When Marketing is a Strategy
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The document discusses marketing strategy and the importance of balancing sales and marketing. It questions what upstream and downstream activities are, and how companies should base their marketing strategy. It suggests that customer opinions are not always important, and that brand image and customer convenience play major roles. The document proposes changing strategy by focusing on selling products better instead of just innovation. It recommends tilting strategy towards reducing prices and risks for customers upstream, and focusing on external competitive advantages downstream.
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Industrial Credit & Investment Corporation of India (ICICI) presented on their principles of management. ICICI is India's second largest bank with over 4 trillion rupees in total assets. The presentation covered ICICI's history, awards, vision, management style, strategy for future challenges, and plans to enable India's economy through digital initiatives by 2015. ICICI aims to be a truly universal bank and sustain double digit growth through product innovation, technology usage, and focus on retail banking, SMEs, and financial inclusion.
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ICICI Bank is India's largest private sector bank that offers a wide range of banking products and services. It uses customer relationship management (CRM) strategies to better understand customers and build long-term relationships. ICICI Bank collects customer data through application forms and centralized software to customize offerings and cross-sell products. It faces challenges like poor customer service, high fees, and aggressive debt collection practices. Suggestions to improve customer service include reducing fees, establishing gentler debt recovery procedures, and addressing complaints about ATM availability and transactions.
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Philip
The document discusses strategies for marketing in India and globally. It recommends that Indian companies adopt holistic, technology-enabled, and strategic marketing approaches to defend against foreign competitors and develop strong global brands. Specifically, it suggests focusing on innovation, differentiation, branding, and customer service. It provides examples of companies like Ranbaxy and Haier that achieved global success by starting with a focus on quality and then diversifying and globalizing.
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Saylor URL httpwww.saylor.orgbooks Saylor.org 135 .docx
Saylor URL: http://www.saylor.org/books Saylor.org
135
Chapter 5
Selecting Business-Level Strategies
L E A R N I N G O B JE C T I V E S
After reading this chapter, you should be able to understand and articulate answers to the following
questions:
1. Why is an examination of generic strategies valuable?
2. What are the four main generic strategies?
3. What is a best-cost strategy?
4. What does it mean to be “stuck in the middle”?
The Competition Takes Aim at Target
On January 13, 2011, Target Corporation announced its intentions to operate stores outside the United
States for the first time. The plan called for Target to enter Canada by purchasing existing leases from a
Canadian retailer and then opening 100 to 150 stores in 2013 and 2014. [1] The chain already included
more than 1,700 stores in forty-nine states. Given the close physical and cultural ties between the United
States and Canada, entering the Canadian market seemed to be a logical move for Target.
In addition to making its initial move beyond the United States, Target had several other sources of pride
in early 2011. The company claimed that 96 percent of American consumers recognized its signature logo,
surpassing the percentages enjoyed by famous brands such as Apple and Nike. In
March, Fortune magazine ranked Target twenty-second on its list of the “World’s Most Admired
Companies.” In May, Target reported that its sales and earnings for the first quarter of 2011 (sales: $15.6
billion; earnings: $689 million) were stronger than they had been in the first quarter of 2010 (sales: $15.2
billion; earnings: $671 million). Yet there were serious causes for concern, too. News stories in the second
half of 2010 about Target’s donations to political candidates had created controversy and unwanted
publicity. And despite increasing sales and profits, Target’s stock price fell about 20 percent during the
first quarter of 2011.
Chapter 5 from Mastering Strategic Management was adapted by The Saylor Foundation under
a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 license without attribution as requested
by the work’s original creator or licensee. © 2014, The Saylor Foundation.
http://www.saylor.org/site/textbooks/Mastering%20Strategic%20Management.pdf
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Concern also surrounded Target’s possible vulnerability to competition within the retail industry. Since its
creation in the early 1960s, Target executives had carved out a lucrative position for the firm. Target offers
relatively low prices on brand-name consumer staples such as cleaning supplies and paper products, but it
also offers chic clothing and household goods. This unique combination helps Target to appeal to fairly
affluent customers. Although Target counts many college students and senior citizens among its devotees,
the typical Target shopper .
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This document discusses shopper marketing. It defines shopper marketing as using insights-driven initiatives to satisfy customer needs, enhance the shopping experience, and optimize business results for retailers and suppliers. It notes that shopper marketing is important because most purchasing decisions are made in-store, so brands must be memorable, findable, and competitive on price and selection for shoppers. The document then provides a case study of using shopper marketing techniques for OMO liquid detergent, targeting cost-conscious mothers. It outlines steps like emphasizing the product's concentration at the shelf, using promotions and demos to show cost savings, and placing the product in a high-traffic location to encourage impulse purchases.
Mm.09.10
The document discusses branding and marketing strategies at different stages of the product lifecycle. It defines positioning and differentiation strategies. It explains that in the introduction stage, marketing focuses on early adopters through high prices and promotions or low prices and promotions. In the growth stage, sales rapidly increase as more consumers buy the product, competitors enter the market, and prices may fall slightly while promotion is maintained.
Strategic Planning And Organization Clarity
ABF Strategic Corporate Planning Conference
March 2009, KL
*What are the key pitfalls that can derail strategy planning and implementation efforts?
*What are the critical activities that are anecdotes for driving the development of organisational clarity?
*Examples and case studies
Saylor URL httpwww.saylor.orgbooks Saylor.org 135 .docx
Saylor URL: http://www.saylor.org/books Saylor.org
135
Chapter 5
Selecting Business-Level Strategies
L E A R N I N G O B J E C T I V E S
After reading this chapter, you should be able to understand and articulate answers to the following
questions:
1. Why is an examination of generic strategies valuable?
2. What are the four main generic strategies?
3. What is a best-cost strategy?
4. What does it mean to be “stuck in the middle”?
The Competition Takes Aim at Target
On January 13, 2011, Target Corporation announced its intentions to operate stores outside the United
States for the first time. The plan called for Target to enter Canada by purchasing existing leases from a
Canadian retailer and then opening 100 to 150 stores in 2013 and 2014. [1] The chain already included
more than 1,700 stores in forty-nine states. Given the close physical and cultural ties between the United
States and Canada, entering the Canadian market seemed to be a logical move for Target.
In addition to making its initial move beyond the United States, Target had several other sources of pride
in early 2011. The company claimed that 96 percent of American consumers recognized its signature logo,
surpassing the percentages enjoyed by famous brands such as Apple and Nike. In
March, Fortune magazine ranked Target twenty-second on its list of the “World’s Most Admired
Companies.” In May, Target reported that its sales and earnings for the first quarter of 2011 (sales: $15.6
billion; earnings: $689 million) were stronger than they had been in the first quarter of 2010 (sales: $15.2
billion; earnings: $671 million). Yet there were serious causes for concern, too. News stories in the second
half of 2010 about Target’s donations to political candidates had created controversy and unwanted
publicity. And despite increasing sales and profits, Target’s stock price fell about 20 percent during the
first quarter of 2011.
http://creativecommons.org/licenses/by-nc-sa/3.0/
http://www.saylor.org/books
Saylor URL: http://www.saylor.org/books Saylor.org
136
Concern also surrounded Target’s possible vulnerability to competition within the retail industry. Since its
creation in the early 1960s, Target executives had carved out a lucrative position for the firm. Target offers
relatively low prices on brand-name consumer staples such as cleaning supplies and paper products, but it
also offers chic clothing and household goods. This unique combination helps Target to appeal to fairly
affluent customers. Although Target counts many college students and senior citizens among its devotees,
the typical Target shopper is forty-one years old and has a household income of about $63,000 per year.
Approximately 45 percent of Target customers have children at home, and about 48 percent have a college
degree. [2] Perhaps the most tangible reflection of Target’s upscale position among large retailers is the
tendency of som.
Saylor URL httpwww.saylor.orgbooks Saylor.org 135 .docx
Saylor URL: http://www.saylor.org/books Saylor.org
135
Chapter 5
Selecting Business-Level Strategies
L E A R N I N G O B J E C T I V E S
After reading this chapter, you should be able to understand and articulate answers to the following
questions:
1. Why is an examination of generic strategies valuable?
2. What are the four main generic strategies?
3. What is a best-cost strategy?
4. What does it mean to be “stuck in the middle”?
The Competition Takes Aim at Target
On January 13, 2011, Target Corporation announced its intentions to operate stores outside the United
States for the first time. The plan called for Target to enter Canada by purchasing existing leases from a
Canadian retailer and then opening 100 to 150 stores in 2013 and 2014. [1] The chain already included
more than 1,700 stores in forty-nine states. Given the close physical and cultural ties between the United
States and Canada, entering the Canadian market seemed to be a logical move for Target.
In addition to making its initial move beyond the United States, Target had several other sources of pride
in early 2011. The company claimed that 96 percent of American consumers recognized its signature logo,
surpassing the percentages enjoyed by famous brands such as Apple and Nike. In
March, Fortune magazine ranked Target twenty-second on its list of the “World’s Most Admired
Companies.” In May, Target reported that its sales and earnings for the first quarter of 2011 (sales: $15.6
billion; earnings: $689 million) were stronger than they had been in the first quarter of 2010 (sales: $15.2
billion; earnings: $671 million). Yet there were serious causes for concern, too. News stories in the second
half of 2010 about Target’s donations to political candidates had created controversy and unwanted
publicity. And despite increasing sales and profits, Target’s stock price fell about 20 percent during the
first quarter of 2011.
http://creativecommons.org/licenses/by-nc-sa/3.0/
http://www.saylor.org/books
Saylor URL: http://www.saylor.org/books Saylor.org
136
Concern also surrounded Target’s possible vulnerability to competition within the retail industry. Since its
creation in the early 1960s, Target executives had carved out a lucrative position for the firm. Target offers
relatively low prices on brand-name consumer staples such as cleaning supplies and paper products, but it
also offers chic clothing and household goods. This unique combination helps Target to appeal to fairly
affluent customers. Although Target counts many college students and senior citizens among its devotees,
the typical Target shopper is forty-one years old and has a household income of about $63,000 per year.
Approximately 45 percent of Target customers have children at home, and about 48 percent have a college
degree. [2] Perhaps the most tangible reflection of Target’s upscale position among large retailers is the
tendency of som.
ALDI Digital Marketing Campaign.pdf
ALDI analyzed their top selling exclusive product, the Mamma Cozzi's Pizza Take and Bake. It is a popular item due to its affordable $6 price point and variety of pizza types. However, its extra-large size is too large for some customers. The pizza appeals to ALDI's target demographics of busy mothers and younger customers seeking convenient meals. ALDI sees opportunities to expand offerings to better meet customer needs.
Marketing Analytics Research Sales Presentation
Marketing Analytics Inc. can help address Nokia's business challenges through proven solutions like Marketing Mix Modeling and Price & Promotion Analysis. They have decades of experience modeling thousands of products across industries and countries. A next step would be for Nokia and Marketing Analytics to execute a Master Service Agreement to begin an engagement.
War in the board room - Synopsys
Al believes the primary function of a marketing organization is to position the brand.
He also believes that Marketing is 90% strategy and 10% execution unlike Jack Welch who said “You pick a general direction and implement like hell.”
Improving product and cost cutting can not be marketing strategy. They are everyday business practice.
To enter a new category, new brand is a better solution instead of Line extension.
With right product, right name, the right target audience, the right position and right timing, most marketing program bound to work.
Activities in the Company
The document discusses the key activities that take place within a company, including procurement and production, commercial and marketing activities, human resources, and financing and investment. It provides details on each of these functions. Specifically, it outlines the various types of utility that are created through production and distribution of goods to satisfy customer needs. It also discusses the key elements of marketing including market research, identifying market segments, the marketing mix of product, price, place and promotion, and how companies use different strategies for each element.
25 Keys To Sales & Marketing 3
This is the ppt translation of the third part of 25 keys to sales & marketing, an audio portable MBA course, which has been developed by New York Times publishing, with the contribution of some of the best known business academicians and practitioners of the contemporary world. This is only a reproduced graphical version of the same with no commercial motive. It has been developed for better self learning and for assistance to the large community of several business practitioners & students, who are in constant pursuit for quality stuff on-line.
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Saylor URL httpwww.saylor.orgbooks Saylor.org 135 .docx
Saylor URL httpwww.saylor.orgbooks Saylor.org 135 .docx
Philip Koteler Los 10 Principios Del Nuevo Marketing 1225017881114107 9
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Saylor URL httpwww.saylor.orgbooks Saylor.org 135 .docx
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When Marketing is a Strategy
- 1. When Marketing is a Strategy Upstream and Downstream activities
- 2. The problem Situation Companies struggling to balance between sales and better marketing strategies. Questions Upstream activities? Downstream activities? How should companies base their marketing strategy? What if their decision results in loss? Questions Choosing competitors? Competitive advantage? Customer choices? Innovation-pace and prospects?
- 6. Proof and action Hypothesis Customers’ opinions are important but not all the time. Example: Apple and Zara Brand image plays a major role. Customers’ convenience plays a major role in pricing Alternatives Instead of selling better products, SELL PRODUCTS BETTER!!! Ex: Hyundai’s selling strategy during the 2008-09. Cialis vs. Viagra Alternatives Choosing your competitors: If you place your product in a different place in the store, the sales go up!!!!!
- 7. Solution CHANGE YOUR STRATEGY:TILT 1. Innovation is not always the option. SELL PRODUCTS BETTER!! 2. Downstream TILT: Reducing prices and risks for customers 3. Upstream competitive advantage: Internal to the firm 4. Downstream competitive advantage: External to the firm
- 9. Challenge1 Hyundai sales dropped drastically during the 2008-09 Challenge2 Laying offs; Delayed purchase of goods; Sales crashed!!! Plan1 Reduce risk instead of price! Action1 Launch risk reduction program in Jan 2009. Result1 Hyundai Sales doubled while industry sales declined 37%
- 10. The answer lies in pacing up the Downstream game! It has it’s own set of rules. Master them to your advantage!!!!
- 11. Sindhuja Nanduri 2013B1A4874H BITS Pilani, Hyderabad Campus