Firm M initially targeted high income earners and savers with two brands, MOST and MOVE. Over 10 periods, the company engaged in R&D to develop new brands targeting different segments, eventually focusing on professionals and followers with the MORE and MEGA brands. While revenue increased from $33,313 to $51,035 over this time, earnings fluctuated due to issues with brand performance, pricing, and competition in the market. Lessons learned included the importance of segmentation, targeting, positioning, and accounting for costs in pricing strategies.
Comprehensive Learning Note comprising of:
Performance Analysis
Past Decisions and Implications
Comparison of Key Metrics
Trends and Scenarios
Indicators (Lead and Lag)
Learning Experience
Comprehensive Learning Note comprising of:
Performance Analysis
Past Decisions and Implications
Comparison of Key Metrics
Trends and Scenarios
Indicators (Lead and Lag)
Learning Experience
Markstrat Simulation Game - using Segmentation, Targeting, and PositioningSharanya Ray
Marketing Strategy Game - Markstrat Simulated Envrionment.
A presentation based on assessments periodically.
Prepared during coursework of Marketing Strategy(MKTG504) at Lancaster University Management School.
Markstrat simulation report. A team of 5 students from different countries managed the marketing department of
a virtual firm (Markstrat Simulation). The team had to make decisions regarding marketing
mix, R&D, brand portfolio, commercial team and market research studies. Team
performed well: at the end of the simulation, firm ranked 13 out of 46 virtual firms with
reference to Stock Price Index (SPI). University project. In English
This ten-year company report and 3-year marketing plan for Lobel Company has been created by its three managers to deliver to the company’s CEO a summary of the outstanding performance of Lobel, as well as a proposed marketing plan with future directions. Lobel was launched ten periods ago and has experienced great demand for its offerings. Research proved that the target market of Nutrites and Clinites consumers would like to buy our cosmetics and supplements contrary to other companies’ products. The marketing environment has been very receptive to the Lobel’s high-quality products. Over the next three years, Lobel can increase its distribution, offer improved products, and win new customers.
Markstrat Simulation Game - using Segmentation, Targeting, and PositioningSharanya Ray
Marketing Strategy Game - Markstrat Simulated Envrionment.
A presentation based on assessments periodically.
Prepared during coursework of Marketing Strategy(MKTG504) at Lancaster University Management School.
Markstrat simulation report. A team of 5 students from different countries managed the marketing department of
a virtual firm (Markstrat Simulation). The team had to make decisions regarding marketing
mix, R&D, brand portfolio, commercial team and market research studies. Team
performed well: at the end of the simulation, firm ranked 13 out of 46 virtual firms with
reference to Stock Price Index (SPI). University project. In English
This ten-year company report and 3-year marketing plan for Lobel Company has been created by its three managers to deliver to the company’s CEO a summary of the outstanding performance of Lobel, as well as a proposed marketing plan with future directions. Lobel was launched ten periods ago and has experienced great demand for its offerings. Research proved that the target market of Nutrites and Clinites consumers would like to buy our cosmetics and supplements contrary to other companies’ products. The marketing environment has been very receptive to the Lobel’s high-quality products. Over the next three years, Lobel can increase its distribution, offer improved products, and win new customers.
Segmenting the Market to Find Areas of OpportunityCompTIA
In a webinar presented by Marty Gilbert, president, Growth Initiatives LLC, and Bob Sherlock, president, Marketwerks, hear about one of the most effective paths to accelerating a company’s revenue growth. Target your sales and marketing efforts to very specific audiences. Insightfully segmenting of the potential market can provide the launching pad for a successful sales plan.
Rodney Lawrence Chapter 16 Marketing Strategy involves a sel.docxdaniely50
Rodney Lawrence
Chapter 16: Marketing Strategy involves a self-analysis and a reflection of the strengths and weaknesses of the company as established by the dashboard indicators. This involves reflecting on possible changes to target segments, price, place, and promotion, with the ultimate goal of increasing profitability in the company (Iacobucci, 2018). One of those most important and relevant sections of this chapter was the methods of growing sales volume and increasing sales. During this pandemic many companies have taken substantial losses due to companies shutting down, and not being able to keep up with th supply and demand of various products. Supply chains have also been affected with many products taking longer to meet their distributors. Meat for instance, has seen a significant increase in price due to the demand and shortage. Other possible foods such as pork, chicken, and fish, have seen some prices lowered to attract new buyers and have effected consumer choices and strategies of marketing tactics. Limitations in marketing channels have made pricing products vital in cutting profit losses and increasing product sales.
Chapter 17: Marketing Plans recapped the 5Cs, STP, and 4 Ps. This ultimately leads to the goal of a marketing plan to achieve company goals. Marketing plans are continuously changing due to various factors, such as the economy, and is made from numerous details and decisions (Iacobucci, 2018). The most important section of this chapter was the managerial checklist and how all of this combined helps to create the overall marketing plan. Using the 5Cs, STP, and 4Ps to coordinate a tactical approach in writing and producing the overall marketing plan (Iacobucci, 2018). After researching and writing on my group project I could see all of this classes information becoming more practical and realizing how everything combines to create a marketing plan for a company or product. Once everything is ultimately combined and presented the marketing plan shows its importance in helping companies promote and sell their product while hopefully creating an increase in popularity and overall profit margins for the long term, which can be altered and fitted to react to changes or misses involved in the distribution and sales of the product and company.
1) Amazon
Cost leadership-Amazon produces more purchasing options, and the cost and delivery options of the company are unparalleled. While most companies have taken extreme losses during this pandemic, Amazon actually increased profits exceeding 3 billion dollars.
Differentiation-Amazon uses bundles, excellence in pricing, speed of delivery, and easy accessibility to set themselves apart from all forms of distribution methods.
Focused-Amazon also separates because they have branched into multiple streams of revenue and industries. Besides the service industry specifically, they have branched into musical and television markets that connect to the basis of product sales.
Marketing strategy
Marketplace live
Marketplace live performance review
Marketplace live assessment of strategy & its execution
Marketplace live lesson learnt
The presentation covers elements of a GTM plan, what makes it disruptive and how does one measure it. The presentation was used at the NASSCOM Product Conclave in Cochin held on 14 Dec 2016 by Sunder Madakshira.
Managing Advertising Agencies Throughout a Product's Lifecycle WhitepaperDana Small
This whitepaper gives in-depth detail on how you can actively manage creative advertising agencies through a product's lifecycle. It gives insights and pro tips based on the presentation given at ProcureCon Marketing 2019.
5 big bets to drive growth in 2024 without one additional marketing dollar AND how to adapt to the biggest shifting eCommerce trend- AI.
1) Romance Your Customers - Retention
2) ‘Alternative’ Lead Gen - Advocacy
3) The Beautiful Basics - Conversion Rate Optimization
4) Land that Bottom Line - Profitability
5) Roll the Dice - New Business Models
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
The session includes a brief history of the evolution of search before diving into the roles technology, content, and links play in developing a powerful SEO strategy in a world of Generative AI and social search. Discover how to optimize for TikTok searches, Google's Gemini, and Search Generative Experience while developing a powerful arsenal of tools and templates to help maximize the effectiveness of your SEO initiatives.
Key Takeaways:
Understand how search engines work
Be able to find out where your users search
Know what is required for each discipline of SEO
Feel confident creating an SEO Plan
Confidently measure SEO performance
10 Video Ideas Any Business Can Make RIGHT NOW!
You'll never draw a blank again on what kind of video to make for your business. Go beyond the basic categories and truly reimagine a brand new advanced way to brainstorm video content creation. During this masterclass you'll be challenged to think creatively and outside of the box and view your videos through lenses you may have never thought of previously. It's guaranteed that you'll leave with more than 10 video ideas, but I like to under-promise and over-deliver. Don't miss this session.
Key Takeaways:
How to use the Video Matrix
How to use additional "Lenses"
Where to source original video ideas
Digital Commerce Lecture for Advanced Digital & Social Media Strategy at UCLA...Valters Lauzums
E-commerce in 2024 is characterized by a dynamic blend of opportunities and significant challenges. Supply chain disruptions and inventory shortages are critical issues, leading to increased shipping delays and rising costs, which impact timely delivery and squeeze profit margins. Efficient logistics management is essential, yet it is often hampered by these external factors. Payment processing, while needing to ensure security and user convenience, grapples with preventing fraud and integrating diverse payment methods, adding another layer of complexity. Furthermore, fulfillment operations require a streamlined approach to handle volume spikes and maintain accuracy in order picking, packing, and shipping, all while meeting customers' heightened expectations for faster delivery times.
Amid these operational challenges, customer data has emerged as an important strategy. By focusing on personalization and enhancing customer experience from historical behavior, businesses can deliver improved website and brand experienced, better product recommendations, optimal promotions, and content to meet individual preferences. Better data analytics can also help in effectively creating marketing campaigns, improving customer retention, and driving product development and inventory management.
Innovative formats such as social commerce and live shopping are beginning to impact the digital commerce landscape, offering new ways to engage with customers and drive sales, and may provide opportunity for brands that have been priced out or seen a downturn with post-pandemic shopping behavior. Social commerce integrates shopping experiences directly into social media platforms, tapping into the massive user bases of these networks to increase reach and engagement. Live shopping, on the other hand, combines entertainment and real-time interaction, providing a dynamic platform for showcasing products and encouraging immediate purchases. These innovations not only enhance customer engagement but also provide valuable data for businesses to refine their strategies and deliver superior shopping experiences.
The e-commerce sector is evolving rapidly, and businesses that effectively manage operational challenges and implement innovative strategies are best positioned for long-term success.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
AI-Powered Personalization: Principles, Use Cases, and Its Impact on CROVWO
In today’s era of AI, personalization is more than just a trend—it’s a fundamental strategy that unlocks numerous opportunities.
When done effectively, personalization builds trust, loyalty, and satisfaction among your users—key factors for business success. However, relying solely on AI capabilities isn’t enough. You need to anchor your approach in solid principles, understand your users’ context, and master the art of persuasion.
Join us as Sarjak Patel and Naitry Saggu from 3rd Eye Consulting unveil a transformative framework. This approach seamlessly integrates your unique context, consumer insights, and conversion goals, paving the way for unparalleled success in personalization.
Core Web Vitals SEO Workshop - improve your performance [pdf]Peter Mead
Core Web Vitals to improve your website performance for better SEO results with CWV.
CWV Topics include:
- Understanding the latest Core Web Vitals including the significance of LCP, INP and CLS + their impact on SEO
- Optimisation techniques from our experts on how to improve your CWV on platforms like WordPress and WP Engine
- The impact of user experience and SEO
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
Financial curveballs sent many American families reeling in 2023. Household budgets were squeezed by rising interest rates, surging prices on everyday goods, and a stagnating housing market. Consumers were feeling strapped. That sentiment, however, appears to be waning. The question is, to what extent?
To take the pulse of consumers’ feelings about their financial well-being ahead of a highly anticipated election, ThinkNow conducted a nationally representative quantitative survey. The survey highlights consumers’ hopes and anxieties as we move into 2024. Let's unpack the key findings to gain insights about where we stand.
SMM Cheap - No. 1 SMM panel in the worldsmmpanel567
Boost your social media marketing with our SMM Panel services offering SMM Cheap services! Get cost-effective services for your business and increase followers, likes, and engagement across all social media platforms. Get affordable services perfect for businesses and influencers looking to increase their social proof. See how cheap SMM strategies can help improve your social media presence and be a pro at the social media game.
1. FIRM
By: Katherine Showalter, Evelyne Ringia, Chad Frutig, Stephanie Nord, and Dana Wu
Markstrax presentation: December 9, 2013
2. Why Firm M?
– Two products that
could be targeted to
high income earners
and savers
– High income earners
had potentially higher
profit margins but the
savers represented a
larger portion of the
market
3. Executive summary- Strategy over all
Initially we started by targeting multiple segments using two brands
followed by R&D projects and a discontinuation of one of our brands
in order to better position ourselves.
In period five we decided to target multiple segments but this time
using one brand for each segment; however, the sales did not
generate enough revenue in a then highly competitive market.
Some of the new brands were discontinued after only 2 periods and
some after 3 periods. Finally, we decided to focus on only two
segments using two brands that were doing better than the rest and
the last period ended with those brands.
Another strategic turn was the increase in prices in all of the new
brands and the slight reduction of the price on the old one done in
period 7. The results of this strategy are explained later in this
presentation.
4. Executive summary- outcomes
The ROI result of 44% is a better measure of
marketing performance because it only takes
into account figures which are related to
marketing, unlike the 12% which accounts for
the acquisition expenses as well.
Own calculation: gain/cost
of investment: 12%
Calculated by Markstrat:
44%
ROI results
5. Other measures of success:
• Contribution before marketing
• Steady increase in EPS (chart shown in outcomes)
• Stable stock price in second half
Executive summary- outcomes (continued)
6. Executive summary- Ending portfolio: Period 10
Evaluation of firm’s ending position
• By period 10 Firm M had improvements
• Revenue of $51,035 compared to $33,313 of period 0
• Slight improvement of contribution before marketing, $13,679
compared to $13,508
Recommendation for future management
• We recommend having fewer brands in the market
• We recommend defining the target market early on and
creating brands that focus on their specific markets
7. Starting portfolio… (period 0)
• Information about M
– MOST had a lower base cost with a higher potential to make profits
– Earnings before taxes: $13.3 M
8. • Firms with higher
revenue could out-
perform M
• Our potential target
markets: High income
earners had potentially
higher profit margins but
the savers’ large numbers
offered a large potential
for higher sales
• The brand MOVE did not
have sufficient design
capabilitiess to support
its positioning with our
target markets
• Firm M had the second
highest net
contribution
• Brand MOST had the
highest market share,
18%
Strengths Weaknesses
Threats
Opportunities
SWOT for the starting portfolio
10. Period 0 Competitive Analysis
Competitor relative market shares
Competitor selling prices
Competitors analysis, their relative market shares and pricing, distribution,. None of
competitors had started R&D in period 0
12. Initial Strategies
Product
We decided on a production of 175,000 units for MOST because the 152,000 units
produced in period 0 were sold out. The Brand awareness for MOST was 54.6% and
had the highest purchase intentions so a 16% increase in production was reasonable.
For MOVE we decided to produce only 50,000 units because we had more inventory
from the prior period, and its brand awareness and intention to purchase were not as
strong as MOST’s.
Price
There were no price changes made
during the initial period because the
semantic scales showed our price
positioned us well with our targets. 0
1
2
3
4
5
6
7
Explorers Highs
Earners
Professionals Savers Shoppers
Price and positioning
Ideal Price MOST MOVE
Target: MOVE for high earners and professionals; MOST for savers and shoppers
13. Promotion
Target market allocation: MOST ($3.0 M), MOVE ($1.9 M)
Explorers High earners Professionals Shoppers Savers
MOST 10% 5% 10% 30% 45%
MOVE 30% 30% 30% 10% 0%
Place
We allocated more people in mass merchandizing than specialty
stores and the fewest in online stores. This decision was guided by
the consumer survey study which showed that generally more
population shopped in mass merchandizing.
14. Outcomes of the Initial Strategy
Metrics
Period 0 Period 1
Net results
Revenues 33,313 36,997
3,684
Cost of goods sold (13,945) (14,256)
(311)
Inventory costs (636) (605)
(31)
Contribution before marketing 18,732 22,136
3,404
Advertising expenditures (4,000) (5,241)
(1,241)
Commercial team costs (1,224) (1,425)
(201)
Contribution after marketing 13,508 15,470
1,962
Market research studies (245) (458)
(213)
Earnings before taxes 13,263 15,012
1,749
15.
16. Product Strategy
Matrix R&D strategy over the 10 period
We positioned our original brands (MOST & MOVE) for high income
earners and savers
R&D trend for 10 periods
Brand Target Period
MOST Savers Original
MOVE High income earners
MORE Professionals P 3
MEGA Followers
MERMAID Adopters P 6
MELON Innovators
MESSY Followers
MOXIE Explorers
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
Period
2
Period
3
Period
4
Period
5
Period
6
Period
7
Period
8
Period
9
Period
10
17. Some of our brands were discontinued after being in the market for a
number of periods because their performance did not meet our
targets
We decided to focus on only two targets markets, professionals and
followers, with two brands (MORE & MEGA) towards the final periods
Product Strategy continued
Period
3
.
Move
Moxie
.
Period
8
Period
8
Messy
Mermaid
Period
9
Period
9
.
Melon
This had a positive impact to our overall performance in the
respective periods
Production amount was always decided considering the
inventory value and future selling prospects from consumer
survey data
Discontinued Brands
Brand Management:
18. Price Strategy
• Most price changes done were a reflection of how much inventory was
left, competition, and future selling prospects from consumer survey
studies in aspects like brand awareness, purchase intentions, market
shares. For new brands we relied on market studies.
• A strategy turn occurred in Period 7 in which prices of all new brands were
raised to in order to achieve improved profit margins.
0
100
200
300
400
500
600
700
P1 P2 P3 P4 P5 P6 P7 P8 P9 P10
Most More Mega Melon Mermaid Move Moxie Messy
Price trend: All Matrix brands
19. Promotion strategy
Commercial teams and advertising were our major tools used for targeting and
positioning. Research studies showed each brand’s status with regard to brand
awareness, where our customers liked to shop, customer intentions to buy, and
experiments which showed the impacts of advertising and commercial team
allocation. Perceptual Maps were used to give direction on positioning.
Advertising and commercial team expenses trend
0
1,000
2,000
3,000
4,000
5,000
6,000
Period 2 Period 3 Period 4 Period 5 Period 6 Period 7 Period 8 Period 9 Period 10
Advertising expenditures Commercial team costs
A drop in advertising expenses
in period 5 was caused by more
money being allocated to R&D
projects for 4 of our products
20. Place strategy
• Places of sales in the Alpha market included
specialty, mass, and online stores
• Consumer surveys showed where every
segment of customer preferred to shop
• Experiments showed us the impact of
commercial team allocation to our brands
Bubble blots showing over all team distribution
21. Contribution after marketing
The price changes from period 7 showed tremendous
improvements to both contribution before marketing and
earnings before taxes.
-10000
-5000
0
5000
10000
15000
20000
25000
P2 P3 P4 P5 P6 P7 P8 P9 P10
Contibution before marketing Earnings before tax
Outcomes
22. • Stock Price Index
1 2 3 4 5 6 7 8 9 10
1019 998 670 708 579 456 471 464 463 453
0
200
400
600
800
1000
1200
Period 1 Period 2 Period 3 Period 4 Period 5 Period 6 Period 7 Period 8 Period 9 Period 10
Stock price Index
Outcomes (Continued)
23. Outcomes (Continued)
Segment Shares- Sonites /Explorers
0
10,000
20,000
30,000
40,000
50,000
60,000
Period 0 Period 1 Period 2 Period 3 Period 4 Period 5 Period 6 Period 7 Period 8 Period 9 Period 10
Revenues
Our segment share for explorers
improved towards the second half
which we suspect might be a result
of our Moxie brand which was
targeted the explorers from period 6
24. Period 0 Period 10 Difference
Initial and
Final
Cumulative
10 periods
Revenues 33,313 51,035 17,722 404,431
Cost of goods sold -13,945 -28,045 -14,100 -224,719
Inventory costs -636 -1,390 -754 -14,431
Contribution before marketing 18,732 21,599 2,867 165,281
Advertising expenditures -4,000 -2,892 1,108 -37,673
Commercial team costs -1,224 -5,028 -3,804 -36,781
Contribution after marketing 13,508 13,679 171 90,826
Market research studies -245 -1,081 -836 -8,652
Research and development 0 0 0 -24,150
Exceptional cost or profit 0 0 0 -7,681
Earnings before taxes 13,263 12,598 -665 50,344
Comparison of the Initial and final portfolios
25. STRENGTHS
• The introduction of MORE was a great
success in all of our history because it was
well positioned with professionals for a
number of periods
Positioning of
brand MORE
• We made a fast turn around when it was
clear that advertising our products further
was not profitable and therefore allocated
more of the budget towards the
commercial teams.
Advertising
expenses
• From period 6 to period 10 Firm M made
constant improvements that can be
demonstrated by the earnings before tax
and contribution before marketing in slide
10.
Improvements
in second half
26. CHALLENGES
• Some of our brands did not
withstand the competition from
other firms and eventually we had
to withdraw them from the market.
Competition
• We did R&D for 4 brands at a time
and as a result there were scarce
resources to support their existence
in the market.
Brand
introduction
• The brand MOVE had a poor design
and high base cost which affected
its survival in the market.
Poor design
of MOVE
27. Opportunities & Threats
In period 5 our three products were MORE,
MOST, and MEGA. We saw the opportunity to
increase our sales through having one product for
each target market. So in period 6 we introduced
4 new products, making it 7 total products
The increased
competition in the
market proved to
be our threat.
28. What we learned
Competition analysis: study what
other brands are doing and try to
position more efficiently than them
by adjusting the marketing mix and
commercial team
Having many products doesn’t
necessarily guarantee increase in
sales; it’s better to focus on fewer
products that are well positioned to
attract their target market to build
brand identity
Segmentation,
Targeting and
Positioning are
key
Pricing strategy: we
used the exact price
from the conjoint
analysis but it didn’t
take into account
production costs so
we lost money