The document discusses analyzing a company's marketing environment. It describes how customers, competitors, and other external factors influence marketing strategy. It also explains how marketers must consider macroenvironmental trends, such as demographics, technology, and social issues when making decisions. Additionally, the document outlines how corporate social responsibility programs can benefit stakeholders.
The document discusses key concepts in marketing including:
1) Marketing involves creating, communicating, and delivering value to customers and managing customer relationships in a way that benefits the organization.
2) Marketers must make decisions around product, price, place, and promotion to satisfy customer needs and capture value.
3) Marketing impacts stakeholders inside and outside organizations and helps create value for customers.
The document discusses marketing ethics and corporate social responsibility. It provides learning objectives about why marketers have to consider ethics, what constitutes a socially responsible firm, how to make ethical decisions, and how to integrate ethics into marketing strategy. It then presents several scenarios to illustrate ethical issues marketers may face and discusses frameworks for ethical decision-making.
The document discusses pricing strategies and concepts. It introduces the five C's of pricing - company objectives, customers, costs, competition, and channel members. It explains concepts like demand curves, price elasticity, variable and fixed costs, and break-even analysis. The goal is to help firms set prices that maximize profits by understanding how price impacts sales and the factors that influence customers' price sensitivity.
This document discusses market segmentation, targeting, and positioning. It begins by outlining the learning objectives which are to understand how firms decide on a segmentation strategy, determine the best segmentation method, evaluate segment attractiveness, and understand positioning. It then provides examples of different segmentation bases including demographic, geographic, psychographic, benefit, and loyalty segmentation. The document also outlines the steps to evaluate segment attractiveness and select a target market, and discusses developing a positioning strategy through identifying values, symbols, and competition. Key terms are defined in a glossary at the end.
The document discusses marketing research and related concepts. It provides learning objectives about how marketers use information systems, potential ethical issues in research, and the steps of conducting research. It also discusses types of data, research methods, and challenges in research. Examples are provided about companies conducting exploratory research and redesigning stores based on research. Key terms are defined in a glossary.
The document discusses key concepts in services marketing. It introduces the Gaps Model, which identifies four gaps that can lead to unmet customer expectations: the knowledge gap, standards gap, delivery gap, and communications gap. It also discusses the importance of understanding customer expectations and perceptions of service quality. Firms aim to meet or exceed expectations to provide a satisfactory customer experience.
The document discusses developing marketing strategies and marketing plans. It covers topics like SWOT analyses, segmentation targeting and positioning, the marketing mix, growth strategies, scenario planning, and developing a sustainable competitive advantage. The five steps to creating a marketing plan are defined as: 1) defining the mission/vision, 2) situation analysis using SWOT, 3) identifying opportunities using STP, 4) implementing the marketing mix, and 5) evaluating performance and making adjustments.
This document discusses innovation and new product development. It introduces key concepts like the diffusion of innovation theory, product life cycle, and strategies for different stages. The document also outlines the new product development process from idea generation through evaluation. It describes methods like internal R&D, customer input, concept testing, and market testing that firms use to create new products and services.
The document discusses key concepts in marketing including:
1) Marketing involves creating, communicating, and delivering value to customers and managing customer relationships in a way that benefits the organization.
2) Marketers must make decisions around product, price, place, and promotion to satisfy customer needs and capture value.
3) Marketing impacts stakeholders inside and outside organizations and helps create value for customers.
The document discusses marketing ethics and corporate social responsibility. It provides learning objectives about why marketers have to consider ethics, what constitutes a socially responsible firm, how to make ethical decisions, and how to integrate ethics into marketing strategy. It then presents several scenarios to illustrate ethical issues marketers may face and discusses frameworks for ethical decision-making.
The document discusses pricing strategies and concepts. It introduces the five C's of pricing - company objectives, customers, costs, competition, and channel members. It explains concepts like demand curves, price elasticity, variable and fixed costs, and break-even analysis. The goal is to help firms set prices that maximize profits by understanding how price impacts sales and the factors that influence customers' price sensitivity.
This document discusses market segmentation, targeting, and positioning. It begins by outlining the learning objectives which are to understand how firms decide on a segmentation strategy, determine the best segmentation method, evaluate segment attractiveness, and understand positioning. It then provides examples of different segmentation bases including demographic, geographic, psychographic, benefit, and loyalty segmentation. The document also outlines the steps to evaluate segment attractiveness and select a target market, and discusses developing a positioning strategy through identifying values, symbols, and competition. Key terms are defined in a glossary at the end.
The document discusses marketing research and related concepts. It provides learning objectives about how marketers use information systems, potential ethical issues in research, and the steps of conducting research. It also discusses types of data, research methods, and challenges in research. Examples are provided about companies conducting exploratory research and redesigning stores based on research. Key terms are defined in a glossary.
The document discusses key concepts in services marketing. It introduces the Gaps Model, which identifies four gaps that can lead to unmet customer expectations: the knowledge gap, standards gap, delivery gap, and communications gap. It also discusses the importance of understanding customer expectations and perceptions of service quality. Firms aim to meet or exceed expectations to provide a satisfactory customer experience.
The document discusses developing marketing strategies and marketing plans. It covers topics like SWOT analyses, segmentation targeting and positioning, the marketing mix, growth strategies, scenario planning, and developing a sustainable competitive advantage. The five steps to creating a marketing plan are defined as: 1) defining the mission/vision, 2) situation analysis using SWOT, 3) identifying opportunities using STP, 4) implementing the marketing mix, and 5) evaluating performance and making adjustments.
This document discusses innovation and new product development. It introduces key concepts like the diffusion of innovation theory, product life cycle, and strategies for different stages. The document also outlines the new product development process from idea generation through evaluation. It describes methods like internal R&D, customer input, concept testing, and market testing that firms use to create new products and services.
The document discusses business-to-business (B2B) marketing. It outlines the learning objectives which are to understand how B2B firms segment markets, how B2B buying differs from consumer buying, factors that influence the B2B buying process, and how the internet has changed B2B marketing. It then discusses the various types of B2B markets including manufacturers, resellers, institutions, and government. It also outlines the typical 6-step B2B buying process and factors that influence it like organizational culture and buying situations. Finally, it discusses how the internet has impacted B2B marketing and purchasing.
The document discusses various branding and product marketing strategies. It covers how firms adjust product lines, the value of brands, and different branding approaches. Specific strategies examined include changing a product line's breadth and depth, brand extensions, co-branding, packaging, and labeling. The document also defines key terms related to branding and product marketing.
The document discusses advertising and sales promotion. It covers setting advertising objectives like introducing new products or positioning brands. It also discusses choosing media types, planning messages, and measuring effectiveness. For sales promotion, it outlines positives like immediate results or growth but also negatives like eroding brand loyalty or being hard to manage. Key terms covered include things like institutional advertising, product advertising types, advertising allowances, and cooperative advertising.
The document discusses key concepts related to consumer decision making including:
- The five stages of the consumer decision process: need recognition, search for information, evaluation of alternatives, purchase decision, and post-purchase behavior.
- Factors that influence consumer decisions such as psychological, social, and situational factors.
- Different types of consumer buying decisions like limited problem solving, habitual decision making, and extended problem solving.
- Key terms involved in consumer decision making are defined in a glossary.
This document discusses cost-volume-profit (CVP) analysis and operating leverage. It defines key terms like contribution margin, break-even point, target profit, and operating leverage. It presents examples of how to calculate break-even point and sales required to meet a target profit using the equation method, contribution margin per unit formula, and contribution margin percentage formula. The document emphasizes that CVP analysis can be used to examine the profit impact of changes in costs, prices, and product mix.
The document provides an analysis of brand valuation for Cadbury Dairy Milk chocolate in India using the Interbrand methodology. It determines the brand strength score and role of brand index for Cadbury Dairy Milk and compares it to Cadbury 5 Star. The analysis finds that Cadbury Dairy Milk has a brand strength score of 100 and role of brand index of 45%, indicating it is a high brand strength brand with some dependence on other factors. This positions it well to be extended to other product categories like cookies and cakes.
1. The document outlines a brand valuation methodology used to estimate the value of the HP, IBM, and Dell brands. It analyzes the annual reports of the companies to forecast cash flows and applies Interbrand's three pillar brand valuation model.
2. A survey was conducted to determine the role of branding and brand strength scores for each brand. These scores were used to calculate brand earnings and discount rates.
3. The brand values estimated were $23980.83 million for HP, $39980.23 million for IBM, and $557.48 million for Dell. IBM was valued the highest while Dell was valued the lowest.
This chapter discusses business and organizational customers and their buying behavior. It identifies different types of business customers like manufacturers, service firms, retailers, wholesalers, and governments. It explains that organizational buying often involves multiple influencers and a buying center made up of users, buyers, and decision makers. The chapter also outlines different organizational buying processes like new task buying, modified rebuy, and straight rebuy. It describes basic buying methods and different types of buyer-seller relationships that can develop. Finally, it provides an overview of key terms related to organizational and business-to-business purchasing.
Entrepreneur 4: Business Strategies & Rapid Growth StrategiesBernard Leong
The 4th lecture focus on business strategy and models, rapid growth strategies (franchising, mergers & acquisitions), and an introduction to Moore's "Crossing the Chasm", Gartner's Hype Cycle and Porter's 5 Forces.
Porter's generic strategies framework outlines three strategies for competitive advantage: cost leadership, differentiation, and focus. Cost leadership involves having the lowest production costs, differentiation means providing unique value, and focus means targeting a specific niche market. A company must choose between cost leadership or differentiation to achieve competitive advantage, as trying to be both risks being "stuck in the middle" without a clear strategy. However, some scholars argue successful companies like Toyota have combined strategies.
Michael Porter suggested three generic competitive strategies: cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs in the industry to compete on price for a broad market. Differentiation targets a broad market by making the product or service unique in some way. Focus strategy involves targeting either a cost or differentiation advantage at a narrow market segment. Companies must choose one of these strategies to gain a competitive advantage.
It is a type of integration strategies pursued by a company in order to strengthen its position in the industry. A corporate that implements this type of strategy usually mergers or acquires another company that is in the same production stage.
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 document discusses strategies for managing a diversified group of businesses. It covers when companies should diversify, related vs unrelated diversification, and various strategies for entering new businesses such as acquisition, internal startups, and joint ventures. The benefits and drawbacks of related and unrelated diversification are presented. The document also discusses evaluating diversification strategy and options for allocating resources after a company has diversified.
The marketing mix has evolved over time from Borden's original 12 elements in 1965 to McCarthy's widely adopted 4Ps framework of product, price, place, and promotion in 1964. Since then, various researchers have proposed expanding the marketing mix for services and digital marketing. Booms and Bitner added people, physical evidence, and process for services. Lovelock and Goldsmith suggested personnel, physical assets, and procedures. More recently, frameworks have incorporated personalization, partnerships, and customer-focused elements like preference, budget, and relationship permanence. For e-marketing specifically, some incorporate additional dimensions like personalization, privacy, customer service, and community in recognition of digital marketing's unique relational functions.
Porter's generic strategies include cost leadership, differentiation, and focus. Cost leadership involves having very low production costs, differentiation focuses on making the product unique, and focus involves targeting a narrow customer segment. Firms must choose one strategy to avoid being "stuck in the middle". While generic strategies provide advantages against competitive forces, some critics argue they are too limiting and flexible approaches are also viable.
This document summarizes Porter's generic competitive strategies framework, which identifies three strategies for achieving competitive advantage: cost leadership, differentiation, and focus (specialization). Cost leadership involves having the lowest costs, differentiation involves being unique in the industry, and focus involves targeting a narrow market segment. Examples of companies using each strategy are provided, along with criticisms of Porter's framework noting that companies can use hybrid strategies. The document concludes by introducing the blue ocean strategy as an alternative to Porter's framework.
Global Competitive Strategy - Example & ToolsIvan Chang, MBA
• Practical global competitive strategy development sample.
• Analytical tools include product mapping, regional analysis, market objective plan, and features of data insights.
• Research structures build of product portfolio, distribution networks, and marketing content activities.
Porter's generic strategies are cost leadership, differentiation, and focus. Cost leadership involves producing goods at the lowest cost relative to competitors. Differentiation involves unique features that create value for customers. Focus involves targeting a narrow market segment. International strategies include multidomestic, global, international, and transnational approaches. Entry mode strategies range from exporting to wholly owned subsidiaries.
Michael Porter developed three generic strategies for competitive advantage in 1979: cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs in an industry for a given level of quality. Differentiation creates unique attributes that are valued by customers over competitors' offerings. Focus involves targeting a narrow customer segment and achieving either cost advantages or differentiation for that segment. The strategies aim to leverage a firm's strengths to gain competitive advantage through lowering costs, differentiating products, or specializing in a niche.
This document provides tips and strategies for effective presentations and pitches. It emphasizes keeping presentations concise with a clear high-level concept pitch. The ideal elevator pitch summarizes the business on the back of a business card and follows the 10/20/30 rule of 10 slides, 20 minutes, and 30 point font. Traction, product, team, and social proof should be highlighted over lengthy descriptions. Preparation, storytelling, confidence and addressing investor interests are also important factors for a successful presentation.
This document discusses key concepts in management. It begins by outlining learning objectives related to managing in a new competitive landscape, drivers of competitive advantage, the evolution of management functions, different management levels, skills needed for managers, and career management principles. The rest of the document explains these concepts in more detail, focusing on topics like globalization, technology, knowledge workers, collaboration, innovation, quality, service, speed, cost competitiveness, and the four functions of management (planning, organizing, leading, controlling). It also discusses how management roles and skills are transforming and what individuals need to do to manage their careers effectively.
The document discusses business-to-business (B2B) marketing. It outlines the learning objectives which are to understand how B2B firms segment markets, how B2B buying differs from consumer buying, factors that influence the B2B buying process, and how the internet has changed B2B marketing. It then discusses the various types of B2B markets including manufacturers, resellers, institutions, and government. It also outlines the typical 6-step B2B buying process and factors that influence it like organizational culture and buying situations. Finally, it discusses how the internet has impacted B2B marketing and purchasing.
The document discusses various branding and product marketing strategies. It covers how firms adjust product lines, the value of brands, and different branding approaches. Specific strategies examined include changing a product line's breadth and depth, brand extensions, co-branding, packaging, and labeling. The document also defines key terms related to branding and product marketing.
The document discusses advertising and sales promotion. It covers setting advertising objectives like introducing new products or positioning brands. It also discusses choosing media types, planning messages, and measuring effectiveness. For sales promotion, it outlines positives like immediate results or growth but also negatives like eroding brand loyalty or being hard to manage. Key terms covered include things like institutional advertising, product advertising types, advertising allowances, and cooperative advertising.
The document discusses key concepts related to consumer decision making including:
- The five stages of the consumer decision process: need recognition, search for information, evaluation of alternatives, purchase decision, and post-purchase behavior.
- Factors that influence consumer decisions such as psychological, social, and situational factors.
- Different types of consumer buying decisions like limited problem solving, habitual decision making, and extended problem solving.
- Key terms involved in consumer decision making are defined in a glossary.
This document discusses cost-volume-profit (CVP) analysis and operating leverage. It defines key terms like contribution margin, break-even point, target profit, and operating leverage. It presents examples of how to calculate break-even point and sales required to meet a target profit using the equation method, contribution margin per unit formula, and contribution margin percentage formula. The document emphasizes that CVP analysis can be used to examine the profit impact of changes in costs, prices, and product mix.
The document provides an analysis of brand valuation for Cadbury Dairy Milk chocolate in India using the Interbrand methodology. It determines the brand strength score and role of brand index for Cadbury Dairy Milk and compares it to Cadbury 5 Star. The analysis finds that Cadbury Dairy Milk has a brand strength score of 100 and role of brand index of 45%, indicating it is a high brand strength brand with some dependence on other factors. This positions it well to be extended to other product categories like cookies and cakes.
1. The document outlines a brand valuation methodology used to estimate the value of the HP, IBM, and Dell brands. It analyzes the annual reports of the companies to forecast cash flows and applies Interbrand's three pillar brand valuation model.
2. A survey was conducted to determine the role of branding and brand strength scores for each brand. These scores were used to calculate brand earnings and discount rates.
3. The brand values estimated were $23980.83 million for HP, $39980.23 million for IBM, and $557.48 million for Dell. IBM was valued the highest while Dell was valued the lowest.
This chapter discusses business and organizational customers and their buying behavior. It identifies different types of business customers like manufacturers, service firms, retailers, wholesalers, and governments. It explains that organizational buying often involves multiple influencers and a buying center made up of users, buyers, and decision makers. The chapter also outlines different organizational buying processes like new task buying, modified rebuy, and straight rebuy. It describes basic buying methods and different types of buyer-seller relationships that can develop. Finally, it provides an overview of key terms related to organizational and business-to-business purchasing.
Entrepreneur 4: Business Strategies & Rapid Growth StrategiesBernard Leong
The 4th lecture focus on business strategy and models, rapid growth strategies (franchising, mergers & acquisitions), and an introduction to Moore's "Crossing the Chasm", Gartner's Hype Cycle and Porter's 5 Forces.
Porter's generic strategies framework outlines three strategies for competitive advantage: cost leadership, differentiation, and focus. Cost leadership involves having the lowest production costs, differentiation means providing unique value, and focus means targeting a specific niche market. A company must choose between cost leadership or differentiation to achieve competitive advantage, as trying to be both risks being "stuck in the middle" without a clear strategy. However, some scholars argue successful companies like Toyota have combined strategies.
Michael Porter suggested three generic competitive strategies: cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs in the industry to compete on price for a broad market. Differentiation targets a broad market by making the product or service unique in some way. Focus strategy involves targeting either a cost or differentiation advantage at a narrow market segment. Companies must choose one of these strategies to gain a competitive advantage.
It is a type of integration strategies pursued by a company in order to strengthen its position in the industry. A corporate that implements this type of strategy usually mergers or acquires another company that is in the same production stage.
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 document discusses strategies for managing a diversified group of businesses. It covers when companies should diversify, related vs unrelated diversification, and various strategies for entering new businesses such as acquisition, internal startups, and joint ventures. The benefits and drawbacks of related and unrelated diversification are presented. The document also discusses evaluating diversification strategy and options for allocating resources after a company has diversified.
The marketing mix has evolved over time from Borden's original 12 elements in 1965 to McCarthy's widely adopted 4Ps framework of product, price, place, and promotion in 1964. Since then, various researchers have proposed expanding the marketing mix for services and digital marketing. Booms and Bitner added people, physical evidence, and process for services. Lovelock and Goldsmith suggested personnel, physical assets, and procedures. More recently, frameworks have incorporated personalization, partnerships, and customer-focused elements like preference, budget, and relationship permanence. For e-marketing specifically, some incorporate additional dimensions like personalization, privacy, customer service, and community in recognition of digital marketing's unique relational functions.
Porter's generic strategies include cost leadership, differentiation, and focus. Cost leadership involves having very low production costs, differentiation focuses on making the product unique, and focus involves targeting a narrow customer segment. Firms must choose one strategy to avoid being "stuck in the middle". While generic strategies provide advantages against competitive forces, some critics argue they are too limiting and flexible approaches are also viable.
This document summarizes Porter's generic competitive strategies framework, which identifies three strategies for achieving competitive advantage: cost leadership, differentiation, and focus (specialization). Cost leadership involves having the lowest costs, differentiation involves being unique in the industry, and focus involves targeting a narrow market segment. Examples of companies using each strategy are provided, along with criticisms of Porter's framework noting that companies can use hybrid strategies. The document concludes by introducing the blue ocean strategy as an alternative to Porter's framework.
Global Competitive Strategy - Example & ToolsIvan Chang, MBA
• Practical global competitive strategy development sample.
• Analytical tools include product mapping, regional analysis, market objective plan, and features of data insights.
• Research structures build of product portfolio, distribution networks, and marketing content activities.
Porter's generic strategies are cost leadership, differentiation, and focus. Cost leadership involves producing goods at the lowest cost relative to competitors. Differentiation involves unique features that create value for customers. Focus involves targeting a narrow market segment. International strategies include multidomestic, global, international, and transnational approaches. Entry mode strategies range from exporting to wholly owned subsidiaries.
Michael Porter developed three generic strategies for competitive advantage in 1979: cost leadership, differentiation, and focus. Cost leadership involves having the lowest costs in an industry for a given level of quality. Differentiation creates unique attributes that are valued by customers over competitors' offerings. Focus involves targeting a narrow customer segment and achieving either cost advantages or differentiation for that segment. The strategies aim to leverage a firm's strengths to gain competitive advantage through lowering costs, differentiating products, or specializing in a niche.
This document provides tips and strategies for effective presentations and pitches. It emphasizes keeping presentations concise with a clear high-level concept pitch. The ideal elevator pitch summarizes the business on the back of a business card and follows the 10/20/30 rule of 10 slides, 20 minutes, and 30 point font. Traction, product, team, and social proof should be highlighted over lengthy descriptions. Preparation, storytelling, confidence and addressing investor interests are also important factors for a successful presentation.
This document discusses key concepts in management. It begins by outlining learning objectives related to managing in a new competitive landscape, drivers of competitive advantage, the evolution of management functions, different management levels, skills needed for managers, and career management principles. The rest of the document explains these concepts in more detail, focusing on topics like globalization, technology, knowledge workers, collaboration, innovation, quality, service, speed, cost competitiveness, and the four functions of management (planning, organizing, leading, controlling). It also discusses how management roles and skills are transforming and what individuals need to do to manage their careers effectively.
This document provides an overview of a course on customer development in high tech enterprises. The course will cover key concepts like reducing product/market risk, organizing sales and marketing in startups, and the customer development model. It outlines the class structure over 14 weeks, with topics each week, accompanying case studies, and application exercises and a research project due throughout the quarter.
The document discusses assessing technology needs, acquiring new technologies, characteristics of innovative organizations, and managing change effectively. It provides learning objectives, forces driving technological development, ways to assess organizational needs and criteria for technology decisions. It also outlines technology acquisition strategies, roles in technological innovation, characteristics of innovative companies, and approaches for managing change.
The document discusses assessing technology needs, acquiring new technologies, characteristics of innovative organizations, and managing change effectively. It provides learning objectives, forces driving technological development, ways to assess organizational needs and criteria for technology decisions. Methods of technology acquisition include internal development, licensing, and contracted development. The roles of a CIO/CTO and innovation team are described. Characteristics of innovative companies include an organizational culture that encourages creativity and learning from failures. Organizational development techniques and a three-stage change management model are also summarized.
This document discusses motivating employee performance. It covers goal setting theory, reinforcing good performance through rewards, performance-related beliefs like expectancy theory, and addressing individual needs through job design. Managers are encouraged to set meaningful and challenging goals, recognize accomplishments, understand what employees value as rewards, and create motivating jobs through techniques like job enrichment to maximize workforce satisfaction and motivation.
This document provides an overview of business ethics concepts. It begins with learning objectives focused on ethical perspectives, how companies influence ethics, and making ethical decisions. It then discusses corporate social responsibility, the natural environment, and actions managers can take. Throughout, it provides examples of ethical dilemmas and challenges, outlines processes for ethical decision making, and emphasizes the role of leadership in establishing an ethical climate and code of conduct. Key topics covered include compliance, integrity, responsibility, sustainability, and cultivating an ethical culture.
1. Use mass syndication to close an angel round by dropping names and not needing a lead investor.
2. Set terms and valuation below market, including price, liquidation preference, and majority control of amendments.
3. Describe how the terms are investor-friendly, such as no minimum raise and vesting as a pre-nuptial agreement.
The document outlines how to use the survey tool survey.io to measure product/market fit. It recommends asking customers questions about how they discovered the product, how they would feel without it, what alternative they would use, the primary benefit, if they have recommended it, what type of person could benefit most, how to improve it, and if follow up is okay. It also discusses getting qualitative feedback before fit is achieved and identifying must-have features by industry by asking the must-have question.
The document outlines 16 topics for consideration when selecting a co-founder for a startup business, including how many co-founders are optimal, how to develop trust and shared history, how to divide ownership and responsibilities, leadership roles, necessary skills, and finding potential co-founders from personal or professional networks. It encourages aligning motivations and assessing a potential partner's skills in building and selling a product or service. The full interview on these topics is available for purchase.
Venture capital investors often signal valuable information to other investors through their investment decisions and level of participation in funding rounds. This signaling can influence whether other investors choose to participate. Seed investors typically make faster decisions with less paperwork than later stage investors. The level of participation from existing investors can signal whether a startup is worth further investment. Social proof from other investors is a rational factor in investment decisions.
This document discusses the concept of a minimum viable product (MVP), which is a bare-bones version of a new product that allows developers to test ideas with real customers as early as possible. It provides examples of what does and does not constitute an MVP, such as how a political avatar is not an MVP but could be turned into one. The document also covers related topics like deploying products first before completing the code, designing before coding, and obtaining funding to experiment with MVPs.
The document outlines Sean Ellis' advice for bringing a product to market. It discusses the importance of achieving product-market fit before focusing on growth. It recommends optimizing metrics, the customer funnel, and messaging when preparing for growth after achieving fit. It also advises growing quickly by using business models, channels, and nailing the initial user experience while leaving no room for competition.
Customer Development 4: Customer Discovery Part 1Venture Hacks
This document discusses customer development and outlines its key steps and methodology. It begins with an agenda that includes discussing the WebVan case study, testing problems and product concepts with customers, and establishing a customer development team. The rest of the document provides details on the customer development process, which involves testing hypotheses with customers through iterative phases of discovery and validation over several months or years. It emphasizes the importance of listening to customers, testing problems and products, and modifying the process for each individual company's needs.
Opening board meetings to the entire companyVenture Hacks
The document discusses opening up board meetings to all company employees and sharing both good and bad news more openly. It suggests running experiments under a different brand name to acquire customers on a small budget and test pricing in public. Employees providing critical feedback in board meetings could help everyone in the company better understand each other.
The document discusses the Lean Startup methodology. It contrasts two approaches to starting a company: a traditional plan versus a Lean Startup approach. The traditional plan focuses on raising capital, hiring experienced teams, building advanced technology, and promoting the vision. However, this often results in failure due to incorrect assumptions about customer needs. The Lean Startup approach emphasizes rapid iteration by building minimal viable products, getting customer feedback early, and continuously improving based on validated learning from real customers through metrics.
This document discusses managing business risks through understanding risks, managing risk, and obtaining appropriate insurance coverage. It identifies common business risks like hackers, theft, and fraud. It also discusses reducing risk through prevention programs, avoiding risks when possible, self-insuring or buying various types of insurance like general liability, property, health, disability, workers' compensation, and life insurance. The document emphasizes the importance of understanding different types of insurance policies and coverage for risks facing various businesses, including home-based businesses.
The document discusses various theories and models of leadership. It covers the differences between leading and managing, sources of power in organizations, traits of effective leaders, and styles of leadership. Key leadership theories summarized include the path-goal theory, contingency model, substitutes for leadership theory, and Ohio State, Michigan, and Vroom decision-making models. The document provides an overview of important concepts in leadership studies.
The document discusses key considerations for high-tech startups. It outlines various vertical markets one could be in, such as web 2.0, enterprise software, or life sciences. It notes that startups must consider whether they face more market risk or invention risk. Finally, it lists numerous factors a startup must address during execution, including understanding the customer and competition, developing a business model and sales strategy, managing product development, and planning financial needs over time in order to successfully bring a new technology to market.
The document discusses factors to consider when developing a global marketing strategy. It identifies key metrics for analyzing a country's economic environment, important government actions, and cultural dimensions. It also outlines options for entering foreign markets, components of a global marketing strategy, and ethical issues that may arise, such as environmental concerns, labor practices, and cultural imperialism. Firms must carefully evaluate target markets and adapt the marketing mix when operating internationally.
The document discusses conducting a situation analysis for marketing strategy. It covers:
1) A situation analysis describes current and future issues and trends affecting the internal, customer, and external environments. This gives an organization a "big picture" of how to deliver value.
2) Issues to consider include the internal environment, customers, and external factors like competition, economic conditions, and technology.
3) Conducting an analysis requires evaluating data but not relying on it alone. The benefits of analysis must outweigh costs. It is a challenging exercise.
4) A SWOT analysis structures the assessment of strengths/weaknesses and opportunities/threats. This organizes data and can uncover competitive advantages.
The document discusses conducting a situation analysis for marketing strategy. It covers:
1) A situation analysis describes current and future issues and trends affecting the internal, customer, and external environments. This gives an organization a "big picture" of how to deliver value.
2) Issues to consider include objectives, resources, customers, competition, economic conditions, regulations and more.
3) Conducting an analysis requires evaluating data, not just collecting it. The benefits of analysis must outweigh the costs. It is a challenging exercise.
4) A SWOT analysis is an effective tool to structure the assessment of strengths, weaknesses, opportunities and threats. It helps uncover competitive advantages to leverage in strategy.
This document discusses supply chain management. It introduces supply chains and how they have evolved over time. It describes alternative supply chain strategies linked to product types and production processes. It also discusses how demand fluctuations can occur in a supply chain due to the bullwhip effect. Current trends and the impact of technology on supply chains are presented. Requirements for successful supply chain management are defined, including trust, long-term relationships, and information sharing between partners.
This document provides an overview of key concepts regarding advertising, sales promotion, and public relations. It discusses the different types of advertisements, the steps to develop an advertising program, how to evaluate advertising effectiveness, various sales promotion techniques, the role of public relations, and the importance of self-regulation. The goal is to explain the differences between key concepts and understand how to develop, execute, and analyze various promotional strategies and tools.
The document discusses the changing media landscape and strategies for developing effective media plans. Some key points include: 1) Traditional media will still be important but have a reduced budget share as new media like social media and mobile grow in influence. 2) Developing a media plan requires analyzing objectives and strategies for target audiences, scheduling, and creative aspects. 3) Media selection considers objectives, budgets, and product characteristics. 4) Reach and frequency goals must account for duplicated and unduplicated exposure across media.
This document discusses strategies for diversified companies. It covers when companies should diversify, the benefits of related vs unrelated diversification, and types of strategic fits that can provide competitive advantages when diversifying into related businesses. Specifically, it outlines how diversifying into businesses with value chains that overlap can allow companies to leverage expertise, reduce costs through economies of scale, share brand names, and develop new competitive capabilities by collaborating across business units.
This document discusses planning strategies for business and information technology. It covers topics like scenario planning, competitive advantage planning, business models, and e-business planning. The key aspects of planning covered are evaluating the environment, building shared visions and goals, and deciding on actions. Business strategies are identified using a strategic positioning matrix based on connectivity and IT use levels.
This document provides an overview of marketing and advertising strategies. It discusses identifying target markets and consumer preferences through marketing research approaches like surveys, observation, and experimentation. After research, businesses develop strategic plans and use models like SWOT analysis to identify their strengths, weaknesses, opportunities, and threats. The document also covers evaluating advertising claims and the influence of advertising on consumer behavior.
The document discusses how businesses can gain competitive advantage through strategic uses of information technology. It covers topics like competitive strategies, the value chain, business process engineering, quality management, agility, virtual companies, and knowledge management. Strategic uses of IT mentioned include developing customer focus, improving business processes, enhancing quality, enabling agility and virtual organizations, and exploiting knowledge resources.
This chapter discusses operations strategy and competitiveness. It covers topics such as competitive dimensions, order qualifiers and winners, strategy design processes, frameworks for manufacturing and service strategies, and productivity measures. Operations strategy is influenced by customer needs, corporate strategy, and decisions around processes and infrastructure. Competitive dimensions include factors like cost, quality, delivery speed and reliability. Order qualifiers are basic criteria for consideration, while order winners differentiate companies. Strategy is designed using tools like the Kaplan and Norton strategy map. Productivity is measured by comparing outputs to inputs.
The document discusses the organizational environment and how it impacts organizations. It describes the task environment including suppliers, distributors, customers, and competitors. It also describes the general environment, which includes factors like the economy, technology, culture, politics, and demographics. Managers must understand these forces and seek opportunities while avoiding threats. They can implement strategies like boundary spanning to gather information from outside. The organizational structure and scanning/monitoring of the environment also help organizations adapt to changes.
The document discusses designing pay levels, structures, and surveys. It covers determining competitive pay levels and structures through defining relevant labor markets, designing and conducting salary surveys, analyzing survey data, and setting pay policies. The goal is to collect compensation data from competitors to determine appropriate pay levels and structures for matching jobs internally and staying competitive externally.
The document discusses designing pay levels, structures, and surveys. It covers determining competitive pay levels and structures through defining relevant labor markets, designing and conducting salary surveys, analyzing survey data, and setting pay policies. The goal is to collect compensation data from competitors to determine appropriate pay levels and structures for matching jobs internally and staying competitive externally.
Chapter Two Production and operation managementbahreabdella
This document discusses operations strategy and competitiveness. It covers topics such as competitive dimensions, order qualifiers and winners, strategy design processes, frameworks for manufacturing and service strategies, and productivity measures. The chapters outlines objectives like operations strategy, competitive dimensions, order qualifiers and winners, strategy design process, frameworks for manufacturing and service strategies, capacity capabilities, and productivity measures.
The document discusses various factors to consider in promotional planning and message design, including the source, channel, and message. It covers source characteristics like credibility, attractiveness, and power. It also addresses different types of message appeals such as fear appeals, comparative ads, and humor appeals. Celebrities are discussed as a source characteristic and their use in endorsements. The optimal channel depends on whether it is self-paced or externally-paced media.
The document discusses consumer buying behavior from a psychological perspective. It covers how income, economic factors, psychological variables, social influences, and the purchase situation can impact consumer behavior. It also discusses consumer problem-solving processes and how consumers evaluate options using different levels of problem solving based on the purchase. Key topics covered include needs and motives, perception, attitudes, social classes, reference groups, and the consumer decision-making process.
The document discusses theories of organizational buyer behavior including buying determinants theory, role theory, and behavior choice theory. It explains factors that influence buying decisions such as environmental factors, market factors, and organizational and individual factors. It also describes roles in buying centers, dimensions of buying centers, how buyers reduce risk through gathering information and building trust with suppliers.
The document discusses key topics in personal selling and sales management. It outlines the personal selling process which includes 5 steps: 1) generate and qualify leads, 2) preapproach, 3) sales presentation and overcoming reservations, 4) closing the sale, and 5) follow-up. It also discusses how technology and the internet are impacting personal selling. The role of the sales manager is covered including structuring the sales force, recruiting and selecting salespeople, training, motivating through compensation and evaluation.
The document discusses advertising, public relations, and sales promotions. It outlines the learning objectives which include understanding how firms plan advertising campaigns, determine media use, and integrate public relations and sales promotions. Key points covered include the steps to plan an ad campaign including setting objectives, designing ads, evaluating and selecting media, and assessing impact. The document also discusses types of advertising appeals, how public relations is used, and different sales promotion tools.
This document provides an overview of integrated marketing communications (IMC). It discusses key concepts like how consumers perceive communications, the growth of some media channels and decline of others, and how firms can use marketing metrics to plan and measure IMC success. Specific topics covered include the AIDA model of promoting awareness, interest, desire and action; various IMC elements like advertising, personal selling, sales promotions, direct marketing and public relations; and methods for measuring IMC success.
This document discusses retailing and multichannel marketing strategies. It covers factors manufacturers consider when choosing retail partners, types of retailers available for product distribution, and how manufacturers and retailers develop strategies together. Multichannel marketing is becoming more prevalent as it allows consumers to shop across various channels like stores, catalogs, and the internet. The document provides learning objectives and then discusses in more detail retail partner selection, distribution intensity, types of food and general merchandise retailers, using the four P's for retail strategy, and the benefits of different retail channels.
The document discusses supply chain management. It defines supply chain management and explains how supply chains add value by streamlining distribution and integrating suppliers, manufacturers, warehouses, stores, and transportation. It also discusses how information flows through supply chains and how concepts like just-in-time systems, strategic relationships, and vertical integration are used to manage supply chains.
The document discusses several topics related to teams in organizations, including:
1) How teams can increase productivity, quality, speed, and reduce costs compared to traditional work groups.
2) The differences between teams and working groups, with teams having shared goals and mutual accountability.
3) The stages groups go through to become high-performing teams - forming, storming, norming, and performing.
4) Factors that can cause groups to fail like poor communication and lack of clear roles and goals.
This document discusses managing diversity in organizations. It begins by outlining learning objectives on diversity as a critical issue, distinguishing between affirmative action and managing diversity, and challenges of a diverse workforce. It then defines diversity, discusses gender and minority issues, and challenges of managing diversity. It also outlines strategies for cultivating diversity including securing leadership commitment, training employees, and establishing support groups. The document concludes by discussing cultural differences that influence global management such as power distance and individualism versus collectivism.
The document discusses strategic human resource management and how attracting, developing, and retaining talent provides a competitive advantage. It covers HR processes like recruitment, selection, training, performance management, compensation and benefits. Unions and labor laws also influence these areas through collective bargaining and legislation regarding issues like discrimination, wages, and workplace safety.
The document discusses various topics related to organizational structure. It defines key terms like organic vs mechanistic structures, differentiation and integration. It also covers vertical and horizontal structures, including functional, divisional and matrix forms. Delegation and centralization vs decentralization are addressed. The document emphasizes that high differentiation and integration can help organizations succeed in dynamic environments, and that developing core competencies and being responsive to customers can improve organizational agility.
The document provides an overview of entrepreneurship and new venture creation. It begins with learning objectives focused on why people become entrepreneurs, assessing opportunities, factors of success and failure, management challenges, and business planning. It then defines entrepreneurs and differentiates between small businesses and entrepreneurial ventures. Subsequent sections discuss ingredients for starting a business, franchises, characteristics of entrepreneurs, improving odds of success, and common management challenges. The document emphasizes the importance of opportunity analysis, key planning elements, and nonfinancial resources in a business plan to increase chances of success. It concludes with fostering intrapreneurship within large companies.
The document discusses the strategic planning process for organizations. It involves 6 main steps: 1) analyzing the situation, 2) generating goals and plans, 3) evaluating goals and plans, 4) selecting goals and plans, 5) implementing goals and plans, and 6) monitoring and controlling performance. Key aspects of strategic planning include developing a mission and vision, analyzing external opportunities/threats and internal strengths/weaknesses, and implementing the strategy while controlling progress.
This document discusses how organizations interact with their external environment. It begins by defining the macroenvironment and competitive environment. The macroenvironment consists of broad external factors like the economy, technology, laws and regulations that influence organizations. The competitive environment refers more narrowly to industries, markets and competitors that an organization operates within.
The document then examines elements of the competitive environment in more depth, including potential new entrants, substitute products, and the power of suppliers and customers. It also discusses how organizations can manage and adapt to their changing external environment through activities like environmental scanning, forecasting, benchmarking and influencing or changing environmental factors. Finally, it explores how an organization's internal culture also shapes its ability to respond to external pressures and opportunities
This document provides steps for managing personal finances, including taking an inventory of assets and liabilities, tracking expenses, creating a budget, paying off debts, starting a savings plan, borrowing only for assets that increase in value, investing in real estate and the stock market, managing credit cards, and buying insurance like life and health insurance. The key steps are to inventory finances, track spending, create a budget, pay off debts, start regular savings, only borrow for appreciating assets, invest in real estate and stocks, manage credit responsibly, and protect your financial base with insurance.
The document provides tips for personal finance management. It discusses the importance of education for career success, creating budgets and savings plans, investing in assets like real estate that appreciate over time, using insurance to protect assets, and planning for retirement through Social Security, IRAs, 401ks, and estate planning with wills. The key steps outlined are taking an inventory of finances, tracking expenses, preparing a budget, paying off debts, starting savings, and only borrowing to purchase income-generating assets.
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These questions are the learning objectives guiding the chapter and will be explored in more detail in the following slides.
Ask students: How does Earth Rewards help the environment? Is it enough to make a difference to the environment? The consumer? A possible answer might refer to the increased use of credit cards and its impact on the economy. More specifically, are people overspending due to high credit amounts? Be sure to explore the area on calculating carbon impact. This is a very innovative program
In all marketing activities, the consumer is at the center. Anything that affects consumers affects marketers. Any change in one of these environments likely requires an adjustment to the firm’s marketing mix. By identifying potential environmental trends, firms often can take proactive steps.
The immediate environment includes the firm and its immediate influences, such as competition and corporate partners.
Ask students : What are Pepsi’s core competencies? What do they do well? Answer: They know how to bottle beverages, distribute them to stores, and promote their brand. Ask students: How they capitalized on their core competencies in the face of changing market trends? Answer: The trend toward more diet-conscious consumers has led to the development of low-calorie alternatives to sodas. Both Coke and Pepsi understood the market had changed and introduced bottled water products with great success. In 2004, Americans consumed 23 gallons of bottled water per person—ten times as much as in 1980.
Group activity : Ask students to brainstorm a list of possible CI sources. Have them discuss what they can learn from each source. Do they know of any illegal sources? Legal sources include public material, interviewing customers and analyzing marketing tactics? Illegal sources include breaking into the competitor’s headquarters, posing as a potential customer, and taking aerial photographs of a competitor’s plant.
There is an example in the text of Gillette filing for patent infringement against Schick very quickly after the Quattros release. This quick filing leads one to believe that Gillette knew about the launch through competitive intelligence.
Firms must work together to create a seamless system that delivers goods and services to customers when and where they want them. Many attribute a key reason for Wal-Mart’s success is their close relationships with their suppliers.
1. The company’s capabilities, competitors, and competitive intelligence, and the company’s corporate partners.
This slide can be used to review this topic instead of the following slides, which provide more in-depth discussions.
Firms often remove brands from the market because of their poor overall sales, but this strategy can backfire when those brands have strong regional support. For example, the removal of a chowder cracker caused such upheaval among Northeastern consumers that the firm hired a tall ship to reintroduce the cracker to its New England market, where consumers had threatened to boycott all products from the company if the cracker was not returned.
Ask students: What are some typical demographics? Answer: age, gender, income, education. Demographic segmentation is probably the most common form of segmentation because the information is so widely available.
Group activity : Have students brainstorm a list of the defining characteristics of their generation. Ask students : How does your generation differ from previous generations, such as their parents — the Baby Boomers. What macroenvironmental forces have had the most impact on your generation?
Ask students: What does the phrase “generation gap” mean to you? How do you experience this gap between your generation and that of your parents or grandparents? In what ways do you believe your generation is similar to that of your parents or grandparents?
The “middle-class squeeze” is a very real global phenomenon. Many developing countries face similar income inequities to those found in the United States. Pay gaps also cause problems for many new college graduates who find they cannot afford to live on their own and must move back in with their parents.
Ask students: Do you plan to continue your education after graduation? Many students believe they will never return to school after they finish their Bachelors’ degree, but modern conditions make this choice more and more unlikely. Lifelong learning of new skills and new knowledge has become key to survival in the global economy
Women now make up more than 60% of the college population. Ask students? How do you believe this will affect the workplace in the future? Ask students? Do you believe that there are still significant gender differences? What are they?
Ask students: What steps can and should marketers take to respond to the changing ethnic mix of the United States? Many marketers already have adjusted their marketing mix to meet the needs of ethnically diverse segments better. This YouTube video is for a Carlos Mencia Bud Light superbowl ad about teaching English. (always check YouTube links before class).
This graphic introduces four significant social trends.
Green consumers purchase products based on issues beyond the tangible product. These issues can include a variety of social causes such as environmental awareness, protection of animals, HIV/AIDS awareness and prevention, etc. Consumers who purchase these products do so to support these causes.
This ad is clearly targeted to kids and tweens. This might be an interesting time to discuss the challenges in marketing to children, especially for products such as candy. Ask students: Should candy advertising to children be regulated? Why? How much?
In recent years, firms have had to inform consumers of the steps they take to protect their privacy. The government also has instituted new rules for privacy protection. Ask students: Have you ever had a privacy problem with a credit card or when using the Internet?
With more time spent at work, the amount of time available for home or leisure activities has shrunk. In turn, services that complete the tasks that people no longer have the time to do, such as housecleaning, errands, and cooking, have grown. Ask students : What other entrepreneurial marketing opportunities have a time-poor society provided? They will mention many food products, Blackberry’s, TiVo.
Arguably the single most important change in the way we live is the introduction of new technology . Ask students: What new technologies have you seen at retailers? This web link is for the shoppers tool page of Stop and Shop a large east coast grocery retailer. They offer self-scanners, computer kiosk deli ordering and self checkout.
Depending on the time of year, discuss projections about Christmas shopping, vacation planning, or home buying. Various economic factors affect each of these areas. The web link leads to the Consumer Confidence Index which takes into account how consumers feel about how the economy is doing. This economic indicator relates directly to spending.
This list includes the major legislation designed to ensure a competitive marketplace and clearly demonstrates the U.S. government’s long history of enacting laws that protect fair trade.
Culture, demographics, social issues, technological advances, economic situation, and political/regulatory environment. Country Culture is the entire country but regional culture is based on the region or area within the country. Tweens, Gen Y, Gen X, Baby Boomers, Seniors Age Greener consumers, marketing to children, privacy concerns, and time-poor societies.
Explain to students that companies are involved in a host of activities. Ask students: Why might some social commentators suggest that CSR is unnecessary? Students will realize that some say the main objective of a company should be to make money. But an understanding of CSR moves many beyond a shareholder perspective to recognize that they must appeal to a vast variety of stakeholders including countries, suppliers, the environment, employees and customers.
Students should mention the environment, privacy, health, children’s rights
Social responsibility is one of the eight key measures that Fortune magazine uses to create its list of the most admired companies.
Today, companies are undertaking a wide range of corporate social responsibility initiatives, such as establishing corporate charitable foundations, supporting and associating with existing nonprofit groups, supporting minority activities, and following responsible marketing, sales, and production practices. Social responsibility is even one of the eight key measures that Fortune magazine uses to create its list of the most admired companies Inputs and outputs are both consumer, company, and cause.