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The Marketing Models
The document discusses various marketing models created by John Webb, emphasizing core competencies, market conditions, and potential obstacles in planning decisions. It outlines the marketing hourglass framework, focusing on customer engagement metrics and brand loyalty through various digital channels. Additionally, it presents models for ecommerce design and risk-reward analysis in marketing strategies.
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The Marketing Models
- 1. Image: Tomomi Sasakion Flickr The Marketing Models 1 Created by John Webb
- 2. The SCOPE PlanningModel SITUATION • Rear-view pertaining conditions which have a relevant and material impact on the planning decision with regards to internal or external environmental factors. CORE COMPETENCIES OBSTACLES The Marketing Models © John Webb 2012 • Unique strengths and abilities of the business which • Potential issues and threats that could jeopardize provide the fundamental basis for the provision of the realisation of future Prospects. added value to customers and are critical to the delivery of competitive advantage. PROSPECTS EXPECTATIONS • Possibilities, chances and opportunities existing • Future-view anticipated developments in internal both internally or externally to the business which and external conditions that could materially have an apparent probability of enhanced sales and influence or impact the delivery of plans to meet / or profits created through the leveraging of its the identified Prospects. Core Competencies. 2 in2-marketing.com | @WebbJS
- 3. The Marketing Hourglass TACTICS METRICS AWARENESS • Brand Advertising • Brand Awareness / • PR Attribution KNOWLEDGE BASIS FOR DEMAND • Social Media • Engagements Engagement • Traffic INTEREST CONSIDERATION • Demand Advertising The Marketing Models © John Webb 2012 • Social Media Endorsement • Purchase Intent INTENT DEMAND GENERATION • Promotions • Conversion • Site Funnel PURCHASE • Pre-RM ACTIVATION • Customer Onboarding & Engagement • Satisfaction REPEAT CRM • Database Marketing • Cross Purchase • Social Media Endorsement PREFERENCE LOYALTY • Loyalty / Reward • Referrals Programmes REFERRAL / ENDORSEMENT PROLIFERATION • Net Promoter Score • Social Media (NPS) Proliferation ADVOCACY / EVANGELISM 3 in2-marketing.com | @WebbJS
- 4. The Brand EngagementCycle The Marketing Models © John Webb 2012 ENGAGEMENT 4 in2-marketing.com | @WebbJS
- 5. Basic Model ofEcommerce Design 8. Ecosystem 1. Pre-RM The Marketing Models © John Webb 2012 7. CRM 2. Range 6. Social Sharing 3. Merchandising 5. Content 4. Discoverability 5 in2-marketing.com | @WebbJS
- 6. Content Channels The Marketing Models © John Webb 2012 6 in2-marketing.com | @WebbJS
- 7. The VAULT CRMModel The Marketing Models © John Webb 2012 7 in2-marketing.com | @WebbJS
- 8. The Risk-Reward Matrix HIGH INTELLIGENT GAMBLE The Marketing Models © John Webb 2012 REWARD LOW SAFE AVOID LOW HIGH RISK 8 in2-marketing.com | @WebbJS
- 9. www. in2-marketing.com in2marketing.wordpress.com The Marketing Models © John Webb 2012 @WebbJS uk.linkedin.com/in/johnwebb slideshare.net/johns_webb mail@johnwebb.me 9
- 10. The Marketing Models© John Webb 2012 in2MARKETING innovation intrapreneurship marketing 10
Editor's Notes
- #3 For generations in marketing and business we’ve used the SWOT model to provide an initial analysis and classification of the issues facing a business as it starts to evaluate it’s position and devise strategy. It has served us well since its inception in the 1960s with it’s simplicity, functionality and intuitiveness; remaining un-changed and un-equivocal for over 40 years. It provides a useful tool for segmenting internal and external factors into positives and negatives, yet in doing so it can be limiting in it’s scope to introduce wider factors which could or should come into play when developing our plans.Most executives merely use the SWOT as a method of grouping factors into the 4 buckets, with limited conscious effort to align internal Strengths to specific external Opportunities, or to understand Weaknesses in regard to mitigating Threats. In this respect, the SWOT doesn’t provide a progression in it’s strategic development. I’d therefore like to put forward the SCOPE planning model for consideration as an alternative to SWOT.
- #4 The traditional ‘Marketing / Sales / Adoption Funnel’ is one of the key models used by marketers to outline the progression of potential customers from initial awareness to purchase The ‘Marketing Hourglass’ extends the customer journey beyond purchase as they adopt and then in-turn ‘market’ the product / service / brand, ultimately generating advocacy and evangelism The Marketing Hourglass provides a model for marketers to progress potential and active customers through their levels of engagement by: Defining characteristics and behaviour at each level Understanding the dynamics and motivations for customers to move between levels Identifying marketing strategies and tactics to ‘manage’ customers through their journeys to enhance customer experience and increase engagement and value Applying appropriate measurements at each level to determine progress and ROI