This document provides a situational analysis and marketing strategy reflection for a simulation involving four companies competing in the Buffalo industry. It summarizes the company's performance, challenges faced, and strategies used over 8 periods of the simulation. The company initially led the Sonite market but faced attacks, so it reacted by improving existing products and launching new ones. It also gained an early advantage in the new Vodite market by investing in research. While managing competitive pressures in both markets, the company was able to grow its market share and sustain rising share prices through the period.
Mark strat simulation( firm presentation)Evelyne Otto
Final presentation of the marketing simulation outcomes. It explains the marketing mix strategies, evaluations, results, situation analysis.Why some decisions were made and their outcomes. Its the whole marketing project journey from the beginning to the end
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.
Comprehensive Learning Note comprising of:
Performance Analysis
Past Decisions and Implications
Comparison of Key Metrics
Trends and Scenarios
Indicators (Lead and Lag)
Learning Experience
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.
Mark strat simulation( firm presentation)Evelyne Otto
Final presentation of the marketing simulation outcomes. It explains the marketing mix strategies, evaluations, results, situation analysis.Why some decisions were made and their outcomes. Its the whole marketing project journey from the beginning to the end
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.
Comprehensive Learning Note comprising of:
Performance Analysis
Past Decisions and Implications
Comparison of Key Metrics
Trends and Scenarios
Indicators (Lead and Lag)
Learning Experience
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.
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
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
Flare Fragrances - Harvard Business Case by Priyanka Samtani, Seneca CollegePriyanka Samtani
This is an assignment that we did for the course Strategic Marketing Management. Savvy is a new fragrance that a company called Flare Fragrances is about to launch, and this presentation describes the best target audience, positioning and branding for the new product.
Note: Every decision is based for the year 2008, because that's when the case is dated.
Crafting winning strategies in a mature market - US wine marketSaurabh Arora
The Industry Landscape in 2001
US: 4th largest wine producer in the world
US: 34th in world per capita wine consumption
Top 8 firms produce more than 75% of all the wine volume
Estimated 2500 firms produce the remaining 25%
Dominance of few large players in the low price market
Greater shelf space & high marketing budget
1990s: Consolidation of retailers and distributors across US
No of distributors fell from 5000 to 250 by 2000
Only 50 to 100 left with access to widespread national distribution
Large retail consolidation in US
Top 10 supermarkets control 55% of the US market in 2000
Majority of producers are focused on low volume/high price to gain maximum return/margin
Distributors are focused on high volume/low price to maximize economies of scale
Near impossible for a new company to establish itself
Low barriers invite more players to wine market
Porter’s five forces analysis
Threat of new entrants – HIGH
Low barriers to entry for new players in wine industry
Firms spent 40% of their expenditures on marketing and distribution
Existing rivalries in industry – HIGH
Total no of wineries in US increased by more than 400%
Glut of grape supply due to low growth in demand
This put downward pressure on price and margins
Bargaining power of Buyers – HIGH
More players are entering the market
Production outstripped demand by 20%
Consolidation of retailer and distributor
Bargaining power of Suppliers – LOW
Wine producers with their own vineyards attempts to control the operations starting from production to distribution
Threat of Substitutes – LOW for Budget
Only 10% people drank wine regularly
Of the remaining 90%, 46% preferred beer or spirits
35% drank alcoholic beverages other than wine
Question :
1) Why has Altius Golf lost market share?What will happen if altius maintains the status quo?
2) What should Altius objectives be? What trade-offs must it manage?
3) Should Altius implement the Elevate strategy?
# if so, what are the risk to the brand and how can they may be managed?
# if no, what are the alternatives
( Note : if anyone want more info about this topic, leave text for me )
Use this Microsoft Word template to help you design a Business Case for any corporate product investment. Get this template @ http://www.demandmetric.com/content/product-business-case-template
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
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
Flare Fragrances - Harvard Business Case by Priyanka Samtani, Seneca CollegePriyanka Samtani
This is an assignment that we did for the course Strategic Marketing Management. Savvy is a new fragrance that a company called Flare Fragrances is about to launch, and this presentation describes the best target audience, positioning and branding for the new product.
Note: Every decision is based for the year 2008, because that's when the case is dated.
Crafting winning strategies in a mature market - US wine marketSaurabh Arora
The Industry Landscape in 2001
US: 4th largest wine producer in the world
US: 34th in world per capita wine consumption
Top 8 firms produce more than 75% of all the wine volume
Estimated 2500 firms produce the remaining 25%
Dominance of few large players in the low price market
Greater shelf space & high marketing budget
1990s: Consolidation of retailers and distributors across US
No of distributors fell from 5000 to 250 by 2000
Only 50 to 100 left with access to widespread national distribution
Large retail consolidation in US
Top 10 supermarkets control 55% of the US market in 2000
Majority of producers are focused on low volume/high price to gain maximum return/margin
Distributors are focused on high volume/low price to maximize economies of scale
Near impossible for a new company to establish itself
Low barriers invite more players to wine market
Porter’s five forces analysis
Threat of new entrants – HIGH
Low barriers to entry for new players in wine industry
Firms spent 40% of their expenditures on marketing and distribution
Existing rivalries in industry – HIGH
Total no of wineries in US increased by more than 400%
Glut of grape supply due to low growth in demand
This put downward pressure on price and margins
Bargaining power of Buyers – HIGH
More players are entering the market
Production outstripped demand by 20%
Consolidation of retailer and distributor
Bargaining power of Suppliers – LOW
Wine producers with their own vineyards attempts to control the operations starting from production to distribution
Threat of Substitutes – LOW for Budget
Only 10% people drank wine regularly
Of the remaining 90%, 46% preferred beer or spirits
35% drank alcoholic beverages other than wine
Question :
1) Why has Altius Golf lost market share?What will happen if altius maintains the status quo?
2) What should Altius objectives be? What trade-offs must it manage?
3) Should Altius implement the Elevate strategy?
# if so, what are the risk to the brand and how can they may be managed?
# if no, what are the alternatives
( Note : if anyone want more info about this topic, leave text for me )
Use this Microsoft Word template to help you design a Business Case for any corporate product investment. Get this template @ http://www.demandmetric.com/content/product-business-case-template
Presents frameworks and methodology for building those segments of a company which are vital to long term sustainability. The systematic process of identifying business strategy, marketing, and a mission statements which articulates the developed value proposition. This framework enables companies to build a brand that helps target the identified market.
Business Portfolio Analysis is an organisational strategy formulation technique that is based on the philosophy that Organisations should develop strategy..... much as they handle investment portfolios..
Every company desiring to stay competitive must design broad competitive marketing strategies by which it can gain a sustainable competitive advantage. But what broad marketing strategies might the company use? Which ones are best for a particular company or for the company’s different divisions and products? No one strategy is best for all companies. Each company must determine what makes the most sense given its position in the industry and its objectives, opportunities, and resources. Even within a company, different strategies may be required for different businesses or products. Johnson & Johnson uses one marketing strategy for its leading brands in stable consumer markets, such as BAND-AID, Tylenol, Listerine, or J&J’s baby products, and a different marketing strategy for its high-tech health-care businesses and products, such as Monocryl surgical sutures or NeuFlex finger joint implants. So you understand that no one best strategy truly exist for all firms. But which strategy is best for which company? This chapter attempts an appropriate respond to the question.
FREE MANAGEMENT CONSULTING COURSE on www.oeconsulting.be
Operational Excellence Consulting
What is Strategy Management ?
Strategy is to prepare systematically plans for the future in order to interact to new emerging trends and changes in the wider scope of the company with special attention to avoid rigidity, because the past is not equal to the future.
“Wide scope of the company” : Companies are open systems : input side for resource seeking and output side for market seeking (system dynamics!)
“Avoid rigidity” : New events, new knowledge makes that the original strategy is no longer up to date
In general, strategy arises incrementally: “What are realistic objectives with current characteristics of the context and future trends?”
Predictability is key for making strategic plans and investment decisions in the long run. Planning, with hard data and soft data (tacit knowledge), is easier in stable environment. However in the long run a small change in wide scope of the company could escalate dramatically due to system dynamics.
Besides predictability, there is also legacy: most big companies have legacy to carry on while small companies (e.g. Fintech) start from a clean sheet and are flexible, focused, motivated and can “do more with less”.
For building and accumulating a “strategic competitive advantage (SCA)” a consistent flow of investment is needed in order to obtain desired level of accumulation.
A “strategic competitive advantage (SCA)” can be a patent (intellectual property), a customer install base, a certain image or branding in the mind of the customers, a new disruptive or innovative technology, … and is the result of a strategic decision in investing a consistent flow and stock.
Stock – flow diagram : “Success breeds success”
For example: (1) a consistent investment in R&D will give a bigger stock of knowledge/competence than the double investment in half of the time. So speeding up the investments will not give the same stock at a certain moment. (2) a consistent investment in advertising will give a bigger stock of reputation/image/branding than the double investment in half of the time.
Report on Strategic Marketing Chapter Review [Elegant (VI)]Md. Abdur Rakib
The report is made on the chapter reviews from the strategic marketing book 9th Edition by David W. Cravens & Nigel F. Piercy. 12 chapters are taken for making reviews for the report.
It is prep[ared by Elegant (VI) group, Section: A, Marketing 14th batch, Faculty of Business Studies, University of Dhaka.
Unleash the power of UK SEO with Brand Highlighters! Our guide delves into the unique search landscape of Britain, equipping you with targeted strategies to dominate UK search engine results. Discover local SEO tactics, keyword magic for UK audiences, and mobile optimization secrets. Get your website seen by the right people and propel your brand to the top of UK searches.
To learn more: https://brandhighlighters.co.uk/blog/top-seo-agencies-uk/
A.I. (artificial intelligence) platforms are popping up all the time, and many of them can and should be used to help grow your brand, increase your sales and decrease your marketing costs.In this presentation:We will review some of the best AI platforms that are available for you to use.We will interact with some of the platforms in real-time, so attendees can see how they work.We will also look at some current brands that are using AI to help them create marketing messages, saving them time and money in the process. Lastly, we will discuss the pros and cons of using AI in marketing & branding and have a lively conversation that includes comments from the audience.
Key Takeaways:
Attendees will learn about LLM platforms, like ChatGPT, and how they work, with preset examples and real time interactions with the platform. Attendees will learn about other AI platforms that are creating graphic design elements at the push of a button...pre-set examples and real-time interactions.Attendees will discuss the pros & cons of AI in marketing + branding and share their perspectives with one another. Attendees will learn about the cost savings and the time savings associated with using AI, should they choose to.
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.
Top 3 Ways to Align Sales and Marketing Teams for Rapid GrowthDemandbase
In this session, Demandbase’s Stephanie Quinn, Sr. Director of Integrated and Digital Marketing, Devin Rosenberg, Director of Sales, and Kevin Rooney, Senior Director of Sales Development will share how sales and marketing shapes their day-to-day and what key areas are needed for true alignment.
For too many years marketing and sales have operated in silos...while in some forward thinking companies, the two organizations work together to drive new opportunity development and revenue. This session will explore the lessons learned in that beautiful dance that can occur when marketing and sales work together...to drive new opportunity development, account expansion and customer satisfaction.
No, this is not a conversation about MQLs and SQLs. Instead we will focus on a framework that allows the two organizations to drive company success together.
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
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.
Monthly Social Media News Update May 2024Andy Lambert
TL;DR. These are the three themes that stood out to us over the course of last month.
1️⃣ Social media is becoming increasingly significant for brand discovery. Marketers are now understanding the impact of social and budgets are shifting accordingly.
2️⃣ Instagram’s new algorithm and latest guidance will help us maintain organic growth. Instagram continues to evolve, but Reels remains the most crucial tool for growth.
3️⃣ Collaboration will help us unlock growth. Who we work with will define how fast we grow. Meta continues to evolve their Creator Marketplace and now TikTok are beginning to push ‘collabs’ more too.
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
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
3. 1. Simulation Objective & Summary
The objective of MarkStrat simulation was to increase market share, profitability and
share price index for our company in the industry. Examining external factors, company
capabilities, product portfolio and impact of decisions made were vital to frame strategies.
Annual marketing decisions had to be aligned with the company's targeted future
positioning in the market, carefully observing evolving market expectations and
competitive positionings.
MarkStrat simulation was a great learning experience for me, it provided many
opportunities to learn about developing sustainable marketing strategies. Working in a
group environment helped in gaining knowledge from the shared pool of expertise vreated
by each member’s diverse professional experiences. The biggest challenge faced during
this simulation was to coordinate virtually within the team because of COVID-19 breakout,
which was addressed by our team through constant flow of communication using
technology such as emails, group video calls and online shared journal.
2. Situational Analysis
2.1 Context
a. Opportunities and Key Trends for Growth: Industry is well supported by Socio-
Cultural, economic and political factors, but technological evolution remained the
most important factor. Product innovation to serve unique customer needs was
crucial to drive growth for businesses. Using effective marketing strategies to
encash customer confidence was imperative for businesses to survive the
competitive market (PESTEL - Appendix 5.1, Industry Lifecycle - Appendix 5.3).
b. Industry Dynamics: Because of High Buyer power, businesses had to create
unique & sustainable competitive positioning in the fairly evolved Sonite market.
Research & Development to find out and address specific segment needs were
4. valued by customers and investors, especially in the Vodite market. (Using Porter 5
Forces - Appendix 5.2, Industry Lifecycle - Appendix 5.3)
2.2 Customers
Customers are medium to high technologically evolved and keenly evaluated products
for their needs to get maximum value for money (Segment needs - Appendix 5.12).
Customer needs and income levels influenced the buying decisions in the market, price
remained highest in relative importance of product characteristics. Proactive product
improvements for the changing customer needs (Figure 1 & Figure 2) were expected to
achieve success in the market.
Figure 1: Sonite Perceptual Map – Economy X Performance Evolution
5. Figure 2: Vodite Perceptual Map – Economy X Autonomy Evolution
2.3 Company
2.3.1 Team Structure
Within our team we bring in the expertise in specific areas to take few decisions
individually and some collectively (Figure 3). Our objective was to utilise our existing
positioning in the Sonite market and grow rapidly in the new Vodite market. Taking risks
and exploring unique ideas were most valuable assets of our team. Decisions such as,
borrowing loan higher than our total budget in period 2 to venture in the new market was
unanimously accepted, which eventually become our most fruitful investment.
6. Figure 3: Team Structure
2.3.2 Segmentation, Targeting and Positioning
Market is divided into two categories; Sonite & Vodite. Customer Segments in both
categories possess different need levels for important attributes, such as Performance,
Spending capability, Price sensitivity & growth potential (Appendix 5.12). We approached
different segments with different products and positioning considering individual segment
requirements (Figure 4).
7. Figure 4: Company Segmentation, Targeting and Positioning Chart
2.4 Competition
At the start of simulation, all four companies had equal opportunities to lead the market
by gaining consumer confidence. Our company had the highest share of units sold in the
market at the start of simulation but concentrated to only two segments. All competitors
evolved in the market according to strengths and weaknesses (Figure 5). Our team’s
8. ability to evolve with the market resulted early mover advantage in Vodite categor. This
also helped us to increase net contribution because of uncontested Vodite market,
recapture Sonite market and sustain share price index growth.
Figure 5: Competitive Landscape Evolution
9. 3. Challenges Faced, Marketing Strategies used & Outcomes
3.1 Competitive Frontal Attacks on our Segment Leadership Position in Sonite
Market
At the start of simulation, we were segment leaders in Savers and Shoppers customers
with our products SOFT & SOLO in respective segments. We faced aggressive attacks
by competitors in the Sonite market at different stages of simulation as they launched
new products and improved existing products. Competitive product attributes were closer
to optimum customer requirements, whereas the lack of proactive R&D investment in our
existing products made our products irrelevant to customer needs.
3.1.1 Marketing Strategies Used
a. Reactive Confrontation Strategy
To defend our leadership position (using GE-Mckinsey Matrix - Appendix 5.9), the
strategy to focus on product Improvement in “attractive segments with higher
internal expertise” was selected. Our Company had high expertise in SOFT &
SOLO products within the Sonite market. Both of these segments presented
medium to high market attractiveness as segment growth forecasts were constant
for next 5 years (slightly higher for Savers segment). New R&D projects were
launched (SOFT- Period 4, SOLO – Period 5) to improve the attributes of these
products. Commercial team members were also increased simultaneously to
improve distribution (Product Evolution in Sonite Market - Appendix 5.10.1).
b. Strategic Withdrawal
As part of “Flanker Strategy” we launched SOLT product for Shoppers segment
with higher attributes in Period 4. This product was launched using a research
project earlier made for other segments. However, this product failed to gain
market traction. (Using GE-Mckinsey Matrix - Appendix 5.9) This product was in a
medium attractive market but with lower internal expertise, eventually in Period 6
we decided to withdraw this product.
10. 3.1.2 Growth Opportunities Explored
Using ANSOFF Matrix & SWOT analysis (Appendix 5.7.1 & 5.8.1), following opportunities
were presented in Period 2 as “Market Expansion Strategy” to increase market share and
profitability simultaneously.
- Challenger position in new target Sonite segments: In period three, we
launched SORT product to High Earners & Professionals segments to increase
profitability. We used this product as a challenger in these segments. (Product
Evolution in Sonite Market, Appendix 5.10.1).
- R&D investment in Vodite products and launch before competitors: Research
& Development opportunity for a new product market (Vodite) was available after
the first period. We invested in Vodite product R&D to gain early mover advantage
by targeting high market share. (Product Evolution in Vodite Market - Appendix
5.10.2).
3.1.3 Outcomes
a. Re-establishing Segment Leadership for existing products
As we adopted reactive strategies in the Sonite market, our unit sales market
share declined initially, but we managed to increase our unit sales share by end
of simulation with the growth of the market (Figure 6).
Figure 6: Retail Sales Sonite Market
11. Both our segment leader products, SOFT & SOLO were able to regain the
revenue market share position by the end of simulation (Figure 7).
Figure 7: Market Share Firm by Product - Sonite
b. Market Leadership in New Market
Exploring a unique opportunity to launch a new product in a new market worked
as “Blue Ocean Strategy” for us. While competitors were focused to gain higher
market share in the Sonite market, we became first to launch in the Vodite Market
without competition for 3 consecutive years (Figure 8). This helped us maximise
profits from the new market by adopting the “Skimming Pricing” strategy.
Figure 8: Retail Sales Vodite Market by Firm
12. c. Sustainable Share Price Index Growth
By securing high market share in the profitable new Vodite market and regaining
market share in the Sonite market helped us to achieve constantly growing Share
Price Market Index in the industry (Figure 9).
Figure 9: Share Price Index Industry Performance
3.2 Constantly Changing Consumer Preference
Semantic Scale Ideal Value and Shopping Channel preference for both market and their
segments evolved very rapidly (Appendix 5.11). Investing frequently in R&D projects with
the change of ideal values wasn’t feasible because of budget restrictions.
3.2.1 Marketing Strategies Used
a. Perceptual Positioning Optimisation: Using Multidimensional Scaling &
Semantic Scales reports, we optimised Semantic scales perceptual objectives to
effectively target evolving customers. Increase in Advertising Research spends
were made to accommodate the effectiveness of advertising.
13. b. Distribution Optimisation: Using distribution panel data, commercial team
members were increased and optimised for effectiveness & increased
accessibility.
3.2.2 Outcomes
Perceptual Positioning of products improved and we were able to effectively target the
customer segments without additional research and development investments every year
(Example: Figure 10).
Figure 10: Brand Perception Improvement using Perceptual Targeting - Period 7
With the help of distribution optimisation we were able to improve efficiency of our
distribution channels (Figure 11). The lost sales share because of distribution
continuously declined after period 4.
Figure 11: Units Sold VS Lost sales due to Distribution
14. 3.3 Competitive Attacks on our Segment Leadership Position in Vodite Market
After we launched SEVO product in the Vodite market in Period 3, we enjoyed a market
leader position without competition till Period 5. Product attributes of SEVO were to target
Innovators & Adopters segments. Competitors launched products in Period 6 using
Frontal & Flanker Attacks strategies. This impacted our market share negatively.
3.3.1 Marketing Strategies Used
a) Proactive Confrontation
We noticed that competitors were investing in Vodite market R&D starting from
Period 4. We also anticipated a huge growth in the Followers segment after Period
5. To reduce the impact of competitive attacks, we invested in Vodite Followers
Product R&D in Period 5 and launched “SEVN” product in Period 6 (Appendix -
5.10.2 Product Evolution - Vodite).
3.3.2 Outcomes
Effective Fortress defense strategy helped us to maintain the highest market share in the
Vodite market even after competitors challenged our position. As SEVO market share
declined because of declining share of the Innovator segment in the Vodite market, we
were able to achieve growth in SEVN market share. At the end of Period 8, we managed
to achieve market share leadership in Vodite market by implementing Innovation S-Curve
strategy (Figure 12).
Figure 12: Vodite Retail Sales (Company) & Market Share by competition
15. 4. Learnings
a) Invest to improve “Star products” proactively: In Growth markets, one of the most
important strategy to achieve sustainable competitive advantage is to proactively invest
in existing best seller products before competitors challenge your position. If we have to
play the simulation again, in the second year, I would invest in R&D of SOFT along with
Vodite R&D. Then, invest in SOLO & new product R&D for other segments in the third
year. Lack of R&D in Sonite before Period 4 made our star products become question
mark (Figure 13).
Figure 13: Company BCG Portfolio Analysis
b) Invest in Market Intelligence: We missed many opportunities to improve our
marketing strategies because of not ordering right market research studies in advance.
Learning the behavioral changes in customer segments before it impacts our product
Lack of R&D caused
market share loss
R&D investment
increased
market share
16. attractiveness could help in formulating long term strategies, and create customer centric
products or services. Understanding how competitors are changing in the market using
market research reports (investing their budget in R&D, advertising, channels etc.) also
helps in creating marketing strategies that could give us sustainable competitive
advantage.
For example, we launched the Vodite R&D project without ordering Conjoint Analysis, the
research project was simply based on guess work and approximation of attributes. SEVO
lacked in Autonomy perceptual map because of difference in optimum requirements and
R&D features (Figure 14).
Figure 14: Perceptual Map Vodite Period 7
We also missed many opportunities to effectively target perceptual objectives in
marketing mix because we didn’t order Sonite Conjoint Analysis, Semantic Scale report
& Multidimensional scaling reports.
We are 10 points away in autonomy, at the
time of launch we were 8 points away