
of buyers
Threat of
substitute prod.
The effect is normally seen through
prices – high supplier power is seen
when:
• Limited number of suppliers
• High switching cost
• Realistic threat of forward integration
• Suppliers product is a large part of
buyer’s production.
• There is a high cost in changing
suppliers – ex microsoft
Who has the bargaining power ?
www.Office2go.dk
30. 30
Competitive forces
Bargaining power
of suppliers
Threat of new
entrants
Rivalry among
existing firms
Bargaining power
of buyers
Threat of
substitute prod.
Bargaining power is increased when:
• The extent of buyer concentration. –
Ex. Wall-mart
• Low switching cost – ex TDC ><
Telmore
• Threat of backward integration
• The product is of low importants to the
buyer
• Buyers profitability is low – will create
a more aggressive bargaining.
Who has the bargaining power ?
www.Office2go.dk
31. 31
Porters five forces
Market definition
Industry
competitors
Determine
intensisity &
attractiveness?
Suppliers
Power etc.
Buyers
Power etc.
New entries
Threats & attractiveness, competence
Substitutes
Relative price,
switching cost etc.
PEST
www.Office2go.dk
33. 33
Porters værdikæde
• Hvorfor værdikæde analyse?
– Hvor skaber vi værdi – supply, production, customers
– Hvor skaber konkurrenterne værdi
– Hvor skal vi sætte ind
– Hvordan måler vi styrker - værdikurver
Hvor skabes værdien www.Office2go.dk
37. 37
Product life cycle - PLC
Market introduction stage:
•cost high sales volume low
•losses
•high prices – skimming or penetration
•Innovators
Growth stage:
•costs reduced due to economies of
scale - sales volume increases
significantly
•profitability
•prices to maximize market share
•Early adaptors and majority
Mature stage:
•costs are very low sales volume peaks
•prices tend to drop due to the
proliferation of competing products - very
profitable
•Late majority – innovators are gone
Decline stage:
•sales decline
•prices drop (lower prices may lead to
lower value perception)
•profits decline
Pre-
relationship
stage
The early
stage
The
Development
stage
The long-
term
stage
The final
stage
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38. 38
The early stage
• Create awareness of the product / Brand
• Trial with low commitment
• Create a basic trust – all sales is based on trust!
www.Office2go.dk
39. 39
Product life cycle - PLC
Market introduction stage:
•cost high sales volume low
•losses
•high prices – skimming or penetration
•Innovators
Growth stage:
•costs reduced due to economies of
scale - sales volume increases
significantly
•profitability
•prices to maximize market share
•Early adaptors and majority
Mature stage:
•costs are very low sales volume peaks
•prices tend to drop due to the
proliferation of competing products - very
profitable
•Late majority – innovators are gone
Decline stage:
•sales decline
•prices drop (lower prices may lead to
lower value perception)
•profits decline
Pre-
relationship
stage
The early
stage
The
Development
stage
The long-
term
stage
The final
stage
www.Office2go.dk
40. 40
The development stage
• Increase marketing cost
• Sign first order
• You know need to prove your worth and build on the initial trust
– Service
– Delivery on time
– Accurate invoice
– Follow up on mistakes or delays
– After sales service
www.Office2go.dk
41. 41
Product life cycle - PLC
Market introduction stage:
•cost high sales volume low
•losses
•high prices – skimming or penetration
•Innovators
Growth stage:
•costs reduced due to economies of
scale - sales volume increases
significantly
•profitability
•prices to maximize market share
•Early adaptors and majority
Mature stage:
•costs are very low sales volume peaks
•prices tend to drop due to the
proliferation of competing products - very
profitable
•Late majority – innovators are gone
Decline stage:
•sales decline
•prices drop (lower prices may lead to
lower value perception)
•profits decline
Pre-
relationship
stage
The early
stage
The
Development
stage
The long-
term
stage
The final
stage
www.Office2go.dk
42. 42
The long-term stage
• Maintenance marketing cost
• Creating a sort of “friendship” – anniversary or birthday present.
• Efficiency improvement in sales and marketing. Reduced cost.
• Orders over the phone or EDI
• Maximum commitment – tough for competitors to steal your
customer, even if you price is higher!
• CRM (Customer relationship management) systems
• Database marketing through a club
www.Office2go.dk
44. 44
Product life cycle - PLC
Market introduction stage:
•cost high sales volume low
•losses
•high prices – skimming or penetration
•Innovators
Growth stage:
•costs reduced due to economies of
scale - sales volume increases
significantly
•profitability
•prices to maximize market share
•Early adaptors and majority
Mature stage:
•costs are very low sales volume peaks
•prices tend to drop due to the
proliferation of competing products - very
profitable
•Late majority – innovators are gone
Decline stage:
•sales decline
•prices drop (lower prices may lead to
lower value perception)
•profits decline
Pre-
relationship
stage
The early
stage
The
Development
stage
The long-
term
stage
The final
stage
www.Office2go.dk
45. 45
The final stage
• Total commitment from seller and buyer.
• No doubt about the advantage of dealing with each other
• Invite to football matches, golf, vacations ect.
But problems are coming!
• New developments are outmatching our product
• Customers begin to disloyal
• If we don’t react it could have a long term effect.
•Cipramil (Lundbeck)
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46. 46
PLC – Product Life Cycle
Mange forskellige forløb – Kan være produktgrupper
www.Office2go.dk
53. 53
Decision making process
High Low
Extended
(Info search,
consideration of
alternatives)
Complex decision making
(Cars, homes, vacations)
Limited decision making,
incl. Varity seeking making
and impulse purchase
Habit/routine
(Little or no info search)
Brand loyalty
(Athletic shoes, milk,
deodorant)
Inertia
(frozen vegetables, Paper
towels)
Extent of involvement
Extent
of
analysis
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54. 54
The evaluation process
Where can marketers influence the buying process
Problem identification
Information search
Routine or habitual
purchase
Evaluation of alternat.
Purchase
Post purchase eval.
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55. 55
Why are these areas of special interest to
marketers
Problem identification
Information search
Routine or habitual
purchase
Evaluation of alternat.
Purchase
Post purchase eval.
• Hard facts
– Product
– Price
– Quality
– Size
– Technique
• Soft facts
– Attitudes
– Lifestyle
– Brand attitudes
– Social acceptability
– Salespersons involvement
– Storytelling
– Customer orientation
Market
research
www.Office2go.dk
56. 56
Customer Journeys
holm lund sørensen
”Customer Journeys”
Eksempel:
Entre: 2 min – 55 kr
Forl. 1: 10 min – 0 kr
Forl. 2: 20 min – 25 kr
Rest 1: 20 min – 25 kr
Rest 2: 0 min – 0 kr
Andet: 20 min – 25 kr
Kult 1: 10 min - 25 kr
82 min – 155 kr
Entre: 2 min - 55 kr
Forl 1: 20 min - 25 kr
Forl 2: 15 min - 25 kr
Rest 1: 0 min - 0 kr
Rest 2: 15 min - 50 kr
Andet: 10 min - 25 kr
Kult 1: 10 min - 25 kr
72 min - 205 kr
Stimuler merforbrug de rigtige steder!
• Storytelling
• Watching customers
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57. 57
Listening – not evaluating
• Storytelling
• Watching customers
• Meeting the customer
• Customer days
• Listening not evaluating:
Story from a leading computer company – IBM?
1. The lady that could not get the computer ”foot-pedal” to work and had to be told
that the computer was not a sewing machine and to take the mouse of the floor.
2. People who phone and complained that their software says ”press any key”, but
the keyboard has no key marked ”any key”, so there must something wrong with
the keyboard.
The answer from the service people: ”read the ”flaming” manual........
No wounder that DELL and Apple has succes.........
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Complainers
Storytelling
Watching customers
Meeting the customer
Customer days
Listening not evaluating:
What about complainers
• Because we do not receive any customer
complaint it dos not mean that all is well - do
not confuse silent complainers with satisfied
customers.
• Most dissatisfied customers do not complain
to us – probably only 4-5 % bother
• Dissatisfied customers tell everyone but us
• Dissatisfied customers buy less
• Typically the cost of complaint resolution is
10-25 % of the cost of finding a new
customer.
• Resolved complaint tends to become more
loyal customers.
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Today’s subject
Marketing Audit:
1. Macro environment forces – Political/legal, economic/demographic
social/cultural, technological - PEST
2. Micro environment actors – Customers, competitors, substitutes,
suppliers, distributors and suppliers – Porters five forces
3. Against whom are we competing and what market are we in –
Porters value chain and value curves
4. Consumer analysis
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Jacob Holm
Tlf: 24 42 11 32
Email:jacob.k.holm@gmail.dk
www.office2go.dk
Nothing more for today