The document discusses marketing research processes and analyzing markets and competition. It covers topics like conducting market segmentation using socio-demographic and needs-based approaches. Porter's five forces framework for industry analysis is explained. The importance of considering political, economic, social, technological, environmental and legal factors in the external environment is highlighted. Developing a marketing plan involves situation analysis, assessing market opportunities, defining marketing strategy, setting goals and budgets, and implementing and controlling the plan.
This is my vision on the future of Uber community organization. It broadly covers the following topics for the community operations in CEE region:
/ Key success factors
/ Mission and values
/ Stakeholder management
/ Value proposition
/ Map of goals
/ Metrics
/ Initiatives
/ Organizational model
/ Modus operandi
/ Roll-out
/ Costs & benefits
/ How to write a success story
Daimler India Commercial Vehicles Strategiesraman109
Self Analysis using Market Segmentation approach developed by me.
Only for academic purpose only and not for commercial use.
Source of information related to Daimler: Bharatbenz' official communication available on internet, Internet, Self Analysis.
Ancillary Revenues soaring Opportunities in Airline OperationsNIIT Technologies
With squeezed profit margins, rising fuel prices, high input costs, changing customer expectations and uncertain economic climate, airlines today rely heavily on additional service revenues to stay ahead. Our experts have listed the steps that an airline can take to increase ancillary revenues and has proposed a holistic approach to leverage technology in order to improve competitiveness. Our approach also gives technology partner tips for success.
Ptak Prize India Qualifier 2014 -
Analysis of E-Commerce Supply Chain Challenges and Logistics Bottlenecks. Industry analysis using Porter's 5 forces model, strategic road map for E-commerce firms in India and the future of omni-channel retail.
Case Questions:
The logistics issues were there for decades and it impacts the same way all the sectors which heavily rely on distribution (Example: FMCG). So keeping these logistics issues as constraints to live with,
(a) Analyze and present what Specifics to Ecommerce Industry makes Logistics as a 'Critical Bottleneck'
(b) Analyze and present the key things that make 'Last Mile Network Planning and Scheduling' a nightmare for the planners.
2. Using Porter's 5 Forces, analyze the current E-Tailing (Retail E-Commerce) Industry and tell us, Will you start your Own E-Commerce business in 2015? Support either of your answers with facts and your inferences.
3. Review the below statements carefully:
i. "Equity Funds are not free money - Investors will push you hard for profitability soon; as you are aware, none of the Indian E-Com players are profitable".
ii. "E-Commerce customers are well tamed with multiple value propositions (Easy Returns, Discounts, Cash on delivery (COD), free replacement etc.) from E-Commerce companies. You restrict any one of it, it will lead to dissatisfaction"
Now assuming you are the 'Head-Strategy' for an E-Commerce organization- set the strategy for 2015 to 2019.
4. Article clearly says "OMNI Channel (Click and Brick) is the future". Now, traditional offline giants like TATA, Reliance etc., will setup their own online vertical and E-Commerce big players will also come up with physical stores. Analyze both these scenarios in detail and present who is going to be the winner - Is it Offline player who adopted the Online as an extended channel or the Online player who adopted the Offline as an extended channel?
This is my vision on the future of Uber community organization. It broadly covers the following topics for the community operations in CEE region:
/ Key success factors
/ Mission and values
/ Stakeholder management
/ Value proposition
/ Map of goals
/ Metrics
/ Initiatives
/ Organizational model
/ Modus operandi
/ Roll-out
/ Costs & benefits
/ How to write a success story
Daimler India Commercial Vehicles Strategiesraman109
Self Analysis using Market Segmentation approach developed by me.
Only for academic purpose only and not for commercial use.
Source of information related to Daimler: Bharatbenz' official communication available on internet, Internet, Self Analysis.
Ancillary Revenues soaring Opportunities in Airline OperationsNIIT Technologies
With squeezed profit margins, rising fuel prices, high input costs, changing customer expectations and uncertain economic climate, airlines today rely heavily on additional service revenues to stay ahead. Our experts have listed the steps that an airline can take to increase ancillary revenues and has proposed a holistic approach to leverage technology in order to improve competitiveness. Our approach also gives technology partner tips for success.
Ptak Prize India Qualifier 2014 -
Analysis of E-Commerce Supply Chain Challenges and Logistics Bottlenecks. Industry analysis using Porter's 5 forces model, strategic road map for E-commerce firms in India and the future of omni-channel retail.
Case Questions:
The logistics issues were there for decades and it impacts the same way all the sectors which heavily rely on distribution (Example: FMCG). So keeping these logistics issues as constraints to live with,
(a) Analyze and present what Specifics to Ecommerce Industry makes Logistics as a 'Critical Bottleneck'
(b) Analyze and present the key things that make 'Last Mile Network Planning and Scheduling' a nightmare for the planners.
2. Using Porter's 5 Forces, analyze the current E-Tailing (Retail E-Commerce) Industry and tell us, Will you start your Own E-Commerce business in 2015? Support either of your answers with facts and your inferences.
3. Review the below statements carefully:
i. "Equity Funds are not free money - Investors will push you hard for profitability soon; as you are aware, none of the Indian E-Com players are profitable".
ii. "E-Commerce customers are well tamed with multiple value propositions (Easy Returns, Discounts, Cash on delivery (COD), free replacement etc.) from E-Commerce companies. You restrict any one of it, it will lead to dissatisfaction"
Now assuming you are the 'Head-Strategy' for an E-Commerce organization- set the strategy for 2015 to 2019.
4. Article clearly says "OMNI Channel (Click and Brick) is the future". Now, traditional offline giants like TATA, Reliance etc., will setup their own online vertical and E-Commerce big players will also come up with physical stores. Analyze both these scenarios in detail and present who is going to be the winner - Is it Offline player who adopted the Online as an extended channel or the Online player who adopted the Offline as an extended channel?
Justin jenk theory and practice taxi wars uber_ raktas_case study_march 2015jjenk
This document provides a synthetic assessment of the strategies and action of the leading players in the mobile app taxi/rideshare/hailing segment, part of the larger taxi industry – city based and regulated. The contents of this thought paper reflect the work Raktas has provided to relevant decision-makers in the industry.
Airline ancillaries: What is working in today’s marketplaceKevin May
New airline ancillary products and the technology and processes behind them are a fascinating and vital part of how the travel industry is evolving.
Three innovative travel brands share insights about recently released capabilities and the best practices for integrating these services into a managed travel program.
On this 60-minute webinar, you’ll hear how airlines are enhancing their products and learn from industry practitioners about what it takes to actually bring them to market.
Technology providers, travel suppliers, travel agencies, and travel buyers should bring their questions and comments for this interactive sessions with our panel of experts.
Featured presenters:
Shelly Terry, Vice President, Sabre Travel Network
Aldo Ponticelli, Vice President Distribution, Alitalia
Liz Mandarino, President, World Travel Inc
Kevin May, Editor & Moderator, Tnooz
Gene Quinn, CEO & Producer, Tnooz
Pricing the future automotive retail market: connectivityDaniel Bracke
Automotive consumers are fundamentally shifting their
view of the automobile from a product to a mobility solution
that delivers seamless connectivity and a consistent omnichannel
experience including excellent aftermarket services.
These trends will require automotive original equipment
manufacturers (OEMs) to shift their retail pricing from a
product to customer-centric approach. Developing multivehicle
branded mobility solutions with integrated telematics
to provide consumer-specific connectivity options and
predictive aftermarket services will become a market necessity
to maintain brand loyalty.
A short Presentation on Uber and its operational activities. How UBER app works and on which factor company is focusing -here all the things have been decribed in a short way.
Internal and external analysis of fords motor. to bettter understand the automobile industry.this includes its SWOT, PESTEL, FINANCIAL analysis. plus trends and future.
Description of the strategy (business model) of Low Cost Carrier Ryanair. Focussing on the value proposition, value architecture, revenue model and corporate culture and values.
With new technology continuing to drive the future direction of the automotive industry and with the explosion of e-commerce, retailers of all kinds are scrambling to create compelling shopping experiences that will get customers into their stores.
Access this presentation to help you understand how integrating relevant digital customer experiences into your dealership’s sales and service processes can drive revenue and improve customer satisfaction.
We will show you how you can:
● Create a unique customer experience with onsite touchscreen kiosks and in-store connectivity to guest phones and tablets.
-Strengthen customer loyalty with touchscreen applications that make dealer service more efficient and more transparent.
● Examine opportunities for extending your reach by placing digital kiosks in a shopping mall or other public space.
● Consider key factors when choosing equipment, including size, sound, format, placement and light.
To learn more visit: https://www.viewpointkiosks.com
2014 Tech M&A Monthly - Annual Seller's PanelCorum Group
With deals closing globally during this booming market, many sellers are taking advantage. Could M&A be in your company’s future? Tune in to our annual seller's panel to hear from CEOs and owners of tech firms like you who successfully sold their company during this record spring. Learn how they did it in today's M&A market and tips to take advantage of this historic cycle to improve your value and partnering options.
You will hear from the following:
- Javier Medina-Mora, General Director of Inffinix (Mexico City), acquired by Equifax
- Chau Ngyuen, President & CEO of Campus Special (Atlanta), acquired by Chegg
- Matt Van Bergen, Co-founder of CITYTECH (Chicago), acquired by ICF International
We will also examine another Disruptive Tech Trends in depth, with a look at Digital Force Multipliers and how they're driving deals in today’s market. Join us for all this, plus a look at key deals, valuations and trends from Corum’s research team.
These slides discuss Network Effects, Platforms, Standards, and Complex Systems. All of these concepts continue to become more important as the digital economy progresses. From Uber to Instacart, and from smart phones to driverless vehicles, these concepts are playing an increasingly important role in the global economy. Their impact is most obvious when one thinks of the winner take all markets that are becoming increasingly common.
Justin jenk theory and practice taxi wars uber_ raktas_case study_march 2015jjenk
This document provides a synthetic assessment of the strategies and action of the leading players in the mobile app taxi/rideshare/hailing segment, part of the larger taxi industry – city based and regulated. The contents of this thought paper reflect the work Raktas has provided to relevant decision-makers in the industry.
Airline ancillaries: What is working in today’s marketplaceKevin May
New airline ancillary products and the technology and processes behind them are a fascinating and vital part of how the travel industry is evolving.
Three innovative travel brands share insights about recently released capabilities and the best practices for integrating these services into a managed travel program.
On this 60-minute webinar, you’ll hear how airlines are enhancing their products and learn from industry practitioners about what it takes to actually bring them to market.
Technology providers, travel suppliers, travel agencies, and travel buyers should bring their questions and comments for this interactive sessions with our panel of experts.
Featured presenters:
Shelly Terry, Vice President, Sabre Travel Network
Aldo Ponticelli, Vice President Distribution, Alitalia
Liz Mandarino, President, World Travel Inc
Kevin May, Editor & Moderator, Tnooz
Gene Quinn, CEO & Producer, Tnooz
Pricing the future automotive retail market: connectivityDaniel Bracke
Automotive consumers are fundamentally shifting their
view of the automobile from a product to a mobility solution
that delivers seamless connectivity and a consistent omnichannel
experience including excellent aftermarket services.
These trends will require automotive original equipment
manufacturers (OEMs) to shift their retail pricing from a
product to customer-centric approach. Developing multivehicle
branded mobility solutions with integrated telematics
to provide consumer-specific connectivity options and
predictive aftermarket services will become a market necessity
to maintain brand loyalty.
A short Presentation on Uber and its operational activities. How UBER app works and on which factor company is focusing -here all the things have been decribed in a short way.
Internal and external analysis of fords motor. to bettter understand the automobile industry.this includes its SWOT, PESTEL, FINANCIAL analysis. plus trends and future.
Description of the strategy (business model) of Low Cost Carrier Ryanair. Focussing on the value proposition, value architecture, revenue model and corporate culture and values.
With new technology continuing to drive the future direction of the automotive industry and with the explosion of e-commerce, retailers of all kinds are scrambling to create compelling shopping experiences that will get customers into their stores.
Access this presentation to help you understand how integrating relevant digital customer experiences into your dealership’s sales and service processes can drive revenue and improve customer satisfaction.
We will show you how you can:
● Create a unique customer experience with onsite touchscreen kiosks and in-store connectivity to guest phones and tablets.
-Strengthen customer loyalty with touchscreen applications that make dealer service more efficient and more transparent.
● Examine opportunities for extending your reach by placing digital kiosks in a shopping mall or other public space.
● Consider key factors when choosing equipment, including size, sound, format, placement and light.
To learn more visit: https://www.viewpointkiosks.com
2014 Tech M&A Monthly - Annual Seller's PanelCorum Group
With deals closing globally during this booming market, many sellers are taking advantage. Could M&A be in your company’s future? Tune in to our annual seller's panel to hear from CEOs and owners of tech firms like you who successfully sold their company during this record spring. Learn how they did it in today's M&A market and tips to take advantage of this historic cycle to improve your value and partnering options.
You will hear from the following:
- Javier Medina-Mora, General Director of Inffinix (Mexico City), acquired by Equifax
- Chau Ngyuen, President & CEO of Campus Special (Atlanta), acquired by Chegg
- Matt Van Bergen, Co-founder of CITYTECH (Chicago), acquired by ICF International
We will also examine another Disruptive Tech Trends in depth, with a look at Digital Force Multipliers and how they're driving deals in today’s market. Join us for all this, plus a look at key deals, valuations and trends from Corum’s research team.
These slides discuss Network Effects, Platforms, Standards, and Complex Systems. All of these concepts continue to become more important as the digital economy progresses. From Uber to Instacart, and from smart phones to driverless vehicles, these concepts are playing an increasingly important role in the global economy. Their impact is most obvious when one thinks of the winner take all markets that are becoming increasingly common.
Introduction - History - Origin
Vision - Mission - Values of the company
Key Product - Key Market -Key Competitions
SWOT
Financials
Global turnover
Global net profits or
Turnover - Geographic
Corporate Governance & Ethical practice of company
CSR
Success Story
Failure & Setback Story
R&D
Future Global challenges
Acquisition and Divestment
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Uber’s taxi service. Uber’s service enables anyone to provide taxi services and it provides dynamic pricing for better matching of supply and demand. Its value proposition for potential drivers is the opportunity to work as driver on their own hours. Its value proposition for user to lower taxi fares during most times of the day and a higher supply of taxis (and higher prices) during peak demand. The customers are tech-savvy and smart phone users who value their time. Uber receives payments directly from customers and keeps a percentage of these payments as its income. Uber’s patents for a demand-price algorithm represent a barrier of entry and thus a method of strategic control.
Media Management 2011-Strategy Module - Jan 21_2Robin Teigland
Slides from my second lecture in the Strategy module in the 2011 Media Management Course at Stockholm School of Economics and the Royal Institute of Technology. here is more information on the course: http://nordicworlds.net/2011/01/21/strategy-course-focuses-on-virtual-worlds-and-gaming-industries/
GETTING STARTED WITH MERGENTACCESSING MERGENT1 Go to tMatthewTennant613
GETTING STARTED WITH MERGENT
ACCESSING MERGENT
1 Go to the Library Homepage(access through Course Homepage or Student Portal)
2 Click “Find Articles & More”
3 Select “Databases by Subject”
4 Select “Business & Economics”
5 Select “Mergent”
RESEARCHING MERGENT
1 Enter the company name or ticker symbol
2 Select your company from the search results
3 Locate important information
}
}
Contact
information
Key
Figures
}
Company
information
in tabs
4 Select reports and download
5 Citation Format
Author. (year). Title of Document. Retrieved from name of database.
Examples:
Mergent. (2016). Acadia Healthcare Annual Report. Retrieved from Mergent Online database.
Mergent. (2017). Acadia Healthcare Company Details. Retrieved from Mergent Online database.
Mergent. (2017). Acadia Healthcare Company Financials. Retrieved from Mergent Online database.
LIBRARY
ASHFORD UNIVERSITY
October 2017
BUSINESS INSIGHTS: GLOBAL
Accessing Business Insights: Global
Watch a short video to
learn more about what this
resource has to offer,
including:
company information
industry information
data visualization tools
case studies
a business glossary
Go to the Library Homepage
(access through Course Homepage or Student Portal)
Click “Find Articles & More”
Select “Databases by Subject”
Select “Business & Economics”
Select “Business Insights: Global (Gale)”
1
2
3
4
5
https://www.youtube.com/watch?v=aXAKj6lQICg
Researching Business Insights: Global
1 Enter the company name or ticker symbol
2 Select your company from the search results
3 Locate important information
}Contact information
} CompanyInformation
Key
Figures}
4 Limit to Full Text
5 View Full Text
6
Share, save, print, download, or cite*
*always double-check database citations. For citation information, go to writingcenter.ashford.edu
LIBRARY
ASHFORD UNIVERSITY
November 2017
http://writingcenter.ashford.edu/
External Environmental
Analysis
Learning Objectives
By the time you have completed this chapter, you should be able to do the following:
• Conduct an industry and competitive analysis and understand why it is important.
• Conduct a market analysis and understand why it is important.
• Scan the general environment for any changes or trends that might favor or adversely affect the company.
4
Belinda Images / SuperStock
CHAPTER 4Section 4.1 Industry and Competitive Analysis
Chapter Outline
4.1 Industry and Competitive Analysis
4.2 Market Analysis
4.3 Environmental-Trend Analysis
An analysis of the external environment covers the industry or segment in which the company
competes, its competitors, markets, and other relevant environmental trends and changes. The
purpose is to understand how the company’s relevant environment is changing and might change
in the future—in this sense, “relevant” means anything the company might affect or could be
affected by. Without such an understanding, doing strategic planning becom ...
Third seminar for my Managing Marketing Processes course in the MGM program at the Stockholm School of Economics, http://www.hhs.se/EDUCATION/MSC/MSCGM/Pages/default.aspx
1
CHAPTER
2
THE EXTERNAL ENVIRONMENT:
OPPORTUNITIES, THREATS, INDUSTRY COMPETITION
AND COMPETITOR ANALYSIS
Opening remarks
Company’s strategic actions are affected by
External environment
Internal environment
External environment is the source of:
Opportunities
Threats
The need for monitoring and analyzing external environment
The pace of change
Complexity
Uncertainty
2
The general, industry and competitor
analysis
3
General environment – broader society dimensions ( 7 dimensions)
Demographic, economic, political/legal, sociocultural, technological, physical and global
Out of firm’s control so must monitor and gather information
Industry environment – factors in competitive environment
Threat of new entrants, power of suppliers, power of buyers, threat of product substitutes, intensity of rivalry among competitors
Firm must assess industry’s opportunities for profit potential
Competitor analysis or competitive intelligence – the way firm’s can gather and analyze information on the industry competitors
Identifying their actions, responses and intentions
These three analyses influence and are influenced by the firm’s vision, mission and strategic actions
The general, industry and competitor environments
4
Three External Environments include:
General
Industry
Competitor
Segments of the general environment
5
DEMOGRAPHIC
Population size
Geographic distribution
ECONOMIC
Nature and direction of the economy in which a firm competes or may compete
SOCIO-CULTURAL
Refers to potential and actual changes in the physical environment and business practices that are intended to positively respond to and deal with those changes
Age structure
Ethnic mix
Income distribution
POLITICAL/LEGAL
PHYSICAL
TECHNOLOGICAL
GLOBAL
Arena in which organizations and interest groups compete for attention, resources, and a voice in overseeing the body of laws and regulations guiding the interactions among nations as well as between firms and various local governmental agencies
Concerned with a society's attitudes and cultural values
Includes the institutions and activities involved with creating new knowledge and translating that knowledge into new products, processes, and materials
Includes relevant new global markets, existing markets that are changing, important international political events, and critical cultural and institutional characteristics of global markets
External environmental analysis
6
The objective of this analysis is identification of
Opportunities and
Threats
Opportunity – a condition in the external environment that helps a company achieve strategic competitiveness, if exploited
Threat – a condition in the external environment that may diminish company’s efforts towards achieving strategic competitiveness
The four-step process includes
Scanning
Monitoring
Forecasting
Assessing
1. Scanning
Studying all the segments of the general environment
Early signals of changes an ...
STR 581 & STR 581 Capstone Final Examination Part Three - Questions and Answe...UOP E Help
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Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...IJRTEMJOURNAL
Recent era, the world have been witnessed the Information Technology development in various
industrial sectors. This has led to change in organization performance, where many researchers are motivated to
investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study
aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company.
Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved
result signify a significant influence of Marketing mix strategies on organization performance in Safeway
Company. In the light of the before mentioned findings, the study recommend to such glossary industry some
supportive operations to encourage creativity in various functional departments.
Similar to Managing Markerting Processes - Seminar 3 (20)
Leading in a Digital World_MCS_Overview.pptxRobin Teigland
Presentation made for Ocean Data Factory Sweden webinar series on our next innovation cycle - "Filling Coastal Data Gaps - Let's Do it Ourselves!". Collaboration with Chalmers, SMHI, Mooringo, Ocean Tech Hub Lda on a marine citizen science low-code, low-cost sensor live case for 2nd year Industrial Economics MSc students Chalmers University of Technology Spring 2023.
Network Leadership for a Sustainable FutureRobin Teigland
Updated presentation of my research into networked leadership for a sustainable future - including our work with Peniche Ocean Watch (www.penicheoceanwatch.com)
Live Teaching Case: The Gothenburg Smart City ChallengeRobin Teigland
Describes a live case used in the third year of the Industrial Economics program at Chalmers University of Technology in Gothenburg, Sweden. The focus is on Smart Cities, open data, and digital innovation.
My slides (in English) from our presentation at Styrelseakademien on Oct 21, 2019 in Stockholm at PWC offices. As part or our project, 4boards.ai, https://4boardsai.wordpress.com/.
Keynote Chalmers Transportation in Age of DigitalizationRobin Teigland
keynote speech at Chalmers Conference in Sept 2019, https://www.chalmers.se/en/areas-of-advance/Transport/calendar/initiative-seminar-2019/Pages/default.aspx
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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1. Managing Marketing Processes
----
Marketing Research Processes: Analyzing
the Market and the Competition
Seminar 3
Robin Teigland
Master of General Management
Stockholm School of Economics
October 14, 2014
2. Assignment 4 – STP (corrected)
1. Introduction: Electrolux Brand. Describe the Electrolux
brand mantra + main target audience + key benefits
2. Market segments: socio-demographic. Describe a
socio-demographic segmentation – What is it and how
can you use it? What are the key learnings from
segmenting using socio-demographic data? Describe
the limitations of using a socio-demographic approach
only.
3. Market segments: needs-based. Describe a needs-based
segmentation – what is it and how can you use
it? What benefits does a needs-based segmentation
provide?
2
3. Seminar 3 Overview
Analyzing the Market
Guest Speaker, Wei Wei, Springfellow
Marketing Plan assignment
3
4. Marketing planning process
1. Summary of Current Situation - Provides a description of the business;
product/service analysis. The situational analysis encompasses internal and
external factors, e.g., the company’s mission, strategy, offerings, and financial
status; the economic and political climate; demand trends, and competitors.
Discuss PESTEL, five forces, SWOT. Wood, 2008
4
6. 6
Porter’s five forces of competition
ENTRANTS
Threat of new entrants
INDUSTRY
COMPETITORS
SUPPLIERS BUYERS
Rivalry among
existing firms
Threat of substitutes
SUBSTITUTES
Bargaining
power of
suppliers
Bargaining
power of
buyers
http://www.youtube.com/watch?
v=mYF2_FBCvXw&feature=channel
Porter, 2008
7. How to draw the industry boundaries?
• What industry is BMW in?
–World auto industry
– European auto industry
–World luxury car industry?
• Key criterion is SUBSTITUTABILITY
–On the demand side: Are buyers willing to substitute between
types of cars and across countries?
–On the supply side: Are manufacturers able to switch
production between types of cars and across countries?
• The industry may need to be analyzed at different levels of
aggregation for different types of decisions
Grant 2008 7
8. Industry Level Analysis: Porter’s Five Forces
Threat
of
Potential
Entrants
Rivalry Between Competitors
• Identify Competitors and intensity
of Rivalry amongst competitors.
• Briefly explain. •Identify Buyers and
Bargaining
Power of Buyers
Bargaining Power
of Suppliers
Threat of
Substitutes
Bargaining Power of each.
•Briefly explain.
What business segment or industry is being considered:
___________________________________________
•Identify Suppliers and
Bargaining Power of each.
•Briefly explain.
•Identify Substitutes and
the threat level of each.
•Briefly explain
•Identify Potential Entrants and
the threat level of each.
•Briefly explain.
Is this an attractive industry?
Briefly explain, why or why not?
Process steps:
1. Identify industry or segment boundaries.
2. Identify players in each Force using case facts.
3. Assess level of threat, power, intensity of each Force
using case facts and course concepts.
4. Make final assessment of whether it is an attractive
industry in which to compete using results of 5
Forces analysis to support your view.
9
9. 18
How does the environment (PESTEL)
affect the five forces (now and in future)?
Johnson & Scholes 1997
Politics and
government
Environment Technology
Legal
structure
Social and
Demographic
structure
International/
national
economy
Industry
environment
http://www.youtube.com/watch?v=jp_oyHY5bug
10. 19
1. What factors are affecting the industry?
2. Which of these are the most important at the present time?
3. Which of these are the most important in the next few years?
Political
Global, regional, and national political
development (administration, political
parties)
Taxation policy
Foreign trade regulations
Labour market politics
Government stability
Socio-cultural
Population demographics
Income distribution
Social mobility
Lifestyle changes
Attitudes to work and leisure
Attitudes to consumerism
Levels of education
Changes in values/attitudes
Education conditions
Work environment conditions
Health conditions
Environmental
Ecology
Pollution conditions
”Green” energy
Energy conservation
Waste handling
Economic
Business cycles
GNP trends
Interest rates & Exchange rates
Money supply
Inflation
Unemployment
Wage level
Private consumption and disposable
income
Public finances
Energy availability and cost
Technological
Government spending on research
Government and industry focus of
technological effort
New discoveries/development
Speed of technology transfer
Rates of obsolescence
New patents and products
Legal
Development in price and competitive
legislation
Labour market legislation
Product safety and approvals
11. Marketing planning process
2. Focused Assessment of the Market Opportunity - Explains the
segmentation, targeting, and positioning decisions. Discusses which segments
are to be targeted, with an overview of customer and prospect needs, wants,
behaviors, attitudes, loyalty, and purchasing patterns as well as the competitive
challenges faced by the company and its offerings. Wood, 2008
20
12. Group Assignment – Part A
How powerful are suppliers to this industry? What are the
implications for the company’s business relationships?
How powerful are buyers in this industry? What are the
implications for the company’s pricing strategy?
Can customers substitute other goods or services for the
company’s offering? What are the implications in terms of
customer loyalty for this company?
How fierce is the competition among competitors in the
industry?
Can the company or competitors easily exit the industry?
Can more rivals easily enter the industry? What are the
implications for the company if environmental conditions
threaten profitability?
Overall how attractive is this industry? 21
13. Group Assignment – Part B
How can this market be described broadly in terms of
product, geography, and demographics?
If you are researching a consumer market,
approximately how many people, families, or households are in the market?
What, specifically, are the main influences on buying behavior in this
consumer market?
If you are researching a business market,
approximately how many and what type of organizations are in the market for
the product?
What characteristics such as turnover, number of employees, and other
descriptions relevant to the product apply to customers in this business
market?
What changes are currently affecting (or will soon affect) this
consumer or business market?
What relationships and organizational considerations have
the most influence on buying in this market? 22
15. Rising interest in ethnography
“Ethnography or observational research has
drawn significant attention recently, not only in
the market research and marketing fields but in
the mass media as well …all starts by doing
something simple – keenly watching
consumers, fact to face, knee to knee and
listening, with ears, eyes, heart, brain and your
intuitive sixth sense.”
Procter & Gamble
ex-CEO A.G.
Lafley
Tesco: http://www.youtube.com/watch?v=fGaVFRzTTP4
16. Seminar 3 Overview
Analyzing the Market
Guest Speaker, Wei Wei, Springfellow
Marketing Plan assignment
25
17. 7755––8800%% of new products being launched fail.
TThhee iiddeeaa iiss ggoooodd,, bbuutt tthhee mmaarrkkeett sshhaarree iiss oovveerrrraatteedd..
The product itself is not developed enough.
The new product is badly positioned on the market, not
well-known enough, is priced too high or has the
”wrong” packaging.
The management wants to see their favorite ideas
become products against all market research.
Developing costs are higher than anticipated.
Competitors put up more of a fight than anticipated.
GfK 2012
19. A marketing plan ≠ A business plan
28
Business Plan
Wide overview of
business, eg mission,
goals, strategy, staff,
operations, location,
marketing, financial
Often used as
financial tool to see if
business viable
But they are
interdependent!
Marketing Plan
Details actions to fulfill
mission and goals.
Identifies business price
points, target markets,
and competition and
explains how business
generates customers
http://smallbusiness.chron.com/difference-between-marketing-business-plan-1682.html
24. Marketing Plan Group Assignment
Assume role of a “marketing manager” and
select a company within a specified industry
Develop a marketing plan for a product or
service not currently offered by your company to
be launched on the Swedish market
Completely new-to-the-world or can be new just to
your company
Write a comprehensive marketing plan profiling
the competitive strategy to bring that product or
service to the Swedish market.
33
25. Marketing Plan Teams
34
GROUPS PREFERENCES
1. CG Awesome
B2C SME Service - Crown Innovative Parking
2. Brazilian BBQ
B2C SME Service -
4. Fika 4 Six
B2C SME Product – Frank’s Red Hot Sauce
5. 6 Llamas B2C MNC Product - Uniqlo
6. WIC
B2C MNC Service - Uber
26. Milestones
October 20 – See “Group Assignment for Seminar 5” for information.
October 20 – Submit Feedback on another team’s Initial Presentation. The
Feedback should add value to the other Team’s presentation content and the
communication of the Team’s message. Your Feedback is also to include a summary of
the main points made by the other students during the presentation on October 20.
Your Feedback is to be in MS Word Doc (max 2 pages) format and have points on
both strengths and weaknesses regarding content and communication style. Feedback
teams will be assigned in class.
November 3 – Present a 10 min max Final PPT Presentation on your
marketing plan.
November 4 – Submit Feedback on another team’s Final Presentation. The
Feedback should add value to the other Team’s presentation content and the
communication of the Team’s message to help them finalize their Final Report. Your
Feedback is also to include a summary of the main points made by the other students
during the presentation on November 3. Your Feedback is to be in MS Word Doc (max
3 pages) format and have points on both strengths and weaknesses regarding content
and communication style. Feedback teams will be assigned later in the course.
November 9 - Submit the Marketing Plan of maximum 15 pages (MS Word Doc not
including title page, executive summary, table of contents, references or appendices).
35
27. Final Report
15 pages
Not including title page, executive summary, table of contents, references
or other appendices
Single-spaced, 12 Times Roman, numbered pages, 2.54 margins
All sources documented in proper manner
See www.plagiarism.org for more information on how to cite and document
sources.
The marketing plan is evaluated according to three criteria
Professional Written and Oral Communications
Critical Thinking Involving Analysis and Understanding of Theoretical
Concepts and Frameworks that Build Your Argument
Creative and Original Content yet Feasible Plan
Each group member contributes to the assignment in fair
proportion
36
28. Independent Research – Get Started Now
Start researching
Use library’s databases and library staff
Determine what data you need to collect and how
Qualtrics, databases, interviews, etc.
Contact any relevant people
Follow related topics on twitter: marketing, industry
product, etc.
Blog, tweet, post, etc. about what you find
#SSEMGM2014
Share with one another!
37
29. Take a look at what is out there
Online marketing plan templates / software
slideshare, youtube, blogs
Passport GMID database (Amazing!)
E.g., SWOT
38
Tieto Enator
Vision: - The world's leading provider of high-value-added IT services in selected vertical marketsStrategy: - Global leverage of vertical expertise - Solutions - Partnerships Mission: - Building the Information Society Values:- Customer benefit & Personal growth
Banking & Insurance IT services for banking, finance and insurance
Telecom & Media IT services for telecom and media industry
Healthcare & WelfareIT services for healthcare and welfare
Government, Manufacturing & RetailIT services for central and local government, manufacturing, retail and logistics
Forest & Energy IT services for forest and energy industries
Processing & Network End-to-end processing and network services
“The Marketing Planning Process” adopted from The Marketing Plan Handbook (Wood, 2008) by C. Melian (2009).
Three horizontal forces and two vertical forces
Picture from Grant 2008
All competing to get a share of the profits
Depends on purposes and context of analysis
Which are the groups of firms that compete to supply a particular service or product?
Market – defined by substitutability –
Longer term the decisions, the more broadly the market should be considered since substitutability is higher in long term than in short term
Precise boundaries are not greatly important
Process steps:
Identify industry or segment boundaries.
Identify players in each Force using case facts.
Assess level of threat, power, intensity of each Force using case facts and course concepts.
Make final assessment of whether it is an attractive industry in which to compete using results of 5 Forces analysis to support your view.
Threat of entry rather than actual entry may be sufficient to ensure that established firms constrain prices
People express – american airlines
Effectiveness of barriers to entry influence rate of profit - > industries protected by high entry barriers tend to earn above average rates of profit. Capital requirements and advertising appear to be particularly effective impediments to entry.
Effectiveness depends on resources and capabilities that potential entrants possess
But some entrants possess resources that allow them to surmount entry barriers – virgin with its brand name, google,
Concentration in the market – more concentrated –>less competition
Diversity of competitors – more alike companies are in structures, strategies, and top mgt mindsets ->less competition
Industries where strategic groups may be less competition pharmaceuticals, perfumes, restaurants, management consulting services
High fixed costs to variable costs ratio – then more competition, airlines,
Longer duration than product life cycle
Demand growth –
Introduction – sales small, early adapters, customers few
Growth stage – accelerating market penetration – product technology becomes more standardized, and prices fall, mass market
Maturity – slowing growth - new demand gives way to replacement demand, market saturation
Decline – new industries challenge industry with technologically superior products
Intro stage – not so much rivalry but profits not so high since heavy investments
Growth phase that there is higher profitability
Maturity – price competition but other forces degree of rivalry
Creation and diffusion of knowledge – competition between alternative technologies and design
Outcome of competition is dominant design
KSFs differ dependingon phase in ILC
Few buyers
* Large buyers
* Many companies sell the same product/service
* Buyers are capable of backward vertical integration
* It is possible to substitute the product/service
* Buyer´s knowledge about the industry is great
Can prices for bottlers vs auditing costs for company
Buyer’s information – ability to compare prices across sellers or qualities of product
Few suppliers
* Large suppliers
* No substitutes for the supplier´s products/services
* The supplier is capable of forward vertical integration
* The supplier´s products are differentiated, which make it expensive for the company to change supplier
More concentrated
No substitutes
Not important customer
Important input
Differentiated product and/or high switching costs
Threat of forward integration
Pharmaceuticals - 17 year patents!
Potatoes- substitutes rice, noodles..
Tobacco – addiction
How sensitive are they to price increases – gasoline…
Price elasticity! Higher prices make them change! Or technology, social changes, new needs!
The following factors can make the threats of substitutes larger:
* Existing products/services become obsolete
* Non differentiated products/services
What can a company do to avoid substitution?
Travel agencies, newspapers – internet has provided substitutes for these
More complex the product, the more difficult to discern performance differences – think strategic management consulting
The Industry Environment lies at the core of the Macro Environment.
The Macro Environment impacts the firm through its effect on Industry Environment.
1. What environmental factors are affecting the organization?2. Which of these are the most important at the present time?3. Which of these are the most important in the next few years?
PESTEL-analysis is a tool – not a key.
PESTEL stands for Political, Economic, Social, Technical, Environment
and Legislative.
It is a strategic planning technique that provides a useful framework for
analysing the environmental pressures on a team or an organisation
A PESTEL Analysis can be particularly useful for groups who have become too
inward-looking. They may be in danger of forgetting the power and effect of
external pressures for change because they are focused on internal pressures.
Help people make their assumptions explicit
Important to look forward and at future impact of envtal factors which may be different from past impact. Usually will be combined effect of some of these separate factors that will be important rather than any single factor
Plays role in focusing organizations on choices open to them and the constraints and risks involved in these choices.
Political – threat of terrorism,
Economic – unemployment levels
Social – demographic changes
Tech – development of new/subst products
Environmental – antipollution
Legal - antitrust
PESTEL-analysis is a tool – not a key.
“The Marketing Planning Process” adopted from The Marketing Plan Handbook (Wood, 2008) by C. Melian (2009).
Wide overview of business, which includes information on staff, operations, location, marketing and financial aspects, as well as clearly outlined mission and goals.
Often used as financial tool, business plan provides lenders with necessary details to determine if business is viable, financially sound and able to repay.
Although business plans are most commonly known for assisting new businesses, they should be used throughout the life of the business. Not only does it help to develop competitive strategies, the business plan can determine if the business actual activity matches the forecasted plans.
“The Marketing Planning Process” adopted from The Marketing Plan Handbook (Wood, 2008) by C. Melian (2009).
Pick an individual product or service (existing, or one that you have invented), and write a comprehensive marketing plan profiling the competitive strategy that is needed in order to bring that product or service to the market.
Team 1 CG awesome: Daniil, Filip, Mauricio, Peter S., Rose, Tingting 1. Business to consumer, SME, product (crown), 2. Business to consumer, SME, service
Team 2: Atahan, Christina, Fabian, Mika, Philip, Raghu Business-to-Consumer - SME – Service, Business-to-Consumer - Multinational - Service
Team 4 Fika 4 Five: Daniel, Dimitiria, Hampus, Jan, Paulina, Sebastian: Business-to-Consumer, SME, Product or secondly Business-to-Consumer, Multinational, Product as our category.
Team 5: Aleksandar, Christian, Corliss, Fanny, Peter H., Carolynn
Team 6: Alexander, Anni, Coşku, Nick, Rachel, Carl: Uber