Chapter 2: Principles of Marketing, Kotler, Armstrong, Agnihotri, Ehsan ul Haque 13th Edition
Created for IoBM Karachi. Gives highlights of the marketing strategy and corporate objectives.
The document provides an introduction to marketing concepts. It defines marketing as the process of creating value for customers and building strong customer relationships. It discusses Theodore Levitt's concept of "marketing myopia" where companies focus too much on the product rather than the customer benefits. The marketing process involves understanding customer needs and creating value for the customer through products and services. Marketing management involves choosing target customer segments and building profitable relationships with them. The document outlines different philosophies in marketing such as production concept, product concept, selling concept, and societal marketing concept.
Shoppers Stop is a leading Indian retailer that operates department stores. This document discusses Shoppers Stop's brand philosophy of innovating in performance, products, customer service and life. It then provides details on the retailer's socio-economic importance in Mumbai, identifying it as a multi-brand retailer offering a variety of products and services to different customer groups. The document also examines the retailer's marketing mix strategy.
This document summarizes a strategy presentation on new marketing approaches for Indian companies to defend against foreign competitors and develop global brands. It discusses holistic, technology-enabled, and strategic marketing approaches including relationship marketing, improving efficiency, responding to economic challenges, and targeting niches. Specific examples are provided of companies like Ranbaxy Pharmaceuticals and Haier that have successfully adopted these new marketing strategies.
Michael Bergdahl, an expert on Walmart's business practices, is hosting a one-day master class called "Bird Dawg Millionaire" in major Indian cities. The class aims to teach retail strategies for business success even during economic downturns, based on lessons from Sam Walton and Walmart. Attendees will learn the POCKETS framework and how to optimize aspects like pricing, operations, culture and talent. The event is intended to help Indian retailers capitalize on the large untapped potential in the country's retail market.
This marketing communication plan summarizes Target's history, mission, marketing strategy, and current marketing objectives. It provides an overview of Target as a company, including its strengths, weaknesses, opportunities, threats, target markets, and product analysis. The plan then outlines Target's current communication objectives, proposed advertising strategy and budget, and a two-year integrated marketing communication strategy focusing on advertising, promotions, direct marketing and public relations.
Promart is a multi-brand retail chain that offers discounts between 25-60% on national brands of clothing, footwear, and accessories. It aims to cater to brand-conscious young Indian consumers across 1000-5000 sq ft stores located in prominent malls and high streets of Tier 1-6 cities. The company sources unsold inventory from brands and plans to expand its network of both company-owned and franchise stores to 100 and 50 respectively by 2013. Promart leverages the large aspirational middle class in India and their demand for discounted premium brands.
The document discusses marketing and brands. It presents two opposing views on the role and influence of brands - one view sees brands as manipulative forces that force uniformity on consumers, while the other sees brands as providing consumers with beliefs and identity. The document itself seems to take a more balanced view, acknowledging that brands aim to appeal to aspirations but also that consumers are sophisticated and cynical about marketing efforts. It notes challenges marketers now face in reaching consumers who have more choices and media.
This document provides an overview of the data used in Maximize's analysis to launch an athletic apparel retail business. It discusses the sources of data, including internet research, interviews, and competitor financial statements. Both qualitative and quantitative data were used. Qualitative data included photographs, videos, and descriptions. Quantitative data was heavily used in sections like the retail demand forecast. The goal of using various data sources was to make well-informed business decisions and gain competitive insights into similar businesses like Lululemon.
The document provides an introduction to marketing concepts. It defines marketing as the process of creating value for customers and building strong customer relationships. It discusses Theodore Levitt's concept of "marketing myopia" where companies focus too much on the product rather than the customer benefits. The marketing process involves understanding customer needs and creating value for the customer through products and services. Marketing management involves choosing target customer segments and building profitable relationships with them. The document outlines different philosophies in marketing such as production concept, product concept, selling concept, and societal marketing concept.
Shoppers Stop is a leading Indian retailer that operates department stores. This document discusses Shoppers Stop's brand philosophy of innovating in performance, products, customer service and life. It then provides details on the retailer's socio-economic importance in Mumbai, identifying it as a multi-brand retailer offering a variety of products and services to different customer groups. The document also examines the retailer's marketing mix strategy.
This document summarizes a strategy presentation on new marketing approaches for Indian companies to defend against foreign competitors and develop global brands. It discusses holistic, technology-enabled, and strategic marketing approaches including relationship marketing, improving efficiency, responding to economic challenges, and targeting niches. Specific examples are provided of companies like Ranbaxy Pharmaceuticals and Haier that have successfully adopted these new marketing strategies.
Michael Bergdahl, an expert on Walmart's business practices, is hosting a one-day master class called "Bird Dawg Millionaire" in major Indian cities. The class aims to teach retail strategies for business success even during economic downturns, based on lessons from Sam Walton and Walmart. Attendees will learn the POCKETS framework and how to optimize aspects like pricing, operations, culture and talent. The event is intended to help Indian retailers capitalize on the large untapped potential in the country's retail market.
This marketing communication plan summarizes Target's history, mission, marketing strategy, and current marketing objectives. It provides an overview of Target as a company, including its strengths, weaknesses, opportunities, threats, target markets, and product analysis. The plan then outlines Target's current communication objectives, proposed advertising strategy and budget, and a two-year integrated marketing communication strategy focusing on advertising, promotions, direct marketing and public relations.
Promart is a multi-brand retail chain that offers discounts between 25-60% on national brands of clothing, footwear, and accessories. It aims to cater to brand-conscious young Indian consumers across 1000-5000 sq ft stores located in prominent malls and high streets of Tier 1-6 cities. The company sources unsold inventory from brands and plans to expand its network of both company-owned and franchise stores to 100 and 50 respectively by 2013. Promart leverages the large aspirational middle class in India and their demand for discounted premium brands.
The document discusses marketing and brands. It presents two opposing views on the role and influence of brands - one view sees brands as manipulative forces that force uniformity on consumers, while the other sees brands as providing consumers with beliefs and identity. The document itself seems to take a more balanced view, acknowledging that brands aim to appeal to aspirations but also that consumers are sophisticated and cynical about marketing efforts. It notes challenges marketers now face in reaching consumers who have more choices and media.
This document provides an overview of the data used in Maximize's analysis to launch an athletic apparel retail business. It discusses the sources of data, including internet research, interviews, and competitor financial statements. Both qualitative and quantitative data were used. Qualitative data included photographs, videos, and descriptions. Quantitative data was heavily used in sections like the retail demand forecast. The goal of using various data sources was to make well-informed business decisions and gain competitive insights into similar businesses like Lululemon.
Case Study of Blossom Inner for the course of Corporate Communication, during Master in International Communication at the Hague University of Applied Sciences
Chapter 1 3
Introduction 3
Importance of Retailing 4
Economic Justification for retailing 4
GENERAL SERVICES 5
Facilitating Services: 6
Chapter 1 3
Introduction 3
Importance of Retailing 4
Economic Justification for retailing 4
GENERAL SERVICES 5
Facilitating Services: 6
Overview of Retail Sector 8
Summary 9
Chapter 2 10
TYPES OF STORES 10
Major Types of Retail Stores 10
Department Stores 10
Classification of Department Stores 11
Location of Department Stores 12
Future of Department Stores 14
Super Markets: 14
Advantages of supermarkets 15
Limitations of Supermarkets 15
Discount Houses 16
Chain Stores or Multiple Shops 16
Advantages of chain stores or multiple shops 17
Limitations of chain stores or multiple shops 17
Non-Store Retailing 18
Direct Selling 18
Advantages of Direct Selling 19
Limitations of Direct Selling 19
Online Retailing: 21
Automatic vending 22
Direct Marketing 23
Franchising 24
Summary 25
Chapter 3 26
RETAIL STRATEGY 26
Overview: 26
Function of a strategy 26
Retailers classified by marketing Strategies 26
OPERATING EXPENSES AND PROFITS 28
COMPETITIVE ADVANTAGE WITH SPECIAL REFERENCE TO PHYSICAL FACILITIES 28
LOCATION 29
DESIGN 29
LAYOUT 29
ASSESSING COMPETITORS CURENT STRATEGIES 29
TECHNOLOGY STRATEGY 31
The document discusses the retail industry in India, comparing the organized and unorganized sectors. It notes that the organized sector makes up only 3% of the market currently but is growing at 35% annually compared to 6% for the unorganized sector. Some of the large players in the Indian organized retail sector are discussed, along with trends in the growing Indian retail industry and consumer base. Recruitment processes and the role of consultants in hiring for organized retail firms in India are also summarized.
THE RISE AND RISE OF DOLLAR STORES - Effective StrategiesJagat J Saikia
In the American retail landscape, Dollar stores are ubiquitous and are growing into greater prominence for both shoppers and brands. Dollar Stores are typically those retail chains that sells a wide range of goods at meager prices, typically employing a Single Price Point strategy where each item costs a dollar or less. Dollar stores are poised to generate 94.2 Billion Dollars in the United States alone - with Dollar Tree and Dollar General being the predominant players. In the past, there were image issues where only a specific section of low-income families would frequent these dollar stores for their shopping needs. However, a shifting focus on service, value, and a unique assortment of products that meets the needs of a growing spectrum of shoppers had added to the tremendous growth potential.
Ullman initiated a culture change at JCPenney after a successful turnaround to transform the company from a turnaround story to an industry leader. He identified problems like a formal and rigid culture that intimidated new recruits. His vision was to make JCPenney an exciting place to shop and work through initiatives like relaxing dress codes, using first names, and modifying policies to suit all employees. Within two years, employee survey responses, profitability, and store openings increased, showing early success of the culture change in revitalizing the company.
Top CEOs share their views on managing an economic downturn without cutting prices, salaries, or staff. They recommend continuing to invest in innovation and employee development. Communicating openly with employees and customers is important to generate optimism. Carefully evaluating employees can identify underperformers without cutting salaries across the board. Mergers and acquisitions may provide opportunities during a downturn. The magazine issue includes articles on Arabic calligraphy and marketing work recently completed by Grow.
The past several years JC Penney has made drastic shifts to their pricing strategy and store operations, including several leadership changes. Bringing back CEO Mike Ullman, after an 18-month stint of former Apple retail guru Ron Johnson, has helped to stabilize this classic American brand. Since then, JC Penney has posted two quarters of growth for the first time in several years.
This strategy was presented at my NYU’s Business Leadership class, where we were tasked with analyzing the company’s current leadership and provides our recommendations for a new sustainable strategic approach.
After years of isolating their customers and employees, resulting in industry irrelevance and financial decline, this strategy would bring this American staple brand back to retail prominence. This proposal is meant to take place shortly after Ron Johnson’s departure, prior to the recent growth JC Penney has seen in Q4 ’13.
NYU Team Members:
- Raquel Vicente (designed deck)
- Jessica Aiello
- Yulibel Lamorena
- Alejandro Munoz
This document outlines 15 key factors that can increase the value of a business. It discusses developing proprietary products, serving niche markets with a sharp focus, selling consumable products to generate repeat business, and building an organized team to reduce risk for potential buyers and command a higher sale price. The overall message is that addressing these factors can maximize the value of a business for a future sale, borrowing, or transfer of ownership.
This document provides an introduction to the book "Moats: The Competitive Advantages of Buffett & Munger Businesses" which analyzes the competitive advantages ("moats") of 70 businesses owned by Berkshire Hathaway. It defines moats as economic barriers that protect businesses, discusses the importance of sustainable competitive advantages, and introduces the concepts of single, double and triple moat businesses. The introduction also acknowledges the research contributors to the book and thanks volunteers who provided additional information and analysis.
The document discusses various factors to consider when choosing a location for a business, including retail location types such as downtown areas, neighborhood shopping centers, community shopping centers, and regional shopping centers. It also addresses stand-alone stores and warehouses as potential retail locations. Key factors that determine the best location include the type of business, target customer base, availability of parking and visibility. The document emphasizes the importance of selecting an optimal trade area and avoiding direct competition within that area.
The document summarizes Nick Patrinos' experience developing new marketing strategies and channels to drive significant growth. At JDS Industries, he developed a new product line and marketing plan for their sublimation process, growing sales from $400,000 to over $4 million, a 10x increase. He organized training seminars across the country to teach retailers how to use the new products and process. As the founder of Strategic Marketing Innovations, he developed unique branding and solutions to consistently outperform competitors and gain major publishing and technology clients. His non-traditional approaches opened new sales channels and revenues in various industries.
The document compares the marketing strategies of Big Bazaar and Vishal Megamart, two large retail chains in India. It finds that Big Bazaar's innovations like special offers and stabilizing store operations before expanding helped it succeed, while Vishal expanded too quickly without proper capitalization and supply chain management, leading to its downfall. The SWOT analyses show Big Bazaar's strengths were its brand, infrastructure, and product variety, while Vishal's were its value retail segment understanding and distribution network, but it faced threats from category killers and store performance issues.
Nobility Fashion House is a proposed partnership that will produce and sell clothing. It will be located in Dhaka and employ 26 people. The business plan outlines the fashion industry, company details, products, target markets, competition, marketing strategy, and financial projections. It identifies risks such as raw material price fluctuations, changing fashion trends, competition from other buying houses, and the potential loss of a partner. The plan is to be reviewed biannually and ensure financial goals are met.
The document outlines Haider Raza's action plan to open a pastry and coffee shop called TEMPTATION. It will offer a wide variety of tempting desserts, snacks, and hot and cold beverages at comparatively low prices. Haider recognizes the need to conduct thorough market research through surveys and data analysis to understand customer preferences, locate the best site, and identify competitors. He will develop marketing strategies around product offerings, pricing, placement, and promotion. Contingency plans are also needed in case initial research faces issues. The objectives are to provide high quality products and services at competitive prices while creating a comfortable atmosphere for customers.
The document discusses a framework for revitalizing a business through brand reinvention. It provides examples of how companies like Olay, Cadillac, IBM, Walmart, and Apple successfully reinvented their brands by redefining their propositions, targeting new customer segments, transforming their product offerings and production processes, and creating new distribution channels. The framework involves assessing a brand's flexibility, market potential, alignment with trends, revenue size, and strategic usefulness to determine if it is a candidate for reinvention. Reinventing a brand requires holistically changing the brand proposition, target customers, offerings, production, and channels in an inter-departmental effort to stay relevant and drive sustained growth.
Macy's financial report analyzes the department store's performance and plans for future growth. While Macy's has seen modest sales growth in recent years, competition from ecommerce retailers poses a challenge. The report recommends augmenting Macy's omni-channel approach by expanding seasonal products year-round and increasing the percentage of inventory that can be ordered directly from suppliers and shipped to customers. This has the potential to increase annual sales by $300-600 million while modestly increasing inventory and IT costs.
This document discusses mapping the buying-selling-delivery process to move sales teams from ordinary to extraordinary. It recommends that companies:
1) Map the entire client value chain and buying-selling-delivery process to ensure everyone understands their role and how they deliver value.
2) Articulate each step of the process with clear activities and standards so the customer experience is consistent.
3) Use the process map to engage customers at different touchpoints and track skills/actions needed for effective engagement. Precise execution of the entire process is key to extraordinary results.
In the fashion industry everything is about change and changing trends. It is a fast-paced business with short product life cycles and immediate customer response.
H&M and Zara are well known for delivering the latest designs to customers, partly in collaboration with famous fashion designers, at affordable prices. Both H&M and Zara are famous for their ‘fast fashion’—their ability to respond quickly to changing market trends with new collections—in a manner that appears to be different to the rest of the industry. Their success in this industry can be seen to rest on their strategic positioning and specific strategic and threshold capabilities
Our creative theme is "because you're you" which aims to personally connect with the target market by highlighting individuality and style uniqueness. The campaign goals are to shift perceptions of JCPenney from price to quality and style, give the brand credibility through exclusive products, and show the target that JCPenney understands and cares about their needs and happiness. The campaign is designed to have longevity, differentiate JCPenney from competitors, and ultimately increase sales.
Macy's is proposing a new business plan called "Anything, Anytime, Anyplace" to target younger customers who are shopping less. The plan will use social media advertising to promote products and offer discounts. It will allow customers to buy items online and pick them up in stores or have them shipped. The goal is to make Macy's products available anytime and anywhere to these younger customers through an omni-channel approach. The plan aims to better connect with millennials and generation X through social media and provide them maximum convenience in shopping. However, it also must ensure customer privacy and may require more training of sales associates to fully implement the new strategies.
The document discusses five common strategies for SaaS companies to achieve growth: 1) Monetization, 2) Moving upmarket, 3) Moving downmarket, 4) International expansion, and 5) Product expansion. It provides examples of how HubSpot leveraged multiple strategies over time, including improving monetization, expanding internationally, launching new products, and moving upmarket. A key takeaway is that SaaS companies should think of growth as moving into new markets rather than individual functional areas, and the fastest growing companies utilize multiple strategies simultaneously.
IF Post Covid-19 Marketing and brand building in a new world-part 5Jacques Erasmus
This document discusses marketing and brand building strategies in a post-Covid world. It outlines 5 key areas of focus: revisiting brand foundations, auditing objectives, budget optimization, industry trend analysis, and ideation/innovation. Crises can drive innovation, and the pandemic offers an opportunity to gain ground on competitors through understanding customer transformations, thinking locally, encouraging creativity, delivering new experiences, and focusing on sustainability. Future revenue streams may come from technology, data/AI marketing, digital tactics, and partnerships. Marketers face short-term tactical challenges but should also take strategic timeouts to rethink longer-term strategies.
Case Study of Blossom Inner for the course of Corporate Communication, during Master in International Communication at the Hague University of Applied Sciences
Chapter 1 3
Introduction 3
Importance of Retailing 4
Economic Justification for retailing 4
GENERAL SERVICES 5
Facilitating Services: 6
Chapter 1 3
Introduction 3
Importance of Retailing 4
Economic Justification for retailing 4
GENERAL SERVICES 5
Facilitating Services: 6
Overview of Retail Sector 8
Summary 9
Chapter 2 10
TYPES OF STORES 10
Major Types of Retail Stores 10
Department Stores 10
Classification of Department Stores 11
Location of Department Stores 12
Future of Department Stores 14
Super Markets: 14
Advantages of supermarkets 15
Limitations of Supermarkets 15
Discount Houses 16
Chain Stores or Multiple Shops 16
Advantages of chain stores or multiple shops 17
Limitations of chain stores or multiple shops 17
Non-Store Retailing 18
Direct Selling 18
Advantages of Direct Selling 19
Limitations of Direct Selling 19
Online Retailing: 21
Automatic vending 22
Direct Marketing 23
Franchising 24
Summary 25
Chapter 3 26
RETAIL STRATEGY 26
Overview: 26
Function of a strategy 26
Retailers classified by marketing Strategies 26
OPERATING EXPENSES AND PROFITS 28
COMPETITIVE ADVANTAGE WITH SPECIAL REFERENCE TO PHYSICAL FACILITIES 28
LOCATION 29
DESIGN 29
LAYOUT 29
ASSESSING COMPETITORS CURENT STRATEGIES 29
TECHNOLOGY STRATEGY 31
The document discusses the retail industry in India, comparing the organized and unorganized sectors. It notes that the organized sector makes up only 3% of the market currently but is growing at 35% annually compared to 6% for the unorganized sector. Some of the large players in the Indian organized retail sector are discussed, along with trends in the growing Indian retail industry and consumer base. Recruitment processes and the role of consultants in hiring for organized retail firms in India are also summarized.
THE RISE AND RISE OF DOLLAR STORES - Effective StrategiesJagat J Saikia
In the American retail landscape, Dollar stores are ubiquitous and are growing into greater prominence for both shoppers and brands. Dollar Stores are typically those retail chains that sells a wide range of goods at meager prices, typically employing a Single Price Point strategy where each item costs a dollar or less. Dollar stores are poised to generate 94.2 Billion Dollars in the United States alone - with Dollar Tree and Dollar General being the predominant players. In the past, there were image issues where only a specific section of low-income families would frequent these dollar stores for their shopping needs. However, a shifting focus on service, value, and a unique assortment of products that meets the needs of a growing spectrum of shoppers had added to the tremendous growth potential.
Ullman initiated a culture change at JCPenney after a successful turnaround to transform the company from a turnaround story to an industry leader. He identified problems like a formal and rigid culture that intimidated new recruits. His vision was to make JCPenney an exciting place to shop and work through initiatives like relaxing dress codes, using first names, and modifying policies to suit all employees. Within two years, employee survey responses, profitability, and store openings increased, showing early success of the culture change in revitalizing the company.
Top CEOs share their views on managing an economic downturn without cutting prices, salaries, or staff. They recommend continuing to invest in innovation and employee development. Communicating openly with employees and customers is important to generate optimism. Carefully evaluating employees can identify underperformers without cutting salaries across the board. Mergers and acquisitions may provide opportunities during a downturn. The magazine issue includes articles on Arabic calligraphy and marketing work recently completed by Grow.
The past several years JC Penney has made drastic shifts to their pricing strategy and store operations, including several leadership changes. Bringing back CEO Mike Ullman, after an 18-month stint of former Apple retail guru Ron Johnson, has helped to stabilize this classic American brand. Since then, JC Penney has posted two quarters of growth for the first time in several years.
This strategy was presented at my NYU’s Business Leadership class, where we were tasked with analyzing the company’s current leadership and provides our recommendations for a new sustainable strategic approach.
After years of isolating their customers and employees, resulting in industry irrelevance and financial decline, this strategy would bring this American staple brand back to retail prominence. This proposal is meant to take place shortly after Ron Johnson’s departure, prior to the recent growth JC Penney has seen in Q4 ’13.
NYU Team Members:
- Raquel Vicente (designed deck)
- Jessica Aiello
- Yulibel Lamorena
- Alejandro Munoz
This document outlines 15 key factors that can increase the value of a business. It discusses developing proprietary products, serving niche markets with a sharp focus, selling consumable products to generate repeat business, and building an organized team to reduce risk for potential buyers and command a higher sale price. The overall message is that addressing these factors can maximize the value of a business for a future sale, borrowing, or transfer of ownership.
This document provides an introduction to the book "Moats: The Competitive Advantages of Buffett & Munger Businesses" which analyzes the competitive advantages ("moats") of 70 businesses owned by Berkshire Hathaway. It defines moats as economic barriers that protect businesses, discusses the importance of sustainable competitive advantages, and introduces the concepts of single, double and triple moat businesses. The introduction also acknowledges the research contributors to the book and thanks volunteers who provided additional information and analysis.
The document discusses various factors to consider when choosing a location for a business, including retail location types such as downtown areas, neighborhood shopping centers, community shopping centers, and regional shopping centers. It also addresses stand-alone stores and warehouses as potential retail locations. Key factors that determine the best location include the type of business, target customer base, availability of parking and visibility. The document emphasizes the importance of selecting an optimal trade area and avoiding direct competition within that area.
The document summarizes Nick Patrinos' experience developing new marketing strategies and channels to drive significant growth. At JDS Industries, he developed a new product line and marketing plan for their sublimation process, growing sales from $400,000 to over $4 million, a 10x increase. He organized training seminars across the country to teach retailers how to use the new products and process. As the founder of Strategic Marketing Innovations, he developed unique branding and solutions to consistently outperform competitors and gain major publishing and technology clients. His non-traditional approaches opened new sales channels and revenues in various industries.
The document compares the marketing strategies of Big Bazaar and Vishal Megamart, two large retail chains in India. It finds that Big Bazaar's innovations like special offers and stabilizing store operations before expanding helped it succeed, while Vishal expanded too quickly without proper capitalization and supply chain management, leading to its downfall. The SWOT analyses show Big Bazaar's strengths were its brand, infrastructure, and product variety, while Vishal's were its value retail segment understanding and distribution network, but it faced threats from category killers and store performance issues.
Nobility Fashion House is a proposed partnership that will produce and sell clothing. It will be located in Dhaka and employ 26 people. The business plan outlines the fashion industry, company details, products, target markets, competition, marketing strategy, and financial projections. It identifies risks such as raw material price fluctuations, changing fashion trends, competition from other buying houses, and the potential loss of a partner. The plan is to be reviewed biannually and ensure financial goals are met.
The document outlines Haider Raza's action plan to open a pastry and coffee shop called TEMPTATION. It will offer a wide variety of tempting desserts, snacks, and hot and cold beverages at comparatively low prices. Haider recognizes the need to conduct thorough market research through surveys and data analysis to understand customer preferences, locate the best site, and identify competitors. He will develop marketing strategies around product offerings, pricing, placement, and promotion. Contingency plans are also needed in case initial research faces issues. The objectives are to provide high quality products and services at competitive prices while creating a comfortable atmosphere for customers.
The document discusses a framework for revitalizing a business through brand reinvention. It provides examples of how companies like Olay, Cadillac, IBM, Walmart, and Apple successfully reinvented their brands by redefining their propositions, targeting new customer segments, transforming their product offerings and production processes, and creating new distribution channels. The framework involves assessing a brand's flexibility, market potential, alignment with trends, revenue size, and strategic usefulness to determine if it is a candidate for reinvention. Reinventing a brand requires holistically changing the brand proposition, target customers, offerings, production, and channels in an inter-departmental effort to stay relevant and drive sustained growth.
Macy's financial report analyzes the department store's performance and plans for future growth. While Macy's has seen modest sales growth in recent years, competition from ecommerce retailers poses a challenge. The report recommends augmenting Macy's omni-channel approach by expanding seasonal products year-round and increasing the percentage of inventory that can be ordered directly from suppliers and shipped to customers. This has the potential to increase annual sales by $300-600 million while modestly increasing inventory and IT costs.
This document discusses mapping the buying-selling-delivery process to move sales teams from ordinary to extraordinary. It recommends that companies:
1) Map the entire client value chain and buying-selling-delivery process to ensure everyone understands their role and how they deliver value.
2) Articulate each step of the process with clear activities and standards so the customer experience is consistent.
3) Use the process map to engage customers at different touchpoints and track skills/actions needed for effective engagement. Precise execution of the entire process is key to extraordinary results.
In the fashion industry everything is about change and changing trends. It is a fast-paced business with short product life cycles and immediate customer response.
H&M and Zara are well known for delivering the latest designs to customers, partly in collaboration with famous fashion designers, at affordable prices. Both H&M and Zara are famous for their ‘fast fashion’—their ability to respond quickly to changing market trends with new collections—in a manner that appears to be different to the rest of the industry. Their success in this industry can be seen to rest on their strategic positioning and specific strategic and threshold capabilities
Our creative theme is "because you're you" which aims to personally connect with the target market by highlighting individuality and style uniqueness. The campaign goals are to shift perceptions of JCPenney from price to quality and style, give the brand credibility through exclusive products, and show the target that JCPenney understands and cares about their needs and happiness. The campaign is designed to have longevity, differentiate JCPenney from competitors, and ultimately increase sales.
Macy's is proposing a new business plan called "Anything, Anytime, Anyplace" to target younger customers who are shopping less. The plan will use social media advertising to promote products and offer discounts. It will allow customers to buy items online and pick them up in stores or have them shipped. The goal is to make Macy's products available anytime and anywhere to these younger customers through an omni-channel approach. The plan aims to better connect with millennials and generation X through social media and provide them maximum convenience in shopping. However, it also must ensure customer privacy and may require more training of sales associates to fully implement the new strategies.
The document discusses five common strategies for SaaS companies to achieve growth: 1) Monetization, 2) Moving upmarket, 3) Moving downmarket, 4) International expansion, and 5) Product expansion. It provides examples of how HubSpot leveraged multiple strategies over time, including improving monetization, expanding internationally, launching new products, and moving upmarket. A key takeaway is that SaaS companies should think of growth as moving into new markets rather than individual functional areas, and the fastest growing companies utilize multiple strategies simultaneously.
IF Post Covid-19 Marketing and brand building in a new world-part 5Jacques Erasmus
This document discusses marketing and brand building strategies in a post-Covid world. It outlines 5 key areas of focus: revisiting brand foundations, auditing objectives, budget optimization, industry trend analysis, and ideation/innovation. Crises can drive innovation, and the pandemic offers an opportunity to gain ground on competitors through understanding customer transformations, thinking locally, encouraging creativity, delivering new experiences, and focusing on sustainability. Future revenue streams may come from technology, data/AI marketing, digital tactics, and partnerships. Marketers face short-term tactical challenges but should also take strategic timeouts to rethink longer-term strategies.
The document discusses strategic planning and marketing planning processes. It defines strategic planning as determining objectives, strategies, and tactics to achieve objectives. Marketing planning involves situation analysis, SWOT analysis, developing a marketing plan, and evaluation/control. Key aspects of strategic and marketing planning include establishing visions, missions, objectives, and strategies and selecting from strategies like penetration, acquisition, new products, and diversification.
Philip Koteler Los 10 Principios Del Nuevo Marketing 1225017881114107 9Varun Htnak
This document summarizes a strategy presentation on new marketing paradigms such as holistic marketing and lateral marketing. It discusses the need for Indian companies to develop strong global brands to defend against foreign competition. Examples are given of companies like Ranbaxy that have become globally successful by focusing on excellence rather than trying to change India, and of Haier that grew through quality improvements, diversification and global expansion. The presentation emphasizes building strong brands and investing in strategic marketing.
Business Policy and Strategy course: Presentation of Strategic Analysis capstone project under MGMT 6800
MBA Partial Requirement Fulfillment
Copyright- Maria Helga Melgar
Johnson and Wales University, Providence
Graduate School of Business
This document introduces a new company called PromoHypermarket that aims to be an online platform connecting customers with promotional goods, services, and campaigns from various retailers. It will allow users to find the best prices on promotional items, create shopping lists, locate nearby deals, and receive instant gifts. The company wants to serve both consumers looking for deals and corporate clients seeking marketing services. It plans to use an interactive online catalog, mobile apps, coupons, and other tools to promote brands and drive sales.
How we plan, design & manage great CX. Rüdiger Pläster, CEO of ORT Group based in Krefeld, Germany, shares insights on content automation, customer experience, as well as agile approach and leadership principles.
The document outlines the key concepts and components of strategic market management. It discusses business strategy, sustainable competitive advantage, strategic business units, and the different concepts in strategic marketing management. The production concept, product concept, selling concept, marketing concept, and holistic marketing concept are explained. Finally, the components of strategic market management are listed as analyzing the current situation, assessing opportunities, identifying target markets, setting goals, developing strategies, creating an implementation timeline, and establishing a marketing budget.
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.
Driving Growth: The Power of the Post-Sales Customer JourneyEngagio
Join Anthony Kennada, Gainsight CMO, and Heidi Bullock, Engagio CMO, to learn how to develop a winning post-sale customer experience to keep your customers happy and coming back for more. We’ll discuss how Customer Success and Marketing teams can work together by owning parts of customer journey to deliver value, increase retention, and generate revenue. Additionally, we will outline how to structure your organization for success, leverage technology to understand customer health and engagement, and deepen relationships with the right programs and processes.
Attend to learn how to:
– Think beyond acquisition and focus on the post-sale customer journey
– Put long-term customer strategies in place for growth
– Gain insights into customer behavior and health through technology
– And much more!
The ICONIC model for brand development and auditLucinda Dobinson
This document outlines a 6-step process for building iconic brands: 1) Define your brand's intent or purpose, 2) Understand the market context, 3) Originate the assets needed to realize your vision, 4) Identify necessary internal and external changes, 5) Incept symbols and associations to tell your story, and 6) Commit to measuring and maintaining accountability over time. The process is meant to guide businesses from defining their vision through implementing practical outcomes and cultural changes to establish themselves in the minds of customers.
IF post covid 19 marketing and brand building in a new world-part 2Jacques Erasmus
Idea Foundry hosted a webinar on Marketing and brand building in a new world. Where we explored 5 Ke areas for brand focus that we see that will impact brands and their marketing in the "new world" We have been asked if there is a more detailed presentation so we decided to make a more detailed presentation available in a 5 part e-book series. Here is part 2 and the second of the 5 Key focus areas for brands, enjoy and look out for parts 3 - 5 being uploaded soon
Change mgt and cultural alignment black ink- sept2018aLeahcim Semaj
This document provides an overview of Dr. Leahcim Semaj's career journey and work in transforming organizations through aligning their culture, mission, vision and values. It discusses how he helped numerous companies in Jamaica including repositioning KFC, launching several new beverage products, and transforming the culture at the Kingston Container Terminal. The document is presented across multiple chapters that cover topics such as developing a company's mission and vision, measuring and managing organizational culture, and aligning work values to help drive employee engagement and business success.
This document provides a summary of a strategy document on a new marketing paradigm. It discusses holistic marketing, lateral marketing, and high-tech marketing. It notes that marketing must become more strategic and drive business strategy by taking a holistic view of customers, channels, communications, and stakeholders. It also emphasizes the need for strong software support to enable holistic relationship marketing.
Six Sigma Marketing is not a project-by-project approach for reducing the costs of marketing activities, but rather an approach that seeks to enhance marketing’s effectiveness and efficiency
95% of manufacturers invest in digital marketing...
But your sales and marketing process doesn’t need to be complicated.
You need regular orders to survive and grow. That means your sales and marketing need to work together to generate and close leads.
However, things aren’t the same as they used to be. In the last 5 years you may have found:
Generating leads and opportunities more difficult
Difficulty targeting the right audience
Challenge in creating enough high-quality content
Measuring success and ROI almost impossible.
This workshop is for ambitious manufacturing businesses that want to build a predictable stream of high-quality opportunities.
If you’re frustrated with your sales and marketing results, need clarification on how to build a successful sales production line or are keen to improve out-of-date marketing habits, then this is the ideal workshop for you.
This workshop will address the issues and challenges you face in growing your manufacturing business. It includes:
- an insight into UK manufacturing trends
- an overview of marketing
- challenges that businesses just like yours are facing
- reasons why your current lead generation is no longer working
- a guide to the new model for building predictable lead generation
- how you should be investing your
- marketing budget for the next 12 months.
Today’s B2B landscape is facing a paradigm shift from business to business to human to human, leading to 5 key challenges for businesses to overcome. Vivaldi brand-building experts share winning approaches to tackle these challenges to unlock growth opportunities. If you're interested in learning more, please contact us at: hello[at]vivaldigroup.com
Similar to Marketing Basics: Company & Marketing Strategy (20)
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
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"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
The Rise of Generative AI in Finance: Reshaping the Industry with Synthetic DataChampak Jhagmag
In this presentation, we will explore the rise of generative AI in finance and its potential to reshape the industry. We will discuss how generative AI can be used to develop new products, combat fraud, and revolutionize risk management. Finally, we will address some of the ethical considerations and challenges associated with this powerful technology.
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In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
Bridging the gap: Online job postings, survey data and the assessment of job ...
Marketing Basics: Company & Marketing Strategy
1. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Principles of Marketing, Kotler, Armstrong, Agnihotri, Ehsan ul Haque 13th Edition
2. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Companywide Strategic Planning
Strategic planning is the process of developing
and maintaining a strategic fit between the
organization’s goals and capabilities and its
changing marketing opportunities
4. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Companywide Strategic Planning
• The mission statement is the
organization’s purpose, what
it wants to accomplish in the
larger environment
• Market-oriented mission
statement defines the
business in terms of satisfying
basic customer needs
1.Not be myopic in product terms
2.Meaningful and specific
3.Motivating
4.Emphasize the company’s strengths
5.Contain specific workable guidelines
6.Not be stated as making sales or profits
Eik achay mission statement kay ajza
5. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Companywide Strategic Planning
To inspire and nurture the human spirit –
one person, one cup and one
neighborhood at a time.
6. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Companywide Strategic Planning
To inspire and nurture the human
spirit – one person, one cup and
one neighborhood at a time.
Starbucks
Howard Shultz
7. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Companywide Strategic Planning
To inspire and nurture the human
spirit – one person, one cup and
one neighborhood at a time.
Starbucks
Howard Shultz
• Creating a culture of warmth and belonging, where
everyone is welcome.
• Acting with courage, challenging the status quo and
finding new ways to grow our company and each
other.
• Being present, connecting with transparency, dignity
and respect.
• Delivering our very best in all we do, holding ourselves
accountable for results
9. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Companywide Strategic Planning
Apple designs Macs, the best personal
computers in the world, along with OS X, iLife,
iWork and professional software. Apple leads
the digital music revolution with its iPods and
iTunes online store. Apple has reinvented the
mobile phone with its revolutionary iPhone and
App Store, and is defining the future of mobile
media and computing devices with iPad
10. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Companywide Strategic Planning
Apple has always been different. A different
kind of company with a different view of the
world. It's a special place where we have the
opportunity to create the best products on
earth - products that change lives and help
shape the future. It's a privilege we hold
dear.
11. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Companywide Strategic Planning
Business objectives
•Build profitable
customer
relationships
•Invest in research
•Improve profits
Marketing
objectives
•Increase market
share
•Create local
partnerships
•Increase
promotion
12. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Product Life Cycle
Time
Sales
Maturity
Question Mark Star Cash Cow Dog
13. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
BCG Market Share & Growth Matrix
14. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Limitations
• Difficulty in defining SBUs and
measuring market share and
growth
• Time consuming
• Expensive
• Focus on current businesses, not
future planning
• Is blind to externalities: what is
the state of the market itself? Is
the category evolving?
BCG Market Share & Growth Matrix
15. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Ansoff Matrix
Market Penetration
Market
Development
Product
Development
Diversification
16. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Ansoff Matrix
Market Penetration
Market
Development
Product
Development
Diversification
Implications:
• Increase customer loyalty
• Penetration: Focus on Numeric
Handling
• Launch price or other special
offer promotions
• Increase your sales force's
activities.
• Buy a competitor company
(particularly in mature markets)
17. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Ansoff Matrix
Market Penetration
Market
Development
Product
Development
Diversification
Implications:
You're trying to sell more of the
same things to different people.
• Use different sales channels, such
as online or direct sales, if you are
currently selling through agents
or intermediaries.
• Repositioning
• Market Segmentation
18. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Ansoff Matrix
Market Penetration
Market
Development
Product
Development
Diversification
Implications:
Selling different products to the
same people.
• Extend your product by
producing different variants, or
repackage existing products.
• Develop related products or
services.
19. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Ansoff Matrix
Market Penetration
Market
Development
Product
Development
Diversification
Implications:
sell completely different products or
services to different customers
• Vertical Integrations
• Conglomeration
20. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Ansoff Matrix: A very cola example
Once upon
a time…
there was a
Cola
21. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Ansoff Matrix: A very cola example
Once upon
a time…
there was a
Cola
Which was
very
successful in
its initial
market
22. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Ansoff Matrix: A very cola example
So now the
managers
asked
themselves,
“what next”?
23. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Product
Ansoff Matrix: A very cola example
Penetration
Market Dev.
Product Dev.
Diversification
ExistingNew
Existing New
Market
We could start increasing the number of outlets
in our existing market for our existing product.
24. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Product
Ansoff Matrix: A very cola example
Numeric Handling
Penetration
Market Dev.
Product Dev.
Diversification
ExistingNew
Existing New
Market
…this is called increasing “Numeric Handling”
25. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Product
Ansoff Matrix: A very cola example
Numeric Handling
Weighted Handling
Penetration
Market Dev.
Product Dev.
Diversification
ExistingNew
Existing New
Market
Being available on “weighted” outlets or
Key Accounts.
26. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Product
Ansoff Matrix: A very cola example
Numeric Handling
Weighted Handling
Increased SKUs
Penetration
Market Dev.
Product Dev.
Diversification
ExistingNew
Existing New
Market
We could increase our SKUs, appeal to a lower
income segment or the segment which likes to
watch its weight :p
27. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Product
Ansoff Matrix: A very cola example
Numeric Handling
Weighted Handling
Increased SKUs
Juices
Low Carb Drinks
Penetration
Market Dev.
Product Dev.
Diversification
ExistingNew
Existing New
Market
For the Energizer Bunny in you, the company is
offering an energy drink and juices.
28. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Product
Ansoff Matrix: A very cola example
Numeric Handling
Weighted Handling
Increased SKUs
Juices
Low Carb Drinks
Snack Business
Penetration
Market Dev.
Product Dev.
Diversification
ExistingNew
Existing New
Market
“Jou Cola peeta hai, woh kuch khaie ga nahien?
Kuch namkeen hou jaie?”
29. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Product
Ansoff Matrix: A very cola example
Numeric Handling
Weighted Handling
Increased SKUs
Juices
Low Carb Drinks
Snack Business
New Local Locations
Penetration
Market Dev.
Product Dev.
Diversification
ExistingNew
Existing New
Market
We could increase our markets, go into newer
geographical markets within…
30. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Product
Ansoff Matrix: A very cola example
Numeric Handling
Weighted Handling
Increased SKUs
Juices
Low Carb Drinks
Snack Business
New Local Locations
New International
Market
Penetration
Market Dev.
Product Dev.
Diversification
ExistingNew
Existing New
Market
And beyond…
31. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Product
Ansoff Matrix: A very cola example
Numeric Handling
Weighted Handling
Increased SKUs
Juices
Low Carb Drinks
Snack Business
New Local Locations
New International Market
Fashion Business
Merchandise
Penetration
Market Dev.
Product Dev.
Diversification
ExistingNew
Existing New
Market
After being a really hot brand, we could enter the
fashion market and sell T-shirts with our logo and make
a killing ;)
34. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Segmentation
Segmentation is the division of a market into
distinct groups of buyers who have different
needs, characteristics, or behavior and who
might require separate products or marketing
mixes
35. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Market
Segmented by
Age
Segmentation
36. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Market
Segmented by
Gender
Segmentation
37. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Market
Segmented by
Preferences
and Tastes
Segmentation
38. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Targeting
process of
evaluating
each market
segment’s
attractiveness
and selecting
one or more
segments to
enter
Segmentation
39. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Positioning
Sensitive Teeth
Bloody Gums
Fresh Breath
Tea Teeth Whitener
Germ Protection
Plaque Removal
What are
toothpastes
used for?
Strong Teeth
40. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Positioning
Sensitive Teeth
Bloody Gums
Fresh Breath
Tea Teeth Whitener
Germ Protection
Plaque Removal
What are
toothpastes
used for?
41. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Positioning
Sensitive Teeth
Bloody Gums
Fresh Breath
Tea Teeth Whitener
Germ Protection
Plaque Removal
What are
toothpastes
used for?
42. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Positioning
Sensitive Teeth
Bloody Gums
Fresh Breath
Tea Teeth Whitener
Germ Protection
Plaque Removal
What are
toothpastes
used for?
43. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Positioning
Sensitive Teeth
Bloody Gums
Fresh Breath
Tea Teeth Whitener
Germ Protection
Plaque Removal
What are
toothpastes
used for?
44. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Positioning
Sensitive Teeth
Bloody Gums
Fresh Breath
Tea Teeth Whitener
Germ Protection
Plaque Removal
What are
toothpastes
used for?
45. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Positioning
Is the arranging for
a product to
occupy a clear,
distinctive, and
desirable place
relative to
competing
products in the
minds of the target
consumer
Positioning
Thick Creamy desserts
Extra Rich
Perfect Guilt Trip
Extra Large
Extra Toppings
Extra Flavors
How are we
positioned
46. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Differentiating
How is our value offer
different from others
like it in the market?
Differentiating the
product to create
superior customer
value
Differentiating
More toppings than
anyone else
Creamier desserts
Not your regular guilt trip!
Largest sizes of desserts
How are we
Different?
47. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Value & Value Chain
Value chain is a series of
departments that carry out value-
creating activities to design,
produce, market, deliver, and
support a firm’s products
Value delivery network
is made up of the company, suppliers,
distributors, and ultimately customers
who partner with each other to
improve performance of the entire
system
48. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Customer driven marketing strategy
All the processes from
segmentation, positioning,
differentiation and to
selecting the value chain
network will lead to a
customer driven
marketing strategy
49. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Marketing Mix
After selecting the
marketing strategy the
marketing mix will be
decided where each of the
4Ps will be separately
classified
50. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
4Ps
Product
Price
Place
Promotion
4Cs
Customer Value
Cost
Convenience
Communication
The marketing mix from the
perspective of the
company
The marketing mix from the
perspective of the
customer
Marketing Mix
52. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Market Analysis
In the analysis stage, a
marketer could do a SWOT
Analysis to evaluate the
Strengths, Weakness,
Opportunities and Threats of
the company.
53. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Marketing Planning
Executive summary
Marketing situation
Threats and opportunities
Objective and issues
Marketing strategy
Action programs
Budgets
Controls
Market planning involves
deciding on marketing
strategies that will help the
company attain its overall
strategic objectives
Basic elements of a Marketing Plan
54. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Marketing Implementation
Marketing implementation
means turning strategies
into action
Successful implementation depends on how well the company blends its
people, organizational structure, decision and reward system, and company
culture into a cohesive action plan that supports its strategies
Who Where When HowWhat Why
Market Planning Market Implementation
55. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Marketing Department Organization
Marketing Department
Groups of people and
hierarchies which
brings the marketing
effort to life
Four Types:
1. Functional
2. Geographic
3. Product
4. Customer
56. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Marketing Control
Marketing Control
Evaluating the results of
marketing strategies and
plans and taking corrective
actions to ensure objectives
are attained
Marketing Control involves four steps:
1. Management first sets specific goals.
2. Measure
3. Evaluate
4. Modify, Change etc
Strategic ControlOperating Control
57. CORPORATE STRATEGY CH02 MOHAMMAD RAZA HUSAIN SPRING 2018 IoBM
Marketing ROI
Marketing ROI
provides a
measurement of the
profits generated by
investments in
marketing activities.
بغیر کے اسمارکیٹنگسکتی ہو نہیں