The document outlines a three step process for developing a strategic marketing plan:
1) Analyze internal strengths/weaknesses and external opportunities/threats by talking to customers, understanding core competencies, knowing competitors, and industry trends. Then select an overall strategy.
2) Develop a marketing strategy through market segmentation, targeting, and positioning to establish leadership.
3) Implement marketing tactics like product, price, placement, and promotion that fit the strategic positioning.
The document analyzes different business segments of Starbucks using GE matrices:
- Starbucks coffee is in the "grow and build" quadrant due to its strong competitive strength and the high attractiveness of the brewed coffee industry. The strategy is to expand market penetration in markets like China and India and develop new products.
- K-cup coffee has average-weak competitive strength and medium-high industry attractiveness, placing it in the "selective investment" quadrant. The strategy focuses on product development and related diversification.
- Starbucks Europe has weak competitive strength and medium industry attractiveness, placing it in the "divest/retrench" quadrant. The strategy is to close stores in major cities and move to
This document provides a strategic analysis of Apple Inc. It begins with an introduction and timeline of Apple. It then performs an external analysis noting high rivalry among competitors and bargaining power of suppliers and buyers. An internal analysis includes examining Apple's value chain and identifying resources as VRIN. Apple's business strategies are differentiation and focus. Issues discussed include maintaining high margins versus market share, and using large cash reserves to vertically integrate the supply chain. Opportunities in televisions are also summarized.
Biscuit Industry in light of Porters Five Forces Frameworkarushiemarwah
This document analyzes Porter's five forces framework in the Indian biscuit industry. It discusses each of the five competitive forces - the bargaining power of suppliers and buyers, industry rivalry, threat of substitutes, and threat of new entrants. The biscuit industry in India is large with annual turnover of Rs. 3000 crores and employs over 3.5 lakh people directly. While competition is intense among established players, the market remains largely untapped, leaving room for further growth. Buyer power is high due to low switching costs and numerous substitutes.
Starbucks strategic management presentation outlines the company's business description, industry overview, and key strategies. Starbucks was established in 1971 and has grown to over 9,000 stores worldwide. Their mission is to inspire and nurture the human spirit through quality coffee. Starbucks faces issues of market saturation domestically but sees opportunities for international growth. Their strategies include rapid store expansion, extensive training, innovative products, and ensuring quality coffee sourcing.
- Starbucks opened its first store in 1971 in Seattle's Pike Place Market and has since expanded to over 15,000 stores globally.
- In 1984, Howard Schultz convinced the founders to test the coffee bar concept, expanding Starbucks' business model.
- Starbucks released its first mail-order coffee catalog in 1988, allowing customers to order coffee nationwide.
- Starbucks focuses on high-quality coffee, pastries, and a third place experience for customers beyond home and work.
Samsung is a South Korean multinational electronics company founded in 1938. It has annual revenue over $305 billion and employs 489,000 people globally. Samsung operates in 80 countries through 15 regional headquarters and has diverse business areas including consumer electronics, IT, mobile communications, and semiconductor manufacturing. It has a strong focus on innovation through its $9 billion annual R&D budget and 34 R&D centers worldwide. Samsung holds the top market share position for LCD screens and mobile phones. It faces challenges from short product lifecycles and aggressive Chinese competitors, but maintains its leading position through localized marketing, premium pricing, and vertical integration across manufacturing and supply chain.
The document provides information on the BCG matrix and GE matrix, which are tools for analyzing a company's business portfolio.
The BCG matrix developed by Bruce Henderson classifies products into four categories (Stars, Cash Cows, Question Marks, Dogs) based on market share and market growth. The GE matrix developed by McKinsey uses a nine-cell grid to classify products based on business strength and industry attractiveness.
The document then analyzes McDonald's and Google using both matrices, classifying some of their products and services into the different categories to demonstrate how the tools can be applied.
The document analyzes different business segments of Starbucks using GE matrices:
- Starbucks coffee is in the "grow and build" quadrant due to its strong competitive strength and the high attractiveness of the brewed coffee industry. The strategy is to expand market penetration in markets like China and India and develop new products.
- K-cup coffee has average-weak competitive strength and medium-high industry attractiveness, placing it in the "selective investment" quadrant. The strategy focuses on product development and related diversification.
- Starbucks Europe has weak competitive strength and medium industry attractiveness, placing it in the "divest/retrench" quadrant. The strategy is to close stores in major cities and move to
This document provides a strategic analysis of Apple Inc. It begins with an introduction and timeline of Apple. It then performs an external analysis noting high rivalry among competitors and bargaining power of suppliers and buyers. An internal analysis includes examining Apple's value chain and identifying resources as VRIN. Apple's business strategies are differentiation and focus. Issues discussed include maintaining high margins versus market share, and using large cash reserves to vertically integrate the supply chain. Opportunities in televisions are also summarized.
Biscuit Industry in light of Porters Five Forces Frameworkarushiemarwah
This document analyzes Porter's five forces framework in the Indian biscuit industry. It discusses each of the five competitive forces - the bargaining power of suppliers and buyers, industry rivalry, threat of substitutes, and threat of new entrants. The biscuit industry in India is large with annual turnover of Rs. 3000 crores and employs over 3.5 lakh people directly. While competition is intense among established players, the market remains largely untapped, leaving room for further growth. Buyer power is high due to low switching costs and numerous substitutes.
Starbucks strategic management presentation outlines the company's business description, industry overview, and key strategies. Starbucks was established in 1971 and has grown to over 9,000 stores worldwide. Their mission is to inspire and nurture the human spirit through quality coffee. Starbucks faces issues of market saturation domestically but sees opportunities for international growth. Their strategies include rapid store expansion, extensive training, innovative products, and ensuring quality coffee sourcing.
- Starbucks opened its first store in 1971 in Seattle's Pike Place Market and has since expanded to over 15,000 stores globally.
- In 1984, Howard Schultz convinced the founders to test the coffee bar concept, expanding Starbucks' business model.
- Starbucks released its first mail-order coffee catalog in 1988, allowing customers to order coffee nationwide.
- Starbucks focuses on high-quality coffee, pastries, and a third place experience for customers beyond home and work.
Samsung is a South Korean multinational electronics company founded in 1938. It has annual revenue over $305 billion and employs 489,000 people globally. Samsung operates in 80 countries through 15 regional headquarters and has diverse business areas including consumer electronics, IT, mobile communications, and semiconductor manufacturing. It has a strong focus on innovation through its $9 billion annual R&D budget and 34 R&D centers worldwide. Samsung holds the top market share position for LCD screens and mobile phones. It faces challenges from short product lifecycles and aggressive Chinese competitors, but maintains its leading position through localized marketing, premium pricing, and vertical integration across manufacturing and supply chain.
The document provides information on the BCG matrix and GE matrix, which are tools for analyzing a company's business portfolio.
The BCG matrix developed by Bruce Henderson classifies products into four categories (Stars, Cash Cows, Question Marks, Dogs) based on market share and market growth. The GE matrix developed by McKinsey uses a nine-cell grid to classify products based on business strength and industry attractiveness.
The document then analyzes McDonald's and Google using both matrices, classifying some of their products and services into the different categories to demonstrate how the tools can be applied.
Porter's Five Forces is a model for industry analysis that examines five competitive forces that shape every industry. The five forces are: the threat of new entrants, the threat of substitutes, the bargaining power of suppliers, the bargaining power of customers, and the intensity of rivalry among existing competitors. The model helps understand the attractiveness of an industry and the sources of competitive advantage within it.
ITC has diversified from its origins in tobacco into various business segments including FMCG, hotels, paper, and IT. It has the largest distribution network in India. While still reliant on cigarettes, ITC is focusing on growing its non-cigarette businesses like FMCG which saw 15.7% revenue growth. ITC aims to leverage its distribution to become a major FMCG player. Further investments in areas like agriculture, R&D, and expanding markets can help ITC reduce reliance on cigarettes over time.
Tata Motors was losing $108 million annually in its commercial vehicle business unit in 2001 due to market shrinkage. It implemented a new corporate strategy to turn this around. The strategy involved forming a corporate team to design a balanced scorecard approach and coordinate resources across business units. It centralized sourcing to reduce costs and communized parts. This allowed economies of scope where combined production of passenger and commercial vehicles exceeded the total if produced separately, improving profits by over $106 million within two years.
presentation on the history of nokia then discuss its five mistakes that leads the nokia to decline and at he end what lession we learnt from nokia decline
Nestle Lanka PLC manufactures and distributes food and beverage products in Sri Lanka. Their Maggi instant noodle brand holds 45-50% of the noodle market share. Between 2008-2013, Maggi noodle revenue grew by 15% annually on average. The company faces competition from Prima and Alli noodle brands. To increase market share, Nestle will reposition Maggi as a family brand and launch new product lines fortified with vitamins and minerals while utilizing competitive pricing and widespread distribution. The marketing objectives are to increase Maggi's market share to 50-60% and brand awareness by 10% through new product launches, upgrading existing lines, and promotional activities over the next year.
All aspect of strategic management of Stabucks.
If you would like to download these slides, send me via: nguyenpuyen91@gmail.com with your purpose of download.
Distribution & Channel Management, Promotion Decisions OF ITC LimitedReyaz Jafar
ITC Limited or ITC is an Indian conglomerate headquartered in Kolkata, West Bengal. Its diversified business includes five segments: Fast-Moving Consumer Goods, Hotels, Paperboard & Packaging, Agri Business & Information Technology.
In this presentation it is describe their promotion strategy and distribution and channel management system,how ITC Ltd. work with.
- ITC first launched food brands like Kitchens of India and staples brands like Aashirvaad Atta in the early 2000s.
- It later launched Sunfeast biscuits in 2003 and entered the branded snacks category with Bingo! in 2007.
- In 2010, Sunfeast extended into the noodles category by launching Sunfeast Yippee noodles. Within a few years, Yippee gained market share by leveraging ITC's distribution network and targeting both mothers and children.
This document discusses a dissertation submitted by five students to Seethalakshmi Ramaswami College in partial fulfillment of the requirements for the award of the degree of Master of Commerce in Corporate Finance. The dissertation focuses on analyzing the growth and expansion of Fast Moving Consumer Goods (FMCG) sector in India with special reference to Procter & Gamble. It includes chapters on the company profile of P&G, an analysis of P&G on various parameters, sustainability practices of P&G, and recommendations.
Team TCIS developed Chotukool, an affordable and portable battery-operated refrigerator that can store daily items like vegetables, juices, and drinks. Chotukool won the 2012 Edison Award Gold prize in the Social Impact category for addressing the need of 80% of Indian families that cannot afford a traditional refrigerator. It weighs only 8.9 kg, runs on a cooling chip and fan like those in computers, and maintains cool temperatures on a 12-volt battery. Priced at only 3,790 INR, Chotukool has the potential to improve lives and standards of living for millions of people in India.
This presentation provides an overview of Walmart, including:
1) An introduction to Walmart as the world's largest retailer, founded in 1962 in Arkansas.
2) Details on Walmart's history, business description, vision/mission/values, corporate strategy of market dominance and international expansion.
3) Analysis of Walmart's competitive strategies of low cost leadership and differentiation, as well as its business strategies centered around low prices, vendor relationships, and technology investment.
4) Criticisms faced by Walmart regarding its impacts on local communities, treatment of employees, and various legal issues.
The presentation covers Walmart's operations, strategies, and criticisms in comprehensive detail over 12 sections.
The document analyzes Starbucks' business strategies and challenges in the early 2000s. It discusses how Starbucks originally focused on specialty coffee, customer service, and creating a "third place" atmosphere. However, over time Starbucks introduced many new products that complicated orders and increased wait times, threatening customer satisfaction. It also discusses challenges like store cannibalization, lack of brand differentiation, and opportunities like expanding into new markets and grocery sales. The document evaluates alternatives for Starbucks to refocus on the customer experience and redefine their marketing strategies based on customer research.
Britannia is India's leading food company established in 1892. It has a 38% market share in India and generates most of its revenue (90%) from biscuits. Its popular biscuit brands are Good Day, Marie, and Bourbon.
Good Day was launched in 1986 and focuses on healthy biscuits with cashew and butter fillings. Marie is Britannia's oldest brand enjoying over 50 years of heritage as a healthy tea-time biscuit. Bourbon is known for its thick chocolate filling between two crunchy biscuits.
All three brands use competitive pricing strategies and promotions through TV, print, and digital ads with offers and events to drive sales.
Dabur India Limited is India's leading FMCG company with over 100 years of history. It has two major business units: Consumer Care and Consumer Health. Dabur follows a strategy of focusing on its core brands, being professionally managed, providing innovative yet natural products, and building its platform as a global Ayurvedic leader. A key achievement was entering a joint venture with Agrolimen of Spain in 1992 to manufacture confectionary in India. Dabur continues its strategic focus on expansion, acquisition, and innovation across global markets and product segments.
Porter's Five Forces Model and Porter's Value Chain of NestleSubrienna Othman
This document discusses Porter's Five Forces model and Porter's value chain model using Nestle as an example. It analyzes Nestle using the five forces of competition, threat of new entrants, threat of substitutes, bargaining power of suppliers, bargaining power of customers, and competitive rivalry. It then describes Nestle's value chain including primary activities like inbound logistics, operations, outbound logistics, marketing and sales, and services. It also discusses Nestle's supporting activities such as procurement, human resource management, technological development, and infrastructure.
Contents
Sector Information
GDP Contribution
Growth
Porter 5 forces Model
SWOT Analysis
About the company
Competitor Analysis
Marketing Strategies of SONY
Marketing Mix - 4P
STP
Distribution Strategy
Digital Marketing Strategy
Sales Forecast
Consumer buying behaviour
Factor analysis
Conclusion
References
Maggi 2-minute noodles has enjoyed market dominance in India since being introduced in 1982 by Nestle. It currently holds around 90% market share. Maggi went through the typical product lifecycle stages of introduction, growth, maturity, and decline when Nestle changed the formulation in 1997. However, in 1999 Maggi was relaunched and recaptured the market through new advertisements and focusing on its benefits of being instant and healthy. The document suggests promotional strategies for Maggi like test marketing new products, strengthening rural distribution, and launching new ad campaigns with a brand ambassador.
This document is a case study analysis of IKEA, the largest furniture retailer in the world. It provides background information on IKEA's history, vision, mission, objectives, organizational structure, and financial analysis. The case study analyzes how IKEA became successful by pioneering affordable flat-pack furniture and applying a low-cost business model. It also summarizes IKEA's financial growth from 2009 to 2010, with increases in net income, revenue, and gross profit driven by new store openings and sales growth.
The document summarizes an exhibitor marketing workshop for sensor companies. The workshop covers developing a strategic marketing plan in 3 steps: 1) Analyzing the company's current position through customer interviews, competencies, competitors, and trends. 2) Defining goals through market segmentation, targeting, and positioning. 3) Implementing tactics for product, price, placement, and promotion. The workshop teaches how to simplify complex sensor markets and develop a focused strategy and value proposition for profitable growth.
The document discusses competitive intelligence and provides guidance on developing an effective competitive intelligence program. It covers topics such as:
- The importance of minimizing threats from competitors and maximizing market opportunities.
- Following a disciplined process of information collection, analysis, and recommendations.
- Conducting benchmarking, SWOT analysis, and growth vector analysis to evaluate competitors.
- Developing key intelligence topics to guide strategic decision making.
- Implementing a competitive intelligence program can help improve planning, decision making, and strategy execution.
Porter's Five Forces is a model for industry analysis that examines five competitive forces that shape every industry. The five forces are: the threat of new entrants, the threat of substitutes, the bargaining power of suppliers, the bargaining power of customers, and the intensity of rivalry among existing competitors. The model helps understand the attractiveness of an industry and the sources of competitive advantage within it.
ITC has diversified from its origins in tobacco into various business segments including FMCG, hotels, paper, and IT. It has the largest distribution network in India. While still reliant on cigarettes, ITC is focusing on growing its non-cigarette businesses like FMCG which saw 15.7% revenue growth. ITC aims to leverage its distribution to become a major FMCG player. Further investments in areas like agriculture, R&D, and expanding markets can help ITC reduce reliance on cigarettes over time.
Tata Motors was losing $108 million annually in its commercial vehicle business unit in 2001 due to market shrinkage. It implemented a new corporate strategy to turn this around. The strategy involved forming a corporate team to design a balanced scorecard approach and coordinate resources across business units. It centralized sourcing to reduce costs and communized parts. This allowed economies of scope where combined production of passenger and commercial vehicles exceeded the total if produced separately, improving profits by over $106 million within two years.
presentation on the history of nokia then discuss its five mistakes that leads the nokia to decline and at he end what lession we learnt from nokia decline
Nestle Lanka PLC manufactures and distributes food and beverage products in Sri Lanka. Their Maggi instant noodle brand holds 45-50% of the noodle market share. Between 2008-2013, Maggi noodle revenue grew by 15% annually on average. The company faces competition from Prima and Alli noodle brands. To increase market share, Nestle will reposition Maggi as a family brand and launch new product lines fortified with vitamins and minerals while utilizing competitive pricing and widespread distribution. The marketing objectives are to increase Maggi's market share to 50-60% and brand awareness by 10% through new product launches, upgrading existing lines, and promotional activities over the next year.
All aspect of strategic management of Stabucks.
If you would like to download these slides, send me via: nguyenpuyen91@gmail.com with your purpose of download.
Distribution & Channel Management, Promotion Decisions OF ITC LimitedReyaz Jafar
ITC Limited or ITC is an Indian conglomerate headquartered in Kolkata, West Bengal. Its diversified business includes five segments: Fast-Moving Consumer Goods, Hotels, Paperboard & Packaging, Agri Business & Information Technology.
In this presentation it is describe their promotion strategy and distribution and channel management system,how ITC Ltd. work with.
- ITC first launched food brands like Kitchens of India and staples brands like Aashirvaad Atta in the early 2000s.
- It later launched Sunfeast biscuits in 2003 and entered the branded snacks category with Bingo! in 2007.
- In 2010, Sunfeast extended into the noodles category by launching Sunfeast Yippee noodles. Within a few years, Yippee gained market share by leveraging ITC's distribution network and targeting both mothers and children.
This document discusses a dissertation submitted by five students to Seethalakshmi Ramaswami College in partial fulfillment of the requirements for the award of the degree of Master of Commerce in Corporate Finance. The dissertation focuses on analyzing the growth and expansion of Fast Moving Consumer Goods (FMCG) sector in India with special reference to Procter & Gamble. It includes chapters on the company profile of P&G, an analysis of P&G on various parameters, sustainability practices of P&G, and recommendations.
Team TCIS developed Chotukool, an affordable and portable battery-operated refrigerator that can store daily items like vegetables, juices, and drinks. Chotukool won the 2012 Edison Award Gold prize in the Social Impact category for addressing the need of 80% of Indian families that cannot afford a traditional refrigerator. It weighs only 8.9 kg, runs on a cooling chip and fan like those in computers, and maintains cool temperatures on a 12-volt battery. Priced at only 3,790 INR, Chotukool has the potential to improve lives and standards of living for millions of people in India.
This presentation provides an overview of Walmart, including:
1) An introduction to Walmart as the world's largest retailer, founded in 1962 in Arkansas.
2) Details on Walmart's history, business description, vision/mission/values, corporate strategy of market dominance and international expansion.
3) Analysis of Walmart's competitive strategies of low cost leadership and differentiation, as well as its business strategies centered around low prices, vendor relationships, and technology investment.
4) Criticisms faced by Walmart regarding its impacts on local communities, treatment of employees, and various legal issues.
The presentation covers Walmart's operations, strategies, and criticisms in comprehensive detail over 12 sections.
The document analyzes Starbucks' business strategies and challenges in the early 2000s. It discusses how Starbucks originally focused on specialty coffee, customer service, and creating a "third place" atmosphere. However, over time Starbucks introduced many new products that complicated orders and increased wait times, threatening customer satisfaction. It also discusses challenges like store cannibalization, lack of brand differentiation, and opportunities like expanding into new markets and grocery sales. The document evaluates alternatives for Starbucks to refocus on the customer experience and redefine their marketing strategies based on customer research.
Britannia is India's leading food company established in 1892. It has a 38% market share in India and generates most of its revenue (90%) from biscuits. Its popular biscuit brands are Good Day, Marie, and Bourbon.
Good Day was launched in 1986 and focuses on healthy biscuits with cashew and butter fillings. Marie is Britannia's oldest brand enjoying over 50 years of heritage as a healthy tea-time biscuit. Bourbon is known for its thick chocolate filling between two crunchy biscuits.
All three brands use competitive pricing strategies and promotions through TV, print, and digital ads with offers and events to drive sales.
Dabur India Limited is India's leading FMCG company with over 100 years of history. It has two major business units: Consumer Care and Consumer Health. Dabur follows a strategy of focusing on its core brands, being professionally managed, providing innovative yet natural products, and building its platform as a global Ayurvedic leader. A key achievement was entering a joint venture with Agrolimen of Spain in 1992 to manufacture confectionary in India. Dabur continues its strategic focus on expansion, acquisition, and innovation across global markets and product segments.
Porter's Five Forces Model and Porter's Value Chain of NestleSubrienna Othman
This document discusses Porter's Five Forces model and Porter's value chain model using Nestle as an example. It analyzes Nestle using the five forces of competition, threat of new entrants, threat of substitutes, bargaining power of suppliers, bargaining power of customers, and competitive rivalry. It then describes Nestle's value chain including primary activities like inbound logistics, operations, outbound logistics, marketing and sales, and services. It also discusses Nestle's supporting activities such as procurement, human resource management, technological development, and infrastructure.
Contents
Sector Information
GDP Contribution
Growth
Porter 5 forces Model
SWOT Analysis
About the company
Competitor Analysis
Marketing Strategies of SONY
Marketing Mix - 4P
STP
Distribution Strategy
Digital Marketing Strategy
Sales Forecast
Consumer buying behaviour
Factor analysis
Conclusion
References
Maggi 2-minute noodles has enjoyed market dominance in India since being introduced in 1982 by Nestle. It currently holds around 90% market share. Maggi went through the typical product lifecycle stages of introduction, growth, maturity, and decline when Nestle changed the formulation in 1997. However, in 1999 Maggi was relaunched and recaptured the market through new advertisements and focusing on its benefits of being instant and healthy. The document suggests promotional strategies for Maggi like test marketing new products, strengthening rural distribution, and launching new ad campaigns with a brand ambassador.
This document is a case study analysis of IKEA, the largest furniture retailer in the world. It provides background information on IKEA's history, vision, mission, objectives, organizational structure, and financial analysis. The case study analyzes how IKEA became successful by pioneering affordable flat-pack furniture and applying a low-cost business model. It also summarizes IKEA's financial growth from 2009 to 2010, with increases in net income, revenue, and gross profit driven by new store openings and sales growth.
The document summarizes an exhibitor marketing workshop for sensor companies. The workshop covers developing a strategic marketing plan in 3 steps: 1) Analyzing the company's current position through customer interviews, competencies, competitors, and trends. 2) Defining goals through market segmentation, targeting, and positioning. 3) Implementing tactics for product, price, placement, and promotion. The workshop teaches how to simplify complex sensor markets and develop a focused strategy and value proposition for profitable growth.
The document discusses competitive intelligence and provides guidance on developing an effective competitive intelligence program. It covers topics such as:
- The importance of minimizing threats from competitors and maximizing market opportunities.
- Following a disciplined process of information collection, analysis, and recommendations.
- Conducting benchmarking, SWOT analysis, and growth vector analysis to evaluate competitors.
- Developing key intelligence topics to guide strategic decision making.
- Implementing a competitive intelligence program can help improve planning, decision making, and strategy execution.
This document discusses the importance of competitive intelligence (CI) for businesses. It provides an overview of CI processes and techniques including analyzing competitors, customers, technologies and the external environment. CI helps minimize threats and maximize opportunities. It is an important input for strategic decision making. The document emphasizes that CI requires collecting information from various sources, analyzing it to extract insights, and using those insights to make better strategic, operational and tactical decisions.
Applying Innovation Intelligence for Market Segmentation and TargetingArik Johnson
The document discusses applying innovation intelligence for market segmentation and targeting. It covers topics like understanding customer needs rather than wants, identifying non-customers, disruption theory, signals of change, and organizational reconnaissance to anticipate industry changes. Innovation types include business models, processes, products, and more. Framework areas discussed are risk, efficiency, customers, outlook, and novelty. Additional concepts covered are competitive benchmarking, growth vector analysis, and macro environmental analysis. The goal is to use intelligence approaches to minimize threats and maximize opportunities for strategic decision making.
The Competitive Intelligence Continuum - Taking Wisconsin to the WorldArik Johnson
The document discusses competitive intelligence and provides an overview of key concepts and processes. It defines competitive intelligence as a disciplined process of information collection and analysis to support better decision-making. It discusses trends like organizational acculturation and disruptive innovation. The document also outlines traditional competitive intelligence processes like identifying key intelligence topics, primary and secondary research, analysis techniques like SWOT and benchmarking, and how competitive intelligence supports strategic planning.
The document discusses three trends influencing competitive intelligence (CI) abilities: organizational acculturation where all employees contribute to intelligence efforts, corporate governance with board-level priority on reliable earnings forecasts, and disruptive innovation in predicting competitive battles. It also discusses CI processes like collecting information from primary and secondary sources, analyzing data versus just collecting facts, and using tools like SWOT analysis, growth vector analysis, and disruptive innovation theory. The document advocates for an equilibrium approach to CI that can be both decisive in making recommendations and incisive in interpreting emerging trends.
Competitive Intelligence for Market Researchers: an Exercise-Driven, Interact...Arik Johnson
Introduction to Competitive Intelligence Principles Workshop, Designed for a Market Research Audience and Delivered at the 2006 Institute for International Research (IIR) Market Research Event in Los Angeles, California October 22
LifeSciencealley Keynote Twin Cities 20080919Arik Johnson
The document discusses competitive intelligence and how it can help companies anticipate changes in their industry. It describes Aurora WDC's approach to competitive intelligence, which involves monitoring competitors, customers, technologies and the external environment. The goal is to provide strategic decision-making support through a disciplined intelligence process involving data collection, analysis and recommendations. Key topics of intelligence are identified, including strategic issues, key players, and early warning signs of potential disruptions.
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.
The document discusses competitive intelligence and disruptive innovation. It defines competitive intelligence as collecting and analyzing information to help companies make strategic, operational, and tactical decisions. It discusses techniques for analyzing competitors, customers, and technologies. It also introduces the concepts of sustaining and disruptive innovation, where sustaining innovations improve existing products but disruptive innovations introduce simpler, more affordable options.
CI 2.0 - Competitive Innovation IntelligenceArik Johnson
Presentation to KMWorld 2006 Audience in San Jose California October 31 on How the Principles of Disruptive Innovation, Risk Management, Corporate Governance and Enterprise Collaboration are Driving the Incorporation of Blog, Wiki, Social Networking, Free-Tagging, Prediction Market and other Web 2.0 Features and Capabilities into Traditional Competitive Intelligence Software
This document discusses operationalizing voice of the customer (VOC) to ensure superior customer value across the entire customer experience. It introduces Market Value Solutions, a consulting firm that focuses on measuring and managing customer value using VOC to quantify value propositions in targeted markets. The document outlines Market Value Solution's expertise in customer value analysis and management. It then provides examples of companies that have deployed Market Value Solutions strategically and operationally. The rest of the document discusses topics like the evolution of six sigma, combining six sigma and marketing, and value-driven six sigma. It also provides details on Market Value Solution's modified DMAIC process and tools used in their approach. Finally, it summarizes two case examples of Market Value Solutions deployments
The document provides an overview of key marketing concepts including:
1) Marketing involves facilitating exchanges between parties where each party has something of value to the other. It can involve the marketing of goods, services, and other offerings.
2) Marketing takes place within environments including micro and macro factors that impact organizations.
3) The marketing mix, also known as the 4Ps, involves decisions around product, price, place, and promotion.
This document outlines the scope of a market research study on the rigid plastic packaging market. It discusses three potential options for the scope of the study, which would analyze the global market or focus specifically on the Indian market. The study would include chapters covering market dynamics, size, segmentation by material, product, production process, end user, and region. It would also include competitive analysis and profiles of major players. The goal is to generate a substantial market database through primary and secondary research to provide industry insights and support clients' business decisions.
The document discusses various marketing strategies and models, including:
1. It outlines the 8 M's of management and defines strategy as specifying objectives, resource deployment, and interactions with markets and competitors.
2. It describes the hierarchy of strategy from corporate mission down to functional strategies.
3. Porter's model of competitive industry structure is presented, analyzing factors like bargaining power of suppliers and threats of substitution.
4. Generic marketing strategies like cost leadership, differentiation, and focus are defined. Product mix strategies and product-market growth strategies are also covered.
How To Beat Competition In Retail Business PowerPoint Presentation SlidesSlideTeam
How To Beat Competition In Retail Business PowerPoint Presentation Slides uses cutting-edge design practices and information collected by industry experts. Use this PowerPoint template deck to represent retail industry competition analysis. Showcase how your organization can gain a competitive edge within the retail market. Our PPT slideshow helps you in consolidating and communicating insights. Employ this retail sector PowerPoint presentation to demonstrate the sources of competitive advantage. Devise strategies for each source. For instance, illustrate the service location strategy of global expansion. Similarly, elucidate the barriers to entry, and first-mover advantage. Utilize this retail market competition PPT layout to portray sample strategies. Describe the generic strategies for your organization to gain a competitive advantage. These include Porter’s cost leadership strategy, differentiation strategy, and focus strategy. Since these are not limited to a particular market, retail professionals from all domains can use this presentation. So, hit the download icon and begin personalization instantly. Our How To Beat Competition In Retail Business PowerPoint Presentation Slides are explicit and effective. They combine clarity and concise expression. https://bit.ly/2JLA3Vq
Business plan for a millimeter wave technology businessJuliet John
The business plan is for a new company providing millimeter wave technology products and services. The company aims to offer a variety of equipment including antennas, amplifiers, converters, and more. Their target customers include RF engineers in industries using this technology like aerospace, aviation, defense, and others. The marketing strategy involves direct selling, strategic partnerships, and an e-commerce website to reach customers globally and compete effectively in this growing market driven by 5G adoption.
This document summarizes a presentation about market validation - a process of evaluating market demand before developing a product. It discusses how most new businesses and products fail due to lack of market focus. The presenter advocates a 3-step market validation process: Ready (assess idea feasibility), Aim (primary market research), and Fire (quick product launch). Conducting in-depth market research upfront through validation allows companies to avoid spending heavily on products unlikely to sell. The presentation provides examples and urges companies to validate markets before extensive development.
1. SensorStrategy.com 617 698 1123 1
Developing a Strategic Marketing Plan
for your Sensor Business
Presented by
Bryan Manning
President
B & D International, LLC
2. SensorStrategy.com 617 698 1123 2
Typical Strategic Planning Approach
Strategic Planning at Hawker Siddeley
Time consuming: ties up valuable key staff for long
periods
Complicated
Very expensive
Difficult to implement
3. SensorStrategy.com 617 698 1123 3
Marketing Strategy 1,2, 3
Step 1: Where we are today
Internal and External Analysis
TALK TO CUSTOMERS
Company’s Core Competencies
Know your competition
What’s happening in your Industry
Select company’s overall strategy
Step 2: Where we want to go
Marketing Strategy
Segmentation
Targeting
Positioning
Develop a unique, sustainable value proposition backed by compelling evidence on differentiation to establish and
maintain market leadership
Step 3: How will we get there
Marketing Tactics
Product
Price
Place (channels)
Promotion
Purse tactics that fit the Strategic Positioning
4. SensorStrategy.com 617 698 1123 4
Step 1: Where we are today
Internal & External Analysis
TALK TO CUSTOMERS
First and most important step in any marketing
strategy
Talking to customers important at every stage
Concentrating on existing customers often
overlooked
Value of existing customers can be very high
5. SensorStrategy.com 617 698 1123 5
Growth Strategy Options
Best sequence
• Start with Existing Markets/Products
• Then Existing Markets/New Products
• Then New Markets/Existing Products
Existing Products New Products
New
Markets
Existing
Markets
#1
Market Penetration Product Development
Market Development Diversification
#2
#3 #4
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Growth Strategy Options
Best sequence
• Start with Existing Customers/Products
• Then Existing Customers/New Products
• Then New Customers/Existing Products
Existing Products New Products
New
Customers
Existing
Customers
Customer Penetration
Product Development
Market Development Diversification
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Talk to Existing Customers
-The first step
Contact existing customers on a frequent basis
Ask them is they are satisfied with your performance
Customer Surveys
Pursue other applications in existing locations
Ask for contact names in other locations in the US
and overseas
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Know Your Competition
Why?
Defend your base business
Important in differentiation/positioning
Forecast changes in the marketplace: (technology, pricing,
trends etc.)
How?
Customers/salesforce
Constantly tracking them (by yourselves or with outside help)
Benchmarking
Shows/Seminars/Publications
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Sun Tzu says….
What enables the enlightened ruler and the
sage general to achieve results beyond the
capability of the ordinary man is
FOREKNOWLEDGE
The nature of war is ceaseless change – be
prepared to change plans in mid-course
The expert commander strikes only when the
situation assures victory
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Sun Tzu says….
The Art of War strategic and tactical doctrines
are based on deception; the creation of false
appearances to mystify and delude the
enemy
The indirect approach
Ready adaptability to the enemy’s situation
Flexible and coordinated maneuver of separate
combat elements
And speedy concentration against points of
weakness
The only constant in war is constant change
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Know Your Competition
Gates Casts Cold Eye on Google
CARLSBAD, Calif. -- Don’t be fooled by all those speeches
about global health and high-school education. Bill Gates is
still, first and foremost, about clobbering Microsoft
Corp’s Competition.
Courtesy: The Wall Street Journal
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Know What’s Happening in Your
Industry
Keep track of trends in your industry
Size and growth of Industry and sub-segments
Changes and direction of new technology
Global trends
New players in the industry
Keep track of trends in your Customer’s industry
Size and growth of Industry and sub-segments
Track new potential applications
Vendor reduction
Outsourcing
Off shore manufacturing
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Step 1: Where we are today
Final Step: Select Strategic Alternatives
After an in-dept review of “where you
are today” decide on one or more
overall strategic alternatives
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Strategic Alternatives
Michael Porter says: “Differentiation and low cost
represent the two basic strategies available to firms and that
all successful strategies will involve one or both of these
thrusts”
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Differentiation Strategy
Product offering is differentiated from the competition,
concentrating on what target customers value most
such as:
Quality
Reliability
Ease of use
Features (e.g ability to handle harsh
environments)
Excellent Service
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Focus Strategy
Focusing the business on either a:
Focus on the type of Sensor product offered:
Temperature and Pressure Sensors
Level Sensors
Non-contact Displacement Sensors
Focus on relatively small segments or sub segments of the
market:
Automotive braking systems market
Brake testing systems
Disc Brake displacement measurement
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Why Differentiation and Focus?
The Sensors market is extremely fragmented
(there are thousands of sensor companies worldwide)
It’s so fragmented because the market can be
subdivided by three non-exclusive basic
categories:
Parameter sensed (Temperature, Pressure etc)
Technology used (bi-metal, thermistors, RTDs etc)
Specific Applications (e.g. satellite thermal control)
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Why Differentiation and Focus?
The market is therefore highly
fragmented into thousands of market
sub segments
For example one of a sensor suppliers
focuses could be supplying Temperature
sensors using bi-metal technology for the
application of satellite thermal control
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Marketing Strategy 1,2, 3
Step 1: Where we are today
Internal and External Analysis
TALK TO CUSTOMERS
Company’s Core Competencies
Know your competition
What’s happening in your Industry
Select company’s overall strategy
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Marketing Strategy 1,2, 3
Step 1: Where we are today
Internal and External Analysis
TALK TO CUSTOMERS
Company’s Core Competencies
Know your competition
What’s happening in your Industry
Select company’s overall strategy
Step 2: Where we want to go
Marketing Strategy
Segmentation
Targeting
Positioning
Develop a unique, sustainable value proposition backed by compelling evidence on differentiation to establish and
maintain market leadership
Step 3: How will we get there
Marketing Tactics
Product
Price
Place (channels)
Promotion
Purse tactics that fit the Strategic Positioning
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Step 2: Where we want to go..
Develop Marketing Strategy
Segmentation
Targeting
Positioning
Develop a unique, sustainable value proposition backed by
compelling evidence on differentiation to establish and
maintain market leadership
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Step 2: Where we want to go..
Segmentation
Separate customers or potential
customers into groups with like
wants and needs
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Market by Application
Aircraft Thermal Control
Satellite Thermal Control
Aerospace Market
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Step 2: Where we want to go..
Targeting
What bases?
Excellent Match with company’s Core Competencies
Matches companies overall strategy
Competition (or lack thereof)
Size/growth
Profitability
Company’s feature and benefits match target market’s like
wants and needs
Resources required
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Step 2: Where we want to go..
Positioning
Describes the position a firm wishes to occupy in
the mind of customers in the target segment
versus the competition
According to David Aaker, Positioning must:
Resonate with the target market
Differentiate from competitors
Reflect the culture, strategy, and capabilities of the
business
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Step 2: Where we want to go..
Positioning
Positioning statement should include:
What (type of product offered)
Who (target market and/or application)
Differentiation (how you are different from the competition)
Once you have developed excellent Positioning you are
80% there because your road map is in place
You know what you are offering to who, specifically and
why they should by your product.
Some examples….
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Marketing Strategy 1,2, 3
Step 2: Where we want to go
Marketing Strategy
Segmentation
Targeting
Positioning
Develop a unique, sustainable value proposition backed
by compelling evidence on differentiation to establish
and maintain market leadership
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Marketing Strategy 1,2, 3
Step 1: Where we are today
Internal and External Analysis
TALK TO CUSTOMERS
Company’s Core Competencies
Know your competition
What’s happening in your Industry
Select company’s overall strategy
Step 2: Where we want to go
Marketing Strategy
Segmentation
Targeting
Positioning
Develop a unique, sustainable value proposition backed by compelling evidence on differentiation to establish and maintain market
leadership
Step 3: How will we get there
Marketing Tactics
Product
Price
Place (channels)
Promotion
Purse tactics that fit the Strategic Positioning