This document discusses concepts related to marketing. It defines marketing as a planned process to understand and plan markets, involving analyzing markets and acquiring satisfied customers. The purpose of marketing is to identify optimal customers and efficiently direct company resources to maximizing their long-term satisfaction. Marketing functions within a company are typically subordinate to the general management or commercial director. Strategic marketing involves analyzing the market, competitors, and company positioning to inform the company's strategic plan, while operational marketing defines specific policies around products, pricing, placement, and promotion. Effective segmentation involves dividing the market into homogeneous subgroups.
ECR Europe Forum '08. Shopper is a kingguest457a0c1
The shopper is king. Is your business ready to serve?
This session explores the status of joint shopper marketing and information sharing in Europe and in the US. Using extensive research by the Grocery Manufacturers Association (US) and Deloitte we will focus on current shopper targeting practices on both continents and examine the growing sophistication of joint shopper marketing. You will see a project from ECR Greece and Athens University that developed new and innovative shopper services and hear TNS Germany’s breakthrough shopper insights. Also, an update on shopper marketing practices in Europe and a detailed look at future global directions.
Speakers:
• Introduction – Sjoerd Schaafsma, Unilever / Rita Marzian, Metro
• In store Shopper Insights – Emilie Coles, TNS
• Innovative Shopper Services – A. Theotokis, ELTRUN Research Centre /G Lostarakos, P&G
• Future directions Shopper Marketing – V. Belcher/B. James, Oxford Strategic Marketing
ECR Europe Forum '08. Shopper is a kingguest457a0c1
The shopper is king. Is your business ready to serve?
This session explores the status of joint shopper marketing and information sharing in Europe and in the US. Using extensive research by the Grocery Manufacturers Association (US) and Deloitte we will focus on current shopper targeting practices on both continents and examine the growing sophistication of joint shopper marketing. You will see a project from ECR Greece and Athens University that developed new and innovative shopper services and hear TNS Germany’s breakthrough shopper insights. Also, an update on shopper marketing practices in Europe and a detailed look at future global directions.
Speakers:
• Introduction – Sjoerd Schaafsma, Unilever / Rita Marzian, Metro
• In store Shopper Insights – Emilie Coles, TNS
• Innovative Shopper Services – A. Theotokis, ELTRUN Research Centre /G Lostarakos, P&G
• Future directions Shopper Marketing – V. Belcher/B. James, Oxford Strategic Marketing
This report takes an in-depth look at Shopper Missions and examines shoppers’ behaviour across all missions in relation to frequency, patterns, channel, planning, spend and more.
A ‘mission’ is the original reason the shopper embarked on a particular shopping trip. It is not as effective to take a retrospective only look at what they ended up doing, therefore our research uses methodologies to establish the original reasons for their trip, and what they intended to buy. In this way we could establish what they had bought that they hadn’t intended to…and why.
We know that there are 100’s of possible reasons why people carry out a shopping occasion, but for the purpose of research it is necessary to classify these into certain groups. Taking into account the motives of shoppers when carrying out their food & grocery shop we have segmented them into three main mission types…
This report will:
-Identify & define the different Shopper Missions
-Look at frequency, and shopper types identified with the missions
-Find which channels are related with which missions
-See how spend varies across missions
-Investigate the differences in planning of individual items, meals, and shops
Putting Together a Meaningful Plan Which Sets & Reviews Targets To Confirm De...SRMS
Linking together a company’s approach to product development, target marketing, pricing and all the other marketing cum sales initiatives needed for business success has to be done through good disciplined planning.
This session focuses on how you will achieve this for your business in order to give it a strong potential foundation for development.
This report takes an in-depth look at Shopper Missions and examines shoppers’ behaviour across all missions in relation to frequency, patterns, channel, planning, spend and more.
A ‘mission’ is the original reason the shopper embarked on a particular shopping trip. It is not as effective to take a retrospective only look at what they ended up doing, therefore our research uses methodologies to establish the original reasons for their trip, and what they intended to buy. In this way we could establish what they had bought that they hadn’t intended to…and why.
We know that there are 100’s of possible reasons why people carry out a shopping occasion, but for the purpose of research it is necessary to classify these into certain groups. Taking into account the motives of shoppers when carrying out their food & grocery shop we have segmented them into three main mission types…
This report will:
-Identify & define the different Shopper Missions
-Look at frequency, and shopper types identified with the missions
-Find which channels are related with which missions
-See how spend varies across missions
-Investigate the differences in planning of individual items, meals, and shops
Putting Together a Meaningful Plan Which Sets & Reviews Targets To Confirm De...SRMS
Linking together a company’s approach to product development, target marketing, pricing and all the other marketing cum sales initiatives needed for business success has to be done through good disciplined planning.
This session focuses on how you will achieve this for your business in order to give it a strong potential foundation for development.
Market Research 1 2 3, for LA2M, Lunch Ann Arbor MarketingDee Davey
Dee Davey, Owner of Creative Ideas Marketing talks to LA2M (Lunch Ann Arbor Marketing) group about how to do basic market research in order to better understand customers' needs.
The Arkansas State University Small Business and Technology Development Center in Jonesboro AR. Information for small businesses on Market research assistance we provide to our clients at no charge. For more information contact the ASU SBTDC (870) 972-3517 or e-mail me hlawrenc@astate.edu
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
3. KOTLER DEFINISCE ANCHE IL MARKETING COME:
“UN PROCESSO ORDINATO E APPROFONDITO PER
COMPRENDERE E PIANIFICARE I MERCATI”
3
4. UNA DEFINIZIONE PIÙ CORRENTE:
IL MARKETING È UN PROCESSO AZIENDALE CHE INIZIA
CON LA ANALISI DEL MERCATO E FINISCE CON
L'ACQUISIZIONE DI CLIENTI SODDISFATTI
4
5. SCOPO DEL MARKETING È:
FORNIRE ELEMENTI PER:
• IDENTIFICARE I CLIENTI OTTIMALI
• ORIENTARE NEL MODO PIÙ EFFICACE LE RISORSE AZIENDALI AL
MASSIMO E DURATURO SODDISFACIMENTO DELLE ESIGENZE DI
DETTI CLIENTI.
Nota
La soddisfazione del cliente è condizione necessaria e non sufficiente a garantire il
successo duraturo dell’impresa
5
7. LA FUNZIONE MARKETING NELL’ ORGANIZZAZIONE D’IMPRESA
DIPENDENZA TIPICA DELLA FUNZIONE MARKETING
Direzione Generale
Direzione... Direzione.... Direzione Commerciale
Marketing Vendite Back office
7
9. 1. MARKETING E STRATEGIA
COSA E’ STRATEGICO E COSA E’ TATTICO (od
OPERATIVO)
E’ STRATEGICO TUTTO CIO’ CHE:
• RIGUARDA LA VITA DELL’ IMPRESA IN PROIEZIONE POLIENNALE
• E’ STRETTAMENTE CONNESSO ALL’ ESSENZA DELL’ IMPRESA:
cioè investe Missione, Valori, Business….
E’ OPERATIVO TUUTO CIO’ CHE:
RIGUARDA UN SOLO ESERCIZIO ANNUALE
E’ORIENTATO A DEFINIRE MODALITA’ E DETTAGLI DI ESECUZIONE
9
11. STRATEGICO
IL MARKETING STRATEGICO FORNISCE CONTRIBUTI CHIAVE ALLA
FORMULAZIONE DEL PIANO STRATEGICO D’IMPRESA, TRA QUESTI:
• DIMENSIONE, STRUTTURA DEL/I MERCATO/I E TENDENZA/E
•
• QUOTA DETENUTA DA NOI E DAI CONCORRENTI
•
• SITUAZIONE, ATTIVITÀ E PROSPETTIVE DEI CONCORRENTI
•
• MARKET DRIVERS
•
• FATTORI CRITICI DI SUCCESSO
•
• POSIZIONE COMPETITIVA DELL’ AZIENDA
•
• MISURA DELLA CUSTOMER SATISFACTION
11
12. OPERATIVO
COLLEGATO MOLTO AL TIPO DI BUSINESS E ALLA STORIA DELL’
AZIENDA, DEFINISCE, TRA L’ALTRO, UNA SERIE DI “POLITICHE”,
QUALI PER ESEMPIO:
• QUALI PRODOTTI SI DEVONO METTERE SUL MERCATO CON
QUALE PRESENTAZIONE IN QUALI QUANTITATIVI E SECONDO
QUALI PROGRAMMI.
• QUALI PRODOTTI SONO ADATTI ALLA COMMERCIALIZZAZIONE
IN UN DETERMINATO SEGMENTO DI MERCATO E QUALE TIPO DI
CANALE È IL PIÙ ADATTO PER LA DIFFUSIONE DEL SINGOLO
PRODOTTO.
• A QUALI PREZZI È POSSIBILE VENDERE UN PRODOTTO, TENENDO
PRESENTE LA POSSIBILITÀ DI UN PREZZO DI LANCIO OGGI E DI
UN PREZZO PIÙ ALTO DOMANI.
• QUALI QUANTITÀ DI PRODOTTI SI POSSONO PRODURRE E
METTERE IN STOCK PER AVER SEMPRE PRODOTTO PRESENTE SUI
PUNTI VENDITA
• CHE TIPO DI SOSTEGNO PROMOZIONALE E PUBBLICITARIO È
POSSIBILE CONCEDERE A BREVE E LUNGO TERMINE.
12
13. IL PIANO STRATEGICO
CONTENUTI TIPICI
• MISSIONE
• BUSINESS DEFINITION
• MARKET-CUSTOMERS SEGMENTS TRENDS E
COMPETITORS
• MERCATI GEOGRAFICI
• POSIZIONE DELL’IMPRESA E DEI PRODOTTI E
SERVIZI
• NUOVI MERCATI/SEGMENTI/CLIENTI- AZIONI
• NUOVA POSIZ. DELL’ IMPRESA E DEI PRODOTTI E
SERV.-AZIONI
• PIANO DEI PRODOTTI
• PIANO DI PRODUZIONE
• ALLEANZE E ACQUISIZIONI
• RISORSE UMANE- NUMERO E COMPETENZE
• ORGANIZZAZIONE E PROCESSI
• INVESTIMENTI
• BILANCI DI PREVISIONE
I CONTENUTI IN GRASSETTO SONO ANCHE CAPITOLI DEL PIANO DI
MARKETING
13
17. . 1
*-~ .
7
SEGMENTATION
IT CONSISTS OF DIVIDING THE MARKET INTO .
SUBSYSTEMS (SEGMENTS).
THESE SEGMENTS ARE HOMOGENEOUS DURING A
PREDETERMINED PERIOD.
TO SEGMENT MEANS TO START A POLICY OF
CUSTOMER SEGMENTATION:
IN OTHER WORDS
18. FIGURE 6-3 Major Potcntial Bases for Segmentation (Nesting)
Organuational demographics
General, • Induslry
observablc
(Macro) • Company sue
• Location
Operalìng vartables
• Technology
- User-nonuser status
• Customer capabilùies
(fìnancial)
Purchasing approaches
• Qrganuation of DMU
llntermediatel
• Purchasing policies
• Purchasing criterio
Sìtuational (actors
• Urgency
• Application
• Size of order
Personal characterìstics
SpecifiC, • Motivation
subtle
(Micro) - Buyer-seller dyad
- fiisk perceptions
-
E; Thomas V. Bonoma and Bcnson P. Shapiro. Segiaeating thè Industriai Market. (Lexington.
Mass.: Lextngton Books, 0. C. Hcath, 1383). Raprinted by permission a( publisher.
89 bis
19. .
-
3 LE TECNICHE PRINCIPALI ADOTTATE NELLA REALIZZAZIONE DI
RICERCHE DI MARKETING SUI BENI INDUSTRIALI
3 .A CAMPO DAZIONE DELLE RICERCHE DI MARKETING AD HOC:
VOLENDO ELENCARE GLI ARGOMENTI SU CUI PUÒ' ESSERE BASATA
UNA RICERCA DI MARKETING AD HOC ESSI SONO:
- DIMENSIONE DEL MERCATO
- STRUTTURA DEL MERCATO
- TENDENZA DEL MERCATO
- QUOTA DI MERCATO DETENUTA DALL'AZIENDA
- IMMAGINE DELL'AZIENDA
- PROCEDURE SEGUITE NELLA VENDITA <^
- ATTIVITÀ' PROMOZIONALE
- CANALI DI DISTRIBUZIONE
- IMBALLAGGIO E SPEDIZIONE
- PRODOTTO E SUE CARATTERISTICHE DURANTE IL CICLO DI
VITA
- SERVIZI OFFERTI E RICHIESTI DAL MERCATO
- ANALISI DEI MERCATI ESTERI
- SVILUPPO NUOVI PRODOTTI
- ATTIVITÀ' DELLA CONCORRENZA
- ANDAMENTO DELLA DOMANDA
- ATTEGGIAMENTO E COMPORTAMENTO DEGLI UTILIZZATORI.
58
20. ,
THE MARKETING MIX
• QUALITY
• PERFORMANCES LISTED PRICE
• BRANO DISCOUNT
• DESIGN CONDITIONS OF PAYMENT
• SERVICE OF THE PRODUCI FINANCING TO CUSTOMER
• RANGE INSURANCES
• WARRANTIES STOCKS AND CURRENCY
• TECHNICAL ASSISTANCE
PRODUCI PRICE
MARKETING
MIX
D1STRIBUTION COMMUNICAT1ON
• TYPE OF SELLING ORGANIZATION PERSONAL SELLING
• SELLING AREA ADVERTIS1NG
• DISTRIBUTION CHANNELS SALES PROMOTION
• LOGISTICS (physical dislribulion) PUBLIC RELATIONS
• AFTER-SALES SERVICE PUBBLICITY
cr
vi'
21. MARKET SEGMENTS
Evaluation criterio
- POTENTIAL
- EFFORTS OF PENETRATION
- ECONOMIES AND DISECONOMIES OF
SCALE EFFECTS AND EXPERIENCE
- NECESSARY INPUT
- FORESEEN RETURNS
- ATTACHED RISKS
22. fé-
SEGMENTATION AND
POSITIONING PROCESS
MARKET DEFINITION
(boundaries)
MARKET SEGMENTATION
- select basic criterìa
- identlfy segments
characterlstics
BUYER
BEHAVICUR
TARGETING
STRATEGIES
- measure of thè segment
- company attractlveness
- marketing - select target
segments
COMPETITORS
POSITIONING
- Identlfy positionlng for
each target
• develop marketing mix
for each target
23. B.7 STRATEGIC OPTIONS
STRATEGY OF AGGRESSIVE
1NVESTMENT POR GROWTH STRATEGY OF SELECTWE
INVESTMENT
MARKETSHARE
OPERATtON INCOME
r
(3
X
cn
(fi
LU
UJ
>
£
—
^
_/
E
H
O
UJ
UJ
Q_ £
O
o 5
o
_i
ATTRACTIVENESS
STRATEGY OF BREAKUP OR
DIVESTMENT
CASH
19
24. B.6 ELEMENTS POR EVALUATION
QUALITAT1VES QUANTITATIVES
ATTRACTIVENESS CONTRACTUAL DIMENSION
OF THE MARKET POWER OF
SUPPL1ERS RATE OF
DEVELOPMENT
BARRIERS TO
ENTRANCE MEDIUM MARG1NS
LEVEL OF SERVICE CONCENTRATION
OF SUPPLIERS
CUSTOMERS
COMPETITORS
COMPETITIVE IMAGE AT MARKET SHARE
POSIT1ON CUSTOMERS
SUPPLIERS RATE OF
DEVELOPMENT
KNOW HOW
STRUCTURE OF
PERSONAL (SKILLS) COSTS
EMPLOYEES (N.)
18
25. hIMCLOSURE l.a
,
FACTORS OF THE MARKET:
* DIMENSIONS
* DIMENSIONS OF THE KEY SEGMENTS
* ANNUAL DEVELOPMENT RATE:
- FOR THE ENTIRE MARKET
- FOR THE KEY SEGMENTS
* MARKET DIFFERENCES AND OPPORTUNITÀ FOR
SEGMENTATION
* SENSiBILITY OF THE MARKET TO PRICE POLICIES, AND TO
PRODUCTS/SERVICES CHARACTERISTICS
* CYCLICITY/SEASONALITY OF THE DEMAND
* PHASES OF THE LIFE CYCLE
* LEVEL OF CUSTOMERS CONCENTRATION
* CONTRACTUAL POWER OF CUSTOMERS
* LEVEL OF SERVICE REQUIRED
* CONTRACTUAL POWER OF SUPPLIERS
COMPETITION:
* BEHAVIORS OF COMPETITORS (PASSIVE-ACTIVE)
9 SIZE OF MAIN COMPETITORS
* LEVEL OF CONCENTRATION
* TYPOLOGY AND MIX OF COMPETITORS (MULTINATIONAL/
MULTISECTORS)
* BARRIERS TO ENTRY AND TO EXIT
ECONOMIC AND FINANCIAL FACTORS:
* PROFITABILITY OF THE SECTOR
* ECONOMIES OF SCALE AND EXPERIENCE CURVES
* FINANCIAL/ECONOMIC BARRIERS TO ENTRY AND TO EXIT
* INTENSITY OF REQUIRED CAPITAL
8
26. •
-"
ENCLOSURE l.b
TECHNOLOGICAL FACTORS:
* MATURITY/MUTABILITY OF TECHNOLOGIES
* TECHNOLOG1CAL COMPLEXITY AND DIFFERENT1AT1ON
* LICENCES/PATENTS
MACROENVIROMENTAL FACTORS:
* TRENDS AND CRITICAI EVENTS
* POWER OF THE PRESSURE GROUPS
* PRESSURE OF THE UNION
POLIT1CAL FACTORS:
* PROTECTION OF THE MARKET FROM FOREIGN GROUPS
* COMPETITION FROM COMPANIES TO PUBLIC CAPITAL
* PRESSURES FROM THE PUBLIC AUTHORITY
* GOVERNMENT AID
27. ENCLOSURE 2.a
FACTORS OF THE MARKETS:
* ASSOLUTE AND/OR RELATIVE MARKET SHARE
* MARKET SHARE IN THE KEY SEGMENTS
* ANNUAL DEVELOPMENT RATE:
- FOR THE ENTIRE MARKET
- FOR THE KEY SEGMENTS
COMPETITION:
* LEVEL OF DIFFERENTIATION FROM COMPETITORS
* COMPETITIVE VULNERABILI™
* OWN LEVEL OF INTEGRATION
ECONOMIC AND FINANCIAL FACTORS:
* STRUCTURE OF COSTS RELATIVE TO COMPETITORS
* OWN LEVEL OF PROFITABILITY
* OWN LEVEL OF EXPERIENCE CURVES
* OTHER FINANCIAL COMPETITIVE ADVANTAGES
* OWN LEVEL OF STRUCTURE UTILIZATION
* AVAILABILITY OF FINANCIAL RESOURCES
* AVAILABILITY OF PR1VILEGED SUPPLIERS
* GOVERNMENT AID
10
28. ENCLOSURE 2.b
TECHNOLOGICAL FACTORS:
* CONSOLIDATED TECHNOLOGICAL SKILLS
* PROTECT1ON OF LICENCES/PATENTS
* LEVEL OF KNOW HOW
* ABILITY TO REACT AND TO ADAPT
* ABIL1TY TO RELATE/COOPERATE WITH OTHE3 COMPANiES
ORGANIZATIONAL FACTORS:
* QUALITY OF THE MIDDLE MANAGEMENT
* ORGANIZATIONAL/UNION CLIMATE
* LEVEL OF TRAINING (EDUCATION)
* COSTS OF EMPLOYEES
* STRATEGIC FLEXIBILITY (AVAILABILITY TO CHANGE)
SOCIAL FACTORS:
* ABILITY TO RELATE AND COOPERATE WITH
* ABILITY TO PERCEIVE SIGNALS OF CHANGE
11
29. B5. SYNTHESIS
DESCRIPTIVE PHASE DESCRIPTIVE/PRESCRIPTIVE PHASE
Collectfon, analysls, Interpretatlon Evaluatlon of thè current portfollo
and evaluatlon of slgnals Deflnltlon of thè deslred portfollo
ANALYSIS OF RELEVANT E N V I R O N M E N T Attractfveness of
thè sector/market Dlrnenslon
envlronment competitive opportunltles Development rate, Prlce
subsystem or threats Market segmentatlon
Competitiva atructure
Attractlveness of thè sector Profltablllty of thè sector
4
hlgh medium low Technologlcal role
Envlronmental varlables
Legai/normative restrlctlon
o
5
a
S
O)
o
O
ANALYSIS OF
COMPETITION
Slze
Relative Development
competitivo Share
Technologlcal skills
posltlon
Profltablllty
Marglns
ANALYSIS OF EXTERNAL
Strengths/weaknesses
ENVIRONMENT
Image
Strengths Human resources
Weaknesses -
Competences
Skills
30. '.#-
:
MARKET SEGMENTS
Economical management
- DENSITY OF CUSTOMER SEGMENTS
- CUSTOMER LOCALIZATION
- SALES DISTRIBUTION CHANNEL EXISTENCE
- MARKETING COSTS TO REACH THE SEGMENT
- FORESEEN REVENUES
- RELATIONSHIP WITHIN THE VARIOUS EXISTING
SEGMENTS
—1 H
. -
31. SEGMENTATION
Control
APPUED AT
CUSTOMERS LEVEL-
MEDIUM ACTUAL
ORDEH vs
DES1RED
PRODUCI M!X
ANO/OR ACTUAL
PROOUCT/ VS
SERVICES MIX DES1RED
UAINTENANCE MARKETING
CUSTOMEHS* EXPENSE5
PENETHATION OVER HEVENUES
CONTRIBUT10N CONTRIBUTION
MARGIN MARGIN (%} OVER
REVENUES
RETURN ON CONTRIBUTION
INVESTMENT PER INVESTE) URA
01
OC
UJ
a
o
m O
UJ
o (fi
41
CX,
32. SEGMENTATION
Control
ACCE5S1BLE SEGUENTS
DENSITY POTENTIALS OVER TOTAL
ACCESS1BLE POTENTIALS POR
EFFiaENCY THE LEVEL OF MARKETING EXPENSE5
QUAURED POTENTIALS OVEfl
ACCESS1BLE POTENTIALS
.QUALJFICATTONS
FÌRST PURCHASE INTEflESTEO POTENTIALS OVER
QUAUREO POTENTIALS
LOYAL POTENTIALS OVER
REPURCHASE INTEHESTED POTENTIALS
CUSTOMERS
40
_._.
33. 1 -.
'
•
SEGMENTATION
Costs
TOTAL
HiGH A COSTS
DIRECT
COSTS
LOW
LOW LEVEL OF SEGMENTATION O HIGH
O NUMBER OF SEGMENTS SERVED AND IMPLEMENTED MARKETING
POUCIES
39 O
34. THE SEGMENTATION
Direct costs
COST OF SEGMENTATION
PRODUCT
PRICE
IMPACT
ON .....
COMMUNICATJON/
SELECTION
OF MARKETS
LEVEL OF SEGMENTATION
35. LA MISURA DELLA SODDISFAZIONE DEL CLIENTE
// miglior metodo di posizionamento
Strumenti
• ANAGRAFICA CLIENTI
• QUESTIONARIO CON STRUTTURA INFORMATICA
• SOCIETÀ'DI ANALISI DEMOGRAFICA
Struttura
• Fattori importanti per quel segmento e/o quel prodotto
• Tendenze del segmento e sua attrattività
• Grado di soddisfazione dei clienti rispetto ai ns prodotti/servizi e rispetta quelli dei
concorrenti
~ .. _•'.-..
36. UNA SINTESI CONCLUSIVA UTILE PER DEFINIRE LE AZIONI:
L'ANALISI "S.W.O.T."
Punti di forza Punti di debolezza
Opportunità Minacce
37. RICAPITOLANDO.
1. BUSINESS DEFINITION ABBIAMO DEFINITO QUAL È IL NOSTRO MESTIERE
i
2. SEGMENTAZIONE ABBIAMO DEFINITO I TERRENI DI COMPETIZIONE INTERESSANTI
3.; POSIZIONAMENTO ...ABBIAMO STABILITO DOVE SIAMO E QUAL' E' LA META
DOBBIAMO ORA SPECIFICARE LE AZIONI CHE DOBBIAMO INTRAPRENDERE PER ARRIVARCI
ATTRAVERSO:
• PIANI DI SVILUPPO DELLE VENDITE (MARKETING MIX)
• PIANI DI PRODOTTO -SERVIZIO (PROOTTI NUOVI, PRODOTTI ESISTENTI)
• PIANI DI INVESTIMENTO
• PIANI DELLE RISORSE UMANE
• PIANI...
''