The document discusses strategies for pharmaceutical marketing teams dealing with mature brands facing patent expiration and increased generic competition. It provides several case studies of teams that were able to reduce promotional spending while maintaining or growing revenue through non-personal promotional approaches like telemarketing, digital campaigns, and sample delivery without traditional sales details. One case consolidated multiple agencies for different brands into a single agency, reducing fees by $2 million. Another analyzed patient data to refine a co-pay card program, saving $4.5 million while having no negative revenue impact. A third transitioned an entire field force to a sample delivery-only model, cutting the budget in half while exceeding sales targets.
1. Brand owners must change their strategies to adapt to the new normal context where consumers are fearful and anxious due to economic uncertainties.
2. Consumers' needs and expectations from brands are evolving from symbols of status to providers of experiences and solutions that make life easier. They are more price conscious and likely to switch to cheaper private label brands.
3. To succeed, marketers need to change their mindset, get rid of what doesn't work, and focus on understanding changing consumer segments and crafting strategies that meet their new needs instead of just focusing on competitors.
Winsights Marketing is a consulting firm that helps companies increase sales through effective marketing strategies and tactics. They have expertise in areas like new product development, package design, advertising, and sales training. The document provides examples of how Winsights has helped clients, including introducing new products that increased sales by over $1 million for one baking company, and conducting strategic planning that reduced losses by $9 million for an international meat supplier.
Strategic brand management requires a long-term perspective. Building a brand takes sustained efforts over many years, not a short-term sprint. It is a marathon, not a sprint. A brand's longevity depends on factors like its ability to reinvent itself, respond to environmental changes, innovate, and have visionary leadership over many years.
Brand valuation university of new hampshire nevium presentation 22 apr16Brian Buss
This document provides an overview of brand and intellectual property valuation. It discusses key concepts such as defining the purpose and assets being valued, forecasting future benefits, applying valuation approaches, and quantifying the economic benefits of intellectual property through tools like apportionment analysis and determining reasonable royalty rates. The goal is to translate the unique aspects of intellectual property into financial terms to understand their contribution to business value.
Developing Your International Market StrategyStephen Davis
To succeed in global business, companies need to simplify their approach to export operations while unifying their international sales and marketing efforts.
This was a presentation as part of a panel where we disccused: strategy considerations before your first actions; how to approach the daunting task of positioning your business for international sales, marketing and distribution; how brand positioning and direct communications can have a multiplier effect on your success; and how to integrate cultural, language and marketing considerations so they are synergistic with your business strategy and execution plans.
The document is a benchmark report on sales and marketing alignment from a survey of over 1,300 marketing professionals from 84 countries. Key findings include:
1) 32% of respondents see alignment between sales and marketing as a top priority for their business in the coming year.
2) Businesses reporting the greatest alignment are growing 5.4% faster than competitors annually, closing 38% more sales opportunities, and churning 36% fewer existing customers each year.
3) The report analyzes metrics like marketing budgets, lead generation tactics, opportunity qualification, and closure rates to understand differences between aligned and non-aligned businesses.
Bed Bath & Beyond is a leading retailer of home goods with over 1,550 stores. The analyst believes BBBY is undervalued given its market leadership, strong cash flows, and initiatives to expand online. A DCF valuation estimates the stock is worth $90.2 per share, indicating 25% upside. However, risks include increased competition from online retailers and pressure on gross margins from price competition.
We are Prestige Worldwide, a group of consultants who have constructed a strategic analysis for Target Corporation. The report includes an industry analysis using PESTEL and Porter's Five Forces which found the industry is rated 2.5 stars with high rivalry being the largest factor. An internal analysis of Target found they have core competencies in their brand image, consumer loyalty, and guest experience. The report also includes a financial analysis and recommends a partnership between Target and La-Z-Boy to create furniture showrooms in Target stores, which projects a positive NPV of $14.2 million and 89% IRR.
1. Brand owners must change their strategies to adapt to the new normal context where consumers are fearful and anxious due to economic uncertainties.
2. Consumers' needs and expectations from brands are evolving from symbols of status to providers of experiences and solutions that make life easier. They are more price conscious and likely to switch to cheaper private label brands.
3. To succeed, marketers need to change their mindset, get rid of what doesn't work, and focus on understanding changing consumer segments and crafting strategies that meet their new needs instead of just focusing on competitors.
Winsights Marketing is a consulting firm that helps companies increase sales through effective marketing strategies and tactics. They have expertise in areas like new product development, package design, advertising, and sales training. The document provides examples of how Winsights has helped clients, including introducing new products that increased sales by over $1 million for one baking company, and conducting strategic planning that reduced losses by $9 million for an international meat supplier.
Strategic brand management requires a long-term perspective. Building a brand takes sustained efforts over many years, not a short-term sprint. It is a marathon, not a sprint. A brand's longevity depends on factors like its ability to reinvent itself, respond to environmental changes, innovate, and have visionary leadership over many years.
Brand valuation university of new hampshire nevium presentation 22 apr16Brian Buss
This document provides an overview of brand and intellectual property valuation. It discusses key concepts such as defining the purpose and assets being valued, forecasting future benefits, applying valuation approaches, and quantifying the economic benefits of intellectual property through tools like apportionment analysis and determining reasonable royalty rates. The goal is to translate the unique aspects of intellectual property into financial terms to understand their contribution to business value.
Developing Your International Market StrategyStephen Davis
To succeed in global business, companies need to simplify their approach to export operations while unifying their international sales and marketing efforts.
This was a presentation as part of a panel where we disccused: strategy considerations before your first actions; how to approach the daunting task of positioning your business for international sales, marketing and distribution; how brand positioning and direct communications can have a multiplier effect on your success; and how to integrate cultural, language and marketing considerations so they are synergistic with your business strategy and execution plans.
The document is a benchmark report on sales and marketing alignment from a survey of over 1,300 marketing professionals from 84 countries. Key findings include:
1) 32% of respondents see alignment between sales and marketing as a top priority for their business in the coming year.
2) Businesses reporting the greatest alignment are growing 5.4% faster than competitors annually, closing 38% more sales opportunities, and churning 36% fewer existing customers each year.
3) The report analyzes metrics like marketing budgets, lead generation tactics, opportunity qualification, and closure rates to understand differences between aligned and non-aligned businesses.
Bed Bath & Beyond is a leading retailer of home goods with over 1,550 stores. The analyst believes BBBY is undervalued given its market leadership, strong cash flows, and initiatives to expand online. A DCF valuation estimates the stock is worth $90.2 per share, indicating 25% upside. However, risks include increased competition from online retailers and pressure on gross margins from price competition.
We are Prestige Worldwide, a group of consultants who have constructed a strategic analysis for Target Corporation. The report includes an industry analysis using PESTEL and Porter's Five Forces which found the industry is rated 2.5 stars with high rivalry being the largest factor. An internal analysis of Target found they have core competencies in their brand image, consumer loyalty, and guest experience. The report also includes a financial analysis and recommends a partnership between Target and La-Z-Boy to create furniture showrooms in Target stores, which projects a positive NPV of $14.2 million and 89% IRR.
A second look at loyalty programs under the microscopefranckaime
The document summarizes key ideas from experts about improving customer retention strategies. Specifically:
- Over-focusing on retention can undermine profitability by confusing loyalty and profitability and targeting the wrong drivers. Not all customers are equally profitable.
- Companies should carefully segment customers based on profitability, potential value, and likelihood to switch in order to target retention efforts more effectively.
- The goal should be optimizing lifetime customer value and profitability, not just retention rates. Some unprofitable customers may need to be guided away.
Between 1975 and 1995, 60% of Fortune 500 companies were replaced, showing that markets and competitors are constantly changing. Industries and companies continuously rise and fall, so there are no permanently dominant players. Strategic moves that continuously create new value for customers allow companies to stay at the top. Value innovation aims to substantially raise customer value rather than focus only on new technologies. By identifying and serving overall customer needs through an unparalleled value proposition, companies can dominate their market.
This annual report summarizes the company's fiscal year 2004 performance and goals for fiscal year 2005. In fiscal year 2004, the company achieved 17% revenue growth to $24.5 billion by opening new stores and increasing comparable store sales by 7.1%. Earnings from continuing operations increased 29% through higher revenue and operating income. For fiscal year 2005, the company aims to grow revenue 11-13% by opening new stores and earn comparable sales gains, while increasing diluted EPS 15-20%. The company is also transforming its business through a customer centricity initiative to improve customer service and engagement.
This is the concluding presentation of a two part webinar for Blue ocean strategy.
The presentation introduces the audience to the core principles of Blue Ocean Strategy - which comprise of the six steps viz 1) Reconstructing Market Boundaries 2) Focusing on the Big Picture 3) Reaching Beyond Existing Demand 4) Getting the strategic sequence right 5) Overcoming organizational Challenges 1) Building execution into strategy.
The presentation also focuses on How the Boundaries can be reconstructed with 6 Paths Framework, How one can focus on big Picture by utilizing the visual strategy framework and PMS Maps, How One can reach beyond the existing demand by utilizing the Three tiers of Non Customers framework, How one can get their strategic sequence right by utilizing the buyer utility map, Price corridor of masses and overcoming organization hurdles framework.
The presentation also details on how to overcome the organizational hurdles and ways of building execution into strategy.
This presentation is aimed at explaining the greatness of Blue ocean strategy thinking to general audience through simple means and examples and does not imply distortion of facts and frameworks of the original Authors: Chan Kim, Renee Mauborgne
Bevel Brands is a brand management platform formed to acquire, manage, and grow established consumer product companies and brands. Its goal is to increase sales, profitability, and shareholder value through organic growth, cost productivity measures, and financial structuring. The experienced executive team has a track record of successfully acquiring and selling brands. Bevel Brands plans to leverage its expertise across a portfolio of consumer product brands in categories like personal care, OTC products, and home goods. It will seek to drive growth at acquired brands and create value for investors over 2-3 years.
1) KFC sets prices using a sales-oriented objective to maximize market share. It considers factors like demand, costs, competition and large customer demands.
2) KFC estimates demand and costs at different price points to determine the optimal price that meets its sales goals while earning profits.
3) KFC uses promotional strategies like discounts and bundles to increase demand and adjusts prices over time based on the product life cycle.
The document discusses growth strategies for Porcini's, an Italian restaurant chain. It considers launching a new concept called Porcini's Pronto, targeting travelers. Three options for growing Pronto are evaluated: company owned-and-operated, franchising, and syndication. Company owned-and-operated is recommended as offering the highest long-term returns with least risk. A pilot test of 2 Pronto locations is suggested to determine the concept's potential before broader expansion.
Young & Rubicam Article - Brand Energized DifferentiationJeremy Kravetz
Most consumer brands are not creating value for consumers according to extensive research of 40,000 brands across 44 countries. Consumer attitudes toward brands have declined significantly in key measures like awareness, trust, and admiration. However, financial markets continue to attribute high value to brands, creating a mismatch. The article argues this mismatch poses problems for companies and could lead to a "brand bubble". Successful brands exhibit "energized differentiation" through excitement, dynamism and creativity. The article suggests three major problems contributing to declining brand perceptions: excess brand capacity, lack of brand creativity, and loss of consumer trust in brands.
The document summarizes key concepts from the book "Blue Ocean Strategy" by W. Chan Kim and Renée Mauborgne. It discusses how companies can create new market space, or "blue oceans", by focusing on value innovation to increase value for customers and decrease costs. It outlines analytical tools like the strategy canvas and frameworks like eliminate-reduce-raise-create to help companies reconstruct market boundaries. Finally, it discusses how to visualize strategy and understand the different tiers of potential customers, including non-customers, to help actualize a viable blue ocean idea.
This is a partial preview of the document found here:
https://flevy.com/browse/business-document/blue-ocean-strategy-primer-113
Description:
A great complement to the best selling book "Blue Ocean Strategy." Each chapter is summarized in one printer-friendly slide. Points that require more in-depth explanation are developed into additional slides. Save time and get a quick refresh with this primer for you to enjoy.
Sprouts Farmers Market outlined its strategy for 2020 and beyond which includes winning over its target customer segment, refining its brand and marketing approach, updating store formats, expanding in select markets, creating an advantaged fresh supply chain, and delivering on financial targets including 10%+ unit growth, low single digit comparable store sales growth, stable to expanding operating margins, and expansion of return on invested capital. The strategy is aimed at driving low double-digit earnings growth and leveraging strong cash flow generation to self-fund 10% annual unit growth.
This document discusses digital marketing and its impacts. It defines digital marketing and outlines some common types of digital presences like e-commerce, services, and social media sites. It also discusses how digital marketing includes more than just websites and social media, and how companies can use a hybrid strategy of digital and traditional marketing. Key impacts of digital marketing include its influence on customer behavior, the rise of mobile usage, and how marketing is evolving to include more participation. The document also provides examples of companies that are using digital marketing well and outlines considerations for developing an integrated digital marketing strategy.
The document provides a situation analysis and recommendations for Cirque du Soleil to expand its resident show business. It identifies the key issues of lack of a clear market expansion strategy, need for a new partnership model, and developing effective market penetration strategies. The recommendations include: 1) Pinpointing London, New York, and Sydney as priority markets; 2) Developing partnerships with entertainment complexes to replicate the successful MGM Mirage model; and 3) Developing culturally relevant content and marketing strategies to gain a strong foothold in the new markets. The strategies aim to expand into new markets in a controlled manner while maintaining Cirque's creative control and brand value.
The document describes two models used to measure the brand equity of HP:
1. A variation of Aaker's Brand Equity Ten model, which compares HP to competitors on 11 attributes. HP scored lowest on willingness to recommend, value for money, and quality.
2. A multi-attribute regression model relating brand equity pillars like loyalty and premium to attributes. Regression analysis found HP scores lower on loyalty due to quality and service issues. However, HP is seen as a leveragable brand that could extend to other sectors.
Both models indicate HP has opportunities to improve brand equity by focusing on after-sales service, product quality and value to build greater loyalty and command higher prices.
This is the first presentation of a two part webinar for Blue ocean strategy.
The presentation introduces to red ocean and blue ocean companies, How blue ocean strategy is a simultaneous pursuit of cost and value.
The presentation provides a quick introduction with new age examples to strategy canvas, 6 paths framework, four actions frame work, buyer utility map, 3 tiers of non customers and PMS maps.
The presentation also utilizes these frameworks in showcasing descriptive case studies of companies like netjets, indochino.com, Zynga and khan academy.
This presentation is aimed at explaining the greatness of Blue ocean strategy thinking to general audience and does not imply distortion of facts and frameworks of the original Authors: Chan Kim, Renee Mauborgne
Value innovation creates value for both buyers and the company by reducing costs through eliminating unnecessary factors while also increasing buyer value by introducing new elements. It aims to break the trade-off between low costs and differentiation.
Blue ocean strategy seeks to create new market space by making competitors irrelevant and capturing new demand rather than competing head-to-head in existing markets. It breaks the value-cost tradeoff through eliminating, reducing, raising and creating factors compared to industry standards.
The buyer utility map outlines six stages of the buyer experience and six levers companies can use to deliver exceptional utility at each stage from purchase to disposal.
The document discusses red and blue oceans in business. Red oceans represent existing industries with defined competition, while blue oceans represent uncontested market space without competition. It advocates pursuing differentiation and low cost simultaneously through value innovation to create a blue ocean and make competition irrelevant. Strategies discussed include reducing unnecessary factors, eliminating redundancies, raising what is below standards, and creating new benefits customers value. Analyzing potential new customers, including those on the edge of exiting, refusing, and unexplored markets, is also recommended to open new blue oceans. Examples given of companies creating blue oceans include Ralph Lauren, Pfizer, and Cirque Du Soleil.
Jollibee Food Corporation is a major Philippines-based food company that operates quick-service restaurants under the Jollibee brand. The document analyzes Jollibee's costs, revenues, market capitalization, and strategies from 2015-2019. It finds that Jollibee's variable costs increased over this period as sales grew. While revenue and number of stores increased each year, market capitalization declined in 2019. The document recommends ways for Jollibee to cut expenses to improve profits, such as reducing electricity and travel costs.
The Strategy accelerator - Business models with sustainable competitive advan...Alfred Griffioen
Innovate your business model to gain higher ROI. Determine your sustainable competitive advantage (market relevancy or a unique product) and choose your strategy: ally, combine, excel or consolidate. This presentation in English is based on the Dutch book 'De strategieversnelling'. See www.strategy-accelerator.com
The brand in_the_boardroom_making_the_case_for_investment_in_brandAdCMO
This document discusses the history and limitations of brand valuation and proposes a new approach. It outlines that brand valuation originally developed for accounting purposes focused on a single valuation number, limiting its strategic usefulness. Current methods often rely on flawed shortcuts and proprietary "black box" approaches, producing inconsistent results. The document advocates for an economic-use approach that analyzes a brand's contribution to business cash flows and identifies drivers of brand value, allowing it to inform strategic decision making rather than just provide a valuation figure.
This document summarizes a website called roots2grow.com that provides market analysis services to help small and medium sized manufacturers and distributors develop growth strategies. It offers both standard and customized projects to analyze a company's market potential and identify opportunities. A case study is described of how roots2grow helped a small plastic cap manufacturer analyze its market and develop a strategy to grow beyond its existing stagnant business through operational improvements and exploring new market segments.
A second look at loyalty programs under the microscopefranckaime
The document summarizes key ideas from experts about improving customer retention strategies. Specifically:
- Over-focusing on retention can undermine profitability by confusing loyalty and profitability and targeting the wrong drivers. Not all customers are equally profitable.
- Companies should carefully segment customers based on profitability, potential value, and likelihood to switch in order to target retention efforts more effectively.
- The goal should be optimizing lifetime customer value and profitability, not just retention rates. Some unprofitable customers may need to be guided away.
Between 1975 and 1995, 60% of Fortune 500 companies were replaced, showing that markets and competitors are constantly changing. Industries and companies continuously rise and fall, so there are no permanently dominant players. Strategic moves that continuously create new value for customers allow companies to stay at the top. Value innovation aims to substantially raise customer value rather than focus only on new technologies. By identifying and serving overall customer needs through an unparalleled value proposition, companies can dominate their market.
This annual report summarizes the company's fiscal year 2004 performance and goals for fiscal year 2005. In fiscal year 2004, the company achieved 17% revenue growth to $24.5 billion by opening new stores and increasing comparable store sales by 7.1%. Earnings from continuing operations increased 29% through higher revenue and operating income. For fiscal year 2005, the company aims to grow revenue 11-13% by opening new stores and earn comparable sales gains, while increasing diluted EPS 15-20%. The company is also transforming its business through a customer centricity initiative to improve customer service and engagement.
This is the concluding presentation of a two part webinar for Blue ocean strategy.
The presentation introduces the audience to the core principles of Blue Ocean Strategy - which comprise of the six steps viz 1) Reconstructing Market Boundaries 2) Focusing on the Big Picture 3) Reaching Beyond Existing Demand 4) Getting the strategic sequence right 5) Overcoming organizational Challenges 1) Building execution into strategy.
The presentation also focuses on How the Boundaries can be reconstructed with 6 Paths Framework, How one can focus on big Picture by utilizing the visual strategy framework and PMS Maps, How One can reach beyond the existing demand by utilizing the Three tiers of Non Customers framework, How one can get their strategic sequence right by utilizing the buyer utility map, Price corridor of masses and overcoming organization hurdles framework.
The presentation also details on how to overcome the organizational hurdles and ways of building execution into strategy.
This presentation is aimed at explaining the greatness of Blue ocean strategy thinking to general audience through simple means and examples and does not imply distortion of facts and frameworks of the original Authors: Chan Kim, Renee Mauborgne
Bevel Brands is a brand management platform formed to acquire, manage, and grow established consumer product companies and brands. Its goal is to increase sales, profitability, and shareholder value through organic growth, cost productivity measures, and financial structuring. The experienced executive team has a track record of successfully acquiring and selling brands. Bevel Brands plans to leverage its expertise across a portfolio of consumer product brands in categories like personal care, OTC products, and home goods. It will seek to drive growth at acquired brands and create value for investors over 2-3 years.
1) KFC sets prices using a sales-oriented objective to maximize market share. It considers factors like demand, costs, competition and large customer demands.
2) KFC estimates demand and costs at different price points to determine the optimal price that meets its sales goals while earning profits.
3) KFC uses promotional strategies like discounts and bundles to increase demand and adjusts prices over time based on the product life cycle.
The document discusses growth strategies for Porcini's, an Italian restaurant chain. It considers launching a new concept called Porcini's Pronto, targeting travelers. Three options for growing Pronto are evaluated: company owned-and-operated, franchising, and syndication. Company owned-and-operated is recommended as offering the highest long-term returns with least risk. A pilot test of 2 Pronto locations is suggested to determine the concept's potential before broader expansion.
Young & Rubicam Article - Brand Energized DifferentiationJeremy Kravetz
Most consumer brands are not creating value for consumers according to extensive research of 40,000 brands across 44 countries. Consumer attitudes toward brands have declined significantly in key measures like awareness, trust, and admiration. However, financial markets continue to attribute high value to brands, creating a mismatch. The article argues this mismatch poses problems for companies and could lead to a "brand bubble". Successful brands exhibit "energized differentiation" through excitement, dynamism and creativity. The article suggests three major problems contributing to declining brand perceptions: excess brand capacity, lack of brand creativity, and loss of consumer trust in brands.
The document summarizes key concepts from the book "Blue Ocean Strategy" by W. Chan Kim and Renée Mauborgne. It discusses how companies can create new market space, or "blue oceans", by focusing on value innovation to increase value for customers and decrease costs. It outlines analytical tools like the strategy canvas and frameworks like eliminate-reduce-raise-create to help companies reconstruct market boundaries. Finally, it discusses how to visualize strategy and understand the different tiers of potential customers, including non-customers, to help actualize a viable blue ocean idea.
This is a partial preview of the document found here:
https://flevy.com/browse/business-document/blue-ocean-strategy-primer-113
Description:
A great complement to the best selling book "Blue Ocean Strategy." Each chapter is summarized in one printer-friendly slide. Points that require more in-depth explanation are developed into additional slides. Save time and get a quick refresh with this primer for you to enjoy.
Sprouts Farmers Market outlined its strategy for 2020 and beyond which includes winning over its target customer segment, refining its brand and marketing approach, updating store formats, expanding in select markets, creating an advantaged fresh supply chain, and delivering on financial targets including 10%+ unit growth, low single digit comparable store sales growth, stable to expanding operating margins, and expansion of return on invested capital. The strategy is aimed at driving low double-digit earnings growth and leveraging strong cash flow generation to self-fund 10% annual unit growth.
This document discusses digital marketing and its impacts. It defines digital marketing and outlines some common types of digital presences like e-commerce, services, and social media sites. It also discusses how digital marketing includes more than just websites and social media, and how companies can use a hybrid strategy of digital and traditional marketing. Key impacts of digital marketing include its influence on customer behavior, the rise of mobile usage, and how marketing is evolving to include more participation. The document also provides examples of companies that are using digital marketing well and outlines considerations for developing an integrated digital marketing strategy.
The document provides a situation analysis and recommendations for Cirque du Soleil to expand its resident show business. It identifies the key issues of lack of a clear market expansion strategy, need for a new partnership model, and developing effective market penetration strategies. The recommendations include: 1) Pinpointing London, New York, and Sydney as priority markets; 2) Developing partnerships with entertainment complexes to replicate the successful MGM Mirage model; and 3) Developing culturally relevant content and marketing strategies to gain a strong foothold in the new markets. The strategies aim to expand into new markets in a controlled manner while maintaining Cirque's creative control and brand value.
The document describes two models used to measure the brand equity of HP:
1. A variation of Aaker's Brand Equity Ten model, which compares HP to competitors on 11 attributes. HP scored lowest on willingness to recommend, value for money, and quality.
2. A multi-attribute regression model relating brand equity pillars like loyalty and premium to attributes. Regression analysis found HP scores lower on loyalty due to quality and service issues. However, HP is seen as a leveragable brand that could extend to other sectors.
Both models indicate HP has opportunities to improve brand equity by focusing on after-sales service, product quality and value to build greater loyalty and command higher prices.
This is the first presentation of a two part webinar for Blue ocean strategy.
The presentation introduces to red ocean and blue ocean companies, How blue ocean strategy is a simultaneous pursuit of cost and value.
The presentation provides a quick introduction with new age examples to strategy canvas, 6 paths framework, four actions frame work, buyer utility map, 3 tiers of non customers and PMS maps.
The presentation also utilizes these frameworks in showcasing descriptive case studies of companies like netjets, indochino.com, Zynga and khan academy.
This presentation is aimed at explaining the greatness of Blue ocean strategy thinking to general audience and does not imply distortion of facts and frameworks of the original Authors: Chan Kim, Renee Mauborgne
Value innovation creates value for both buyers and the company by reducing costs through eliminating unnecessary factors while also increasing buyer value by introducing new elements. It aims to break the trade-off between low costs and differentiation.
Blue ocean strategy seeks to create new market space by making competitors irrelevant and capturing new demand rather than competing head-to-head in existing markets. It breaks the value-cost tradeoff through eliminating, reducing, raising and creating factors compared to industry standards.
The buyer utility map outlines six stages of the buyer experience and six levers companies can use to deliver exceptional utility at each stage from purchase to disposal.
The document discusses red and blue oceans in business. Red oceans represent existing industries with defined competition, while blue oceans represent uncontested market space without competition. It advocates pursuing differentiation and low cost simultaneously through value innovation to create a blue ocean and make competition irrelevant. Strategies discussed include reducing unnecessary factors, eliminating redundancies, raising what is below standards, and creating new benefits customers value. Analyzing potential new customers, including those on the edge of exiting, refusing, and unexplored markets, is also recommended to open new blue oceans. Examples given of companies creating blue oceans include Ralph Lauren, Pfizer, and Cirque Du Soleil.
Jollibee Food Corporation is a major Philippines-based food company that operates quick-service restaurants under the Jollibee brand. The document analyzes Jollibee's costs, revenues, market capitalization, and strategies from 2015-2019. It finds that Jollibee's variable costs increased over this period as sales grew. While revenue and number of stores increased each year, market capitalization declined in 2019. The document recommends ways for Jollibee to cut expenses to improve profits, such as reducing electricity and travel costs.
The Strategy accelerator - Business models with sustainable competitive advan...Alfred Griffioen
Innovate your business model to gain higher ROI. Determine your sustainable competitive advantage (market relevancy or a unique product) and choose your strategy: ally, combine, excel or consolidate. This presentation in English is based on the Dutch book 'De strategieversnelling'. See www.strategy-accelerator.com
The brand in_the_boardroom_making_the_case_for_investment_in_brandAdCMO
This document discusses the history and limitations of brand valuation and proposes a new approach. It outlines that brand valuation originally developed for accounting purposes focused on a single valuation number, limiting its strategic usefulness. Current methods often rely on flawed shortcuts and proprietary "black box" approaches, producing inconsistent results. The document advocates for an economic-use approach that analyzes a brand's contribution to business cash flows and identifies drivers of brand value, allowing it to inform strategic decision making rather than just provide a valuation figure.
This document summarizes a website called roots2grow.com that provides market analysis services to help small and medium sized manufacturers and distributors develop growth strategies. It offers both standard and customized projects to analyze a company's market potential and identify opportunities. A case study is described of how roots2grow helped a small plastic cap manufacturer analyze its market and develop a strategy to grow beyond its existing stagnant business through operational improvements and exploring new market segments.
It is a case analysis of a Harvard Business School Case. This ppt shows how a shift has taken place from upstream to downstream activities in the business.
The Brand in the Boardroom by Joanna Seddon NOEMÍ MEDINA
How much is your brand worth? How is it valued? How can you make it more valuable? These are questions tackled by our latest Red Paper, The Brand in the Boardroom. Written by Joanna Seddon, President of Global Brand Consulting at OgilvyRED, this paper looks into the history of Brand Valuation as a backdrop for showcasing a new methodology which can arm marketers with a strong financial rationale for their recommendations and budget requests, increasing both the influence and effectiveness of brand marketing.
The vision of Brand Valuation set forth in this paper can make a better case for investment in brand even as it links brand strategies to measurable financial outcomes—shareholder value included. That makes a powerful argument for introducing the brand into the boardroom conversation, where it can have a meaningful impact on the health of the whole enterprise.
The Brand Audit Toolkit: Organizing Data for Insights Spring 2019Carol Phillips
The first step in developing a brand strategy is to assess where the brand stands today. This presentation explains the most relevant frameworks for organizing information to reveal the insights needed to create an effective brand strategy.
The Brand in the Boardroom: Making the case for investment in brand by Joanna...Ogilvy
The Red Papers represent the marquee thought leadership from the Ogilvy & Mather network. Research into effectiveness shows that the more we tie individual marketing and advertising efforts to hard measures, the better that advertising performs. That is true on the much larger scale of the brand itself.
It has been challenging, however, to measure the real impact of a brand. Past brand assessments have been limited by an accounting bias and reflexive secrecy about methodology. There is a better way, described here, which has the potential to transform marketing.
The vision of Brand Valuation set forth in this paper can help us all make a better case for investment in brand even as it links our brand strategies to measurable financial outcomes—shareholder value included. That makes a powerful argument for introducing the brand into the boardroom conversation, where it can have a meaningful impact on the health of the whole enterprise.
Mary Alice Harrington - Impact MarketingSelf employed
A marketing partnership was created between Reebok and Rockport Outlet Stores and two large national organizations whose member demographics matched the stores' target customers. Through the partnership, organization members received discounts when shopping at the outlet stores. This resulted in over $2 million in free advertising exposure and $15 million in increased sales over one year. Store managers reported that 85% of members who redeemed the discounts were new customers. The partnership drove new customers, increased sales, and created brand loyalty without requiring large marketing budgets or causing conflicts with other sales channels.
This document discusses how building a strong brand is important for financial services companies to differentiate themselves and gain a competitive advantage in an increasingly competitive market. It outlines the steps to building a powerful financial services brand, including defining the brand's role and positioning strategy, planning brand building programs like advertising and promotions, organizing the company to support brand building through departments and employee training, and continuously monitoring the brand's value. Strong brands communicate the company's values and benefits to customers, helping to build trust which is especially important in the financial services industry since customers are trusting the company with their money.
JCPenney launched a new brand strategy in 2012 that worried competitors but ultimately failed. Sales declined in the first quarter of 2013 as the strategy did not resonate with customers. A SWOT analysis found strengths in JCPenney's costs and brand but weaknesses in high operating expenses and debt. Opportunities existed in expansion and market share but threats included rising competition, costs, and economic uncertainty. Key competitors included Sears, Kohl's, and Macy's.
P&G is an American multinational consumer goods company founded in 1837. It has a revenue of $84.17 billion and operates in 180 countries with 300 brands. P&G focuses on health care, beauty, grooming, fabric and home care, baby and family care, snacks and pet care, and household care. It has strong brands but growth is challenging due to its large size. Opportunities exist in emerging markets but there are also threats from competition, economies, consumers, and raw materials. P&G spends heavily on R&D, innovation, marketing, and acquisitions to drive growth. Its supply chain and distribution strategies aim to be demand-driven.
Management consultants help businesses solve problems by diagnosing issues, recommending solutions, and helping with implementation. Alexander Bain focuses on strategic consulting for small and medium enterprises. They provide advice in areas like organizational strategy, functional strategy, and help clients address challenges like outdated business practices limiting growth. Case studies show how they conduct business reviews, identify customer needs, and recommend testing ideas through minimum viable products before large investments. Their goal is helping businesses achieve exponential growth through transformational changes to operations.
* In an increasingly copy-cat economy, the new basis of competition is business model innovation.
* Unfortunately, the work of business model innovation is too often left undone, at great cost to the organization's longer term growth opportunities and its profitability. This gap is the outcome of marketing's role increasingly being defined around demand generation and brand communications in increasingly fragmented channels, roles that have required many new marketing subspecialties.
* The CMO is ideally suited to facilitate business model strategy decisions, decisions that must be made by the leadership team as a whole.
* Deploying the CMO to facilitate business model innovation will align brand and business strategy, benefiting the success of both.
Financial applications for brand valuation_Interbrand_MikeRochaMichael Rocha
The document discusses various financial applications for brand valuation, including brand management, strategy/business case development, and financial applications. It provides examples of how Interbrand has used brand valuation to help clients with investor relations, mergers and acquisitions, licensing and royalty rates, tax valuations, and other matters. The document also describes Interbrand's brand valuation methodology and how it assesses both internal and external factors to evaluate brand strength.
This document provides guidance for developing a business plan tailored to different audiences and types of businesses. For raising capital from banks or investors, the plan should include details on funds needed, their intended use, and projected growth, returns, and exit strategies. The operational plan section advises on including details specific to the business type, such as production levels, costs, pricing, quality control, inventory management, and location criteria. Developing the marketing plan involves analyzing the target market and competition, and outlining promotional strategies. Financial projections should include profit/loss, cash flow, and balance sheet statements for 5 years. Customizing the generic plan with company-specific information is key to its effectiveness.
The document discusses the Like-For-Like business model of ONE Water, which sells bottled water in developed markets and uses profits to fund clean drinking water projects in developing countries. It analyzes issues with scaling the model, including monitoring NGO partners, performance measurement, and reliance on pro bono work. Recommendations include developing a pool of for-profit business partners, diversifying NGO partnerships, expanding products and geographies, reducing the plowback ratio, and implementing conventional pricing. The sustainable growth of ONE Water will require partnerships, pricing strategies, and professional management.
Unilever's Dove Men+Care shampoo marketing plan aims to increase sales by 30% in 2022 through a new product line extension. The extension will be 20% cheaper than the current most affordable option by increasing quantity by 20% and using a twin sachet packaging. Market research found 57.1% of customers found the product too expensive. The plan involves segmenting the target market, conducting a Porter's Five Forces analysis, positioning the product based on attributes and benefits, and implementing advertising strategies like billboards, radio, and TV to promote the new affordable twin sachet. The product will be distributed through wholesalers and retailers to supermarkets, convenience stores, and sari-sari
The document discusses various strategic management tools and concepts including:
- Types of business strategies such as market penetration, product development, diversification, integration, and retrenchment.
- Analytical tools for strategic analysis including SWOT, BCG matrix, SPACE matrix, IE matrix, and Grand Strategy matrix.
- The setting of strategic objectives including examples of strategic objectives related to market share and financial objectives related to revenues, profits, and other metrics.
The document discusses various strategic management tools and concepts including:
- Types of business strategies such as market penetration, product development, diversification, and integration.
- Analytical tools for strategic analysis including SWOT, BCG matrix, SPACE matrix, IE matrix, and Grand Strategy matrix.
- The process of setting strategic objectives including making them specific, measurable, achievable, realistic, and time-bound. Examples of strategic and financial objectives are provided.
The document discusses various strategic management tools and concepts including:
- Types of business strategies such as market penetration, product development, diversification, integration, and retrenchment.
- Analytical tools for strategic analysis including SWOT, BCG matrix, SPACE matrix, IE matrix, and Grand Strategy matrix.
- The setting of strategic objectives including examples of strategic objectives related to market share and financial objectives related to revenues, profits, and other metrics.
Samsung Canada faced challenges in redefining its brand as a premium consumer brand in Canada. It conducted a SWOT analysis and considered increasing its promotional budget. However, the document recommends that Samsung focus on improving its customer service by enhancing its helpline, reducing wait times, providing temporary replacement products during repairs, and informing customers about repair timelines. This focus on excellent customer satisfaction and service will help Samsung build brand loyalty and redefine itself as a premium brand through positive word-of-mouth without changing its product lines, prices, or distribution strategies.
2. Today’s Focus: The Mature Brand
2012 may be have been the year that the patent cliff reached its height – with $33 billion
of sales at risk – but the impact of loss of exclusivity will continue to reverberate across
the decade, with more than $290 billion of prescription drugs sales due to be exposed to
generic competition between now and 2018.
A series of products are near simultaneously going off patent. In years past, the rates of
erosion were substantially less.
Sales from a single new drug are insufficient to compensate for a series of existing ones
expiring.
No doubt, the patent cliff is reshaping the industry, but the good news is that the market
for prescription drugs will grow by 3.1 percent per year between 2011 and 2018.
What this means for efficiency experts? …it’s time to work differently and with less.
26 February 2013 2
3. Example Opportunities to Do More With
Less in Pharmaceutical Marketing
• Established Brands Agency Consolidation
• HOW: Working with Strategic Sourcing
• My Value Card Analysis
• HOW: Data Collection & Analysis
• A Mature Brand Model
• HOW: Redesign the Process
• Leveraging Service Representatives
• HOW: Value-add Analysis
26 February 2013 3
5. Case Study
An Established Brands (EB) team is organized so that one brand team member
handles a certain Advertising area for all the Established Brands: for example, one
person handles HCP Advertising, one person handles Consumer, one person handles
Digital, and so on. The dept. includes Brand A, Brand B and Brand C as well as other
mature brands. Since each brand had their own Advertising agency for these
services, this is a highly inefficient way to use agencies since each person handling their
area has to deal with several Agencies that support each brand.
Issues:
• Based on the size of the brands and the promotional budget there were redundancies in
Account Management and Fees that were costing a great deal of money.
• With a small team of marketers the responsibilities were siloed due to little collaboration
between Agencies of Record (AORs). This was especially true in Consumer and HCP
• The EB team needed better collaboration across channels to be as efficient and resourceful as
possible with messaging and tactics
• Established Brands needed an agency with a proven track record of working with peri/post
Loss of Exclusivity brands to support innovative non-personal selling models.
26 February 2013 5
6. Straddling Multiple Agencies for
Different Brands
• Brand A AOR#1
Marketer • Brand B AOR#1
HCP • Brand C AOR#1
• Brand A AOR#2
Established Marketer
• Brand B AOR#2
Brands Consumer
• Brand C AOR#2
Marketer • Brand A AOR#3
• Brand B AOR#3 9
Managed
Markets AORs
• Brand C AOR#3
26 February 2013 6
7. Actions Taken
• The Established Brands team put out a Request for Information (RFI) to identify
agencies that fit our criteria of being able to stretch from HCP to Managed Markets and
Consumer. If they could not “do it all” then they were asked them to define how they would
handle covering all of the business (i.e. consultants, holding company partners)
• The RFIs were evaluated and a Request for Proposal (RFP) was issued to 5 agencies.
• The RFP gave specific assignments to the agencies including Case Studies from work on
other Established Brands, how they would do internal branding of the EB team and an
innovation challenge based on having an imaginary slush fund.
• The agencies had the opportunity to come in and present to the team.
• The EB team was able to identify 1 AOR that both demonstrated a high level of
knowledge and experience with Established Brands and the ability to work across all
areas of the business.
• Within 1 month all marketing assets had been transferred to the new AOR and they had
begun handling all of our day to day business for all EB products.
26 February 2013 7
8. Results
• Established Brands was able to identify 1 AOR that both demonstrated a high
level of knowledge and experience with Established Brands and the ability to
work across all areas of the business.
• Within 1 month all assets were transferred to the new AOR and they had
begun handling all of our day to day business.
• Total agency fees were reduced by approximately $2m annually.
26 February 2013 8
10. Case Study
Established Brands was asked to give back promotional budget in 2012. Because of this
many programs needed to be cut including the My Value Card patient savings program for
Brand A.
At the time, the My Value Card Program was viewed by the team as a necessity to keep
the level of revenue Brand A was currently bringing in.
• Nevertheless, the brand decided to stop all dissemination of My Value Cards to the sales
force as of May 2012.
• The expectation was that the amount of activations of new cards would decrease. This
would be followed by a decrease in claims shortly thereafter.
• Instead claims continued to increase resulting in Brand A exceeding revenue targets.
New Enrollments
160,000 PTD Cumulative Claims
2,000 140,000
120,000
1,500 100,000
80,000
1,000 60,000
40,000
500 20,000
0
0
26 February 2013 10
11. Actions Taken
• Working with the co-pay card vendor and a third party analytics partner an Impact Analysis
was performed on the My Value Card Program.
• Finding: Most patients on the program were continuing patients. In addition, the continuing
patients were least impacted by the co-pay program in remaining adherent. The conclusion was
that continuing patients were “Adherent” patients already and the card was not driving
incremental revenue.
• The data showed 2 things:
• There would be minimal impact to the Brand A business by shutting down the
offering to Continuing patients
• The focus of the co-pay card program needed to be on New Patients, a smaller group
and less expensive to support with a savings card.
26 February 2013 11
12. Results
• A decision was made to continue the offer the My Value Card on-line to all patients.
On-line enrollment into the My Value Card program is low, but it still offers the
perception of affordability of the brand on a high traffic brand.com, which is especially
important for new patients.
• We changed the My Value Card offer to only be available through our Live Call
Adherence program which only reaches out to NBRx patients limiting the use of the card
to New Patients.
• To continue to build our RM database we are offering a one-time coupon through Point
of Sale programs in Pharmacy to patients that are presenting with a new Rx (defined as
not filling at that pharmacy for the past 180 days) to avoid abandonment at the Point of
Sale.
• The savings from this change in program was approximately $4.5m on a $12m budget
with no forecasted negative revenue impact.
Learning: Challenge Assumptions – Test Hypotheses – Take Risks
26 February 2013 12
14. Case Study
Brand B, a mature brand close to its patent cliff, developed investment scenarios with the following
objectives and guiding principles in mind:
Objectives Guiding Principles
Identify options to: Brand B, although important, is
Determine optimal spend not a Company priority
Optimize profitability
Grow revenue Unless a business case can be
made for additional
Determine growth potential of investments, the plan is to look
the brand primarily at scale-back
scenarios
Identify how Company should
approach the brand long-term Options will focus only on
Brand B
26 February 2013 14
15. Brand B Investment Scenarios
No Change in Current DP or FF (Field Force through June
Base Case 2012)
Scenario 1 Remove majority of DP and all FF (October 2011)
Retain DP, Remove FF, Initiate Non-Personal Promotional
Scenario 2 Activities (January 2012)
26 February 2013 15
16. Actions Taken
Completed
internal and
Identified Defined Key external
Potential Promotional audit of “best
Scenarios categories in class” non-
personal
tactics
Identified Reviewed Gathered
appropriate promotional additional
vendors and response insights from
tactics per analogues internal
scenario with AOR teams
Analyzed and Designed
Brand B
refined promotional
Mature
targeted level mix for each
Brand Model
of “detailing” scenario
26 February 2013 16
17. Recommendation
Base Case: No • Low risk option
Change in Current • Maintain current plan
DP or FF (Field • Mix of direct field force
Force through June promotion and non-
2012)
personal selling initiatives
• High risk option
Scenario 1: Remove
majority of DP and • Success of “Walk away”
all FF (October scenario unknown
2011)
• Medium risk option
Scenario 2: Retain
• Full non-personal promotion Brand B
DP, Remove
tactics to replace direct Mature
FF, Initiate Non-
promotional efforts
Personal Brand
• Net sales close to Base Case
Promotional Model
with increased profitability
Activities (January
2012)
26 February 2013 17
18. Optimizing Efficiency Late in the Life Cycle
• First ever “Mature Brand” business model established at the Company.
• Multi-channel non-personal business model developed utilizing tele-sales, web/internet, mobile apps,
e-sampling, and direct mail to maintain prescriber awareness and loyalty without field sales representatives
• Direct to Pharmacist programs aimed at minimizing switches to generics
• Enhanced Patient and Caregiver support via website, RM, pharmacy and savings programs to foster loyalty and improve
adherence
Key Tactics
TeleSales
Non-Personal
E-Sampling
Digital
Patient HCP Non-Personal
Programs/RM Pharmacist Print
& Patient
MM Access Pharmacy
26 February 2013 18
19. Results
• Finished well over 100% of revenue target for Brand B
• Gave back almost $3m in promotional budget
26 February 2013 19
21. Case Study
• A certain therapeutic market has always been crowded and is now becoming highly
genericized. There was a massive reduction in direct promotion by most major branded
drugs in 2011. With a market that was not very sensitive to promotion the decision to pull
back on promotional spend was the right one.
• However, samples continue to be the single largest driver of business for Brand C. With
the launch of a second product in the same therapeutic space Brand C share of voice was
declining rapidly. There was still a business case to deliver samples, but detailing was not
opportunistic enough nor value-added for prescribers.
26 February 2013 21
22. Actions
• Sales force leadership still perceived value in sampling Brand C which allowed their
representatives to gain access to present the new launch product.
• Target physicians still perceived value in receiving a sample, but not a detail of a mature
product.
• In 2012, Brand C moved to a 100% Service Rep model where delivery of samples to
~40,000 targets was the only promotional activity by the field force.
26 February 2013 22
23. Results
• Brand C was well sampled in 2012
• Brand C finished at over 108% to goal with a direct promotional budget that was cut by
nearly 50% in 2011.
26 February 2013 23