MARKETING STRATEGY

MARKETING STRATEGY IS THE SOLUTION TO PROVIDE SUPERIOR CUSTOMER VALUE TO THE TARGET MARKET

STRATEGY FORMULATION
STARTING POINT-----MARKET ANALYSIS

CONSUMER COMPANY COMPETITION CONDITION

MARKET SEGMENTATION-THE 2ND STEP

THE THREE MAJOR SEGMENTS COULD BE 1. 2. 3. 4. THE GEOGRAPHIC SEGMENT THE DEMOGRAPHIC SEGMENT THE PSYCHOGRAPHIC SEGMENT BEHAVIORAL SEGMENT

Cont..
MARKET ANALYSIS COMPETITION: -Michael Porters Five Forces Analysis -Value Chain Analysis -SWOT Analysis

Michael Porters Five Forces Model

THREAT OF NEW ENTRANT DEPENDS UPON: -economies of scale -Capital /investment requirement -Customer switching costs -Access to distribution channel -Access to technology -Brand loyalty -Degree of retaliation from existing players -Government policies

THREAT OF SUBSTITUTES DEPENDS UPON: -quality of the substitute -Buyers willingness to substitute -Relative price and performance of substitutes -Switching costs to substitutes

BARGAINING POWERS OF SUPPLIERS DEPENDS UPON: -concentration of suppliers Vs the buyers -branding of the supplier -suppliers threat to integrate forward -quality n service -switching cost of the suppliers

BARGAINING POWER OF BUYERS DEPENDS UPON: -concentration of buyers VS the suppliers -products represents a significant amount of buyers costs or purchases -differentiated/undifferentiated product -switching costs to the buyers -buyers threat of backward integration -information update of the buyers

INTENSITY OF RIVALRY DEPENDS UPON: -structure of competition;numerous competitors vs clear cut market leader -degree of product differentiation -structure of industry costs;high fixed costs leading to price cutting -exit barriers; high leads to intense rivalry

VALUE CHAIN MICHAEL PORTER

IDENTIFIES 9 WAYS TO CREATE MORE CUSTOMER VALUES THROUGH PRIMARY AND SECONDARY ACTIVITIES PRIMARY ACTIVITIES: 1. INBOUND LOGISTICS 2. OPERATIONS 3. OUTBOUND LOGISTICS 4. MARKETING AND SALES 5. SERVICE

Cont.
SECONDARY ACTIVITIES: 6.FIRM INFRASTRUCTURE 7.HUMAN RESOURCE MANAGEMENT 8.TECHNOLOGICAL DEVELOPMENT 9.PROCUREMENT

Framework for competitor analysis

Future goals current strategy

competitors response profile

Assumptions

capabilities

FUTURE GOALS: Business Unit Goals -financial goals -values and beliefs -organisational structure -control and incentive system

Parent Company -current sales of the parent company -overall goals -strategic relevance of the business unit to the parent company -diversification plans PORTFOLIO ANALYSIS -BCG -GE

ASSUMPTIONS Competitors assumptions about itself Competitors assumptions about the industry CURRENT STRATEGY-competitors key operating policies in each functional area of the business

CAPABILITIES -assessment of competitors strengths and weakness in varied areas -core capabilities of the competitors in each of the functional areas -Ability to grow -quick response capability -Staying power

COMPETITORS RESPONSE PROFILE -is the competitor satisfied with its current position? -what likely moves or strategy shifts will the competitor make? -where is the competitor vulnerable? -what will provoke the greatest and most effective retaliation by the competitor?

CONDITION
MACRO ENVIRONMENT DEMOGRAPHIC ENVIRONMENT SOCIO-CULTURAL ENVIRONMENT ECONOMIC ENVIRONMENT POLITICAL ENVIRONMENT NATURAL ENVIRONMENT TECHNOLOGICAL ENVIRONMENT LEGAL ENVIRONMENT

COMPANY
Internal Appraisal -BCG -GE McKinsey -SWOT Strategies in terms of 4 Ps: -Product -Price -Place -Promotion

PRODUCT
AN OFFERING THAT SATISFIES THE NEEDS OF THE CUSTOMER

Major tasks in Product Management

I. MANAGING THE PLC :-STAGES:INTRODUCTION GROWTH MATURITY DECLINE

NEW PRODUCT DECISIONS

SIGNIFICANCE OF NEW PRODUCT: MEETING CHANGES IN CONSUMER DEMAND MAKING NEW PROFITS COMBATING ENVIRONMENTAL THREATS NEW PRODUCTS CAN BE: NEW ARISING OUT OF TECHNOLOGICAL INNOVATION NEW DUE TO MARKET-ORIENTED MODIFICATIONS

STAGES IN NEW PRODUCT DEVELOPMENT

IDEA GENERATION IDEA SCREENING CONCEPT TESTING MARKETING STRATEGY BUSINESS/MARKET ANALYSIS PRODUCT DEVELOPMENT MARKET TESTING COMMERCIALISATION

STRATEGIES AT VARIOUS STAGES

INTRODUCTION:-strategies to be aimed at Attracting customers by raising awareness of, and interest in the product through advertising, public relations and publicity efforts that stress key product features and benefits. Inducing customers to try and buy the product through the use of various sales tools and pricing activities. Strengthening and expanding channel and supply chain relationships to gain sufficient product distribution to make the accessible to target market.

 Setting pricing objectives that will balance the firms need to recoup the investment with the competitive realities of the marketplace GROWTH strategies to be aimed at Improving product quality,adding new product features and style Entering new market segments Increasing distribution coverage Shift from product awareness advertising to product preference advertising

 Finding an ideal balance between price and demand as the price elasticity becomes more important as product moves towards the maturity stage MATURITY strategies to be aimed at Generating cash flow Holding market share Stealing market share Increasing share of customers

DECLINE options available are Postpone the decline Accept its decline

II. APPRAISAL OF THE PRODUCT LINE ALTERING THE LENGTH OF THE LINE THROUGH:
STRETCHING THE LINE -UP or DOWN LINE FILLING LINE PRUNNING

III. MANAGING BRAND EQUITY BRAND EQUITY- TOTAL WEIGHTAGE THE CUSTOMER GIVES TO THE BRAND BRAND = BASIC PRODUCT+NAME+LOGO+MARKETING STRATEGY STAGES OF BRANDING: 1.BRAND AWARENESS 2.BRAND ACCEPTANCE 3.BRAND PRIORITY 4.BRAND LOYALTY

NAMING THE BRAND INDIVIDUAL BRAND NAMES ex: Breeze, Camay FAMILY/UMBRELLA BRAND ex: Lakme, Ponds COMPANY NAME AS BRAND NAME ex: Godrej, Tata , BPL MIDDLEMENS/STORE BRAND/PRIVATE LABEL ex: Shoppers Stop, Pantaloons

NEED FOR BRANDING MARKET IDENTITY LEGAL PROTECTION CUSTOMER LOYALTY PROFIT MARGINS SEGMENTATION BARGAINING CAPACITY CORPORATE IMAGE

PRICING
MONETARY VALUE IN RETURN OF PRODUCT/SERVICE OCCASIONS OF PRICING:1. SETTING A PRICE OF A NEW PRODUCT 2. INTRODUCTION OF EXISTING PRODUCT IN A NEW MARKET 3. RESETTING /ADJUSTING THE CURRENT PRICE

THE PROCESS..
SELECTING THE PRICING OBJECTIVES DETERMINING THE DEMAND ESTIMATING COST ANALYSING COMPETITORS COSTS,PRICES AND OFFERS SELECT A PRICING METHOD SELECTING THE FINAL PRICE

SELECTING THE PRICING OBJECTIVES

THE COMPANY FIRST DECIDES WHERE IT WANTS TO POSITION ITS MARKET OFFERING. THE CLEARER A FIRMS OBJECTIVES, THE EASIER IT IS TO SET PRICE. Survival. Maximum current profit. Maximum market share. Maximum market skimming. Product-quality leadership

Demand estimation
Factors contributing to Price sensitivity: Unique Value effect Substitute Awareness effect Difficult Comparison effect Total expenditure effect End-Benefit effect Shared Cost effect Sunk Investment Effect Price Quality effect Inventory effect

Measuring demand curves: -controlled experimentation -Direct probing -Statistical analysis of past data Demand is likely to be less elastic under the following conditions: There are few or no substitutes or competitors. Buyers do not readily notice a higher price. Buyers are slow to change their buying habits. Buyers think the higher prices are justified.

 Costs set the floor to the price. Competitors prices and the price of substitutes provide an orienting point. Customers assessment of unique features establish the price ceiling. There are five price-setting methods:
Markup pricing. Target-return pricing. Perceived-value pricing. Value pricing. Going-rate pricing.

Other price adaptations

a) Price discrimination customer segment pricing Trade discrimination Location pricing Time pricing b) Discounts Cash discount Quantity discount Trade discount Seasonal discount

c) Promotional pricing
Loss Leader pricing Special event pricing Longer payment terms Low interest financing Warranties and service contracts

d) Product mix pricing

Product line pricing Captive product pricing Two part pricing Product bundling pricing

DISTRIBUTION NETWORK
Know what work marketing channels perform Know how channels should be designed Know what decisions companies face in managing their channels Know how companies should integrate channels and manage channel conflict

NEED FOR A DISTRIBUTION SYSTEM

GENERAL DISCREPANCY EXISTING : SPATIAL DISCREPANCY TEMPORAL DISCREPANCY NEED TO BREAK THE BULK NEED TO PROVIDE ASSORTMENT INFORMATION GAP

ENTITIES
1)PHYSICAL DISTRIBUTION 2) MARKETING CHANNELS

PHYSICAL DISTRIBUTION
1.TRANSPORTATION -MODE:air,rail,road,water,pipeline -ROUTING -COST

.cont.
2. WAREHOUSING a. Critical storage points nos. Location

b. Inventory control-costs ordering carrying stockout

MARKETING CHANNELS
MOST PRODUCERS DO NOT SELL THEIR GOODS DIRECTLY TO THE FINAL USERS; BETWEEN THEM STANDS A SET OF INTERMEDIARIES PERFORMING A VARIETY OF FUNCTIONS These intermediaries constitute a marketing channel

SET OF INDEPENDENT ORGANISATIONS INVOLVED IN THE PROCESS OF MAKING A PRODUCT OR SERVICE AVAILABLE FOR USE/CONSUMPTION.

INTERMEDIARIES:
TYPES OF MARKETING INTERMEDIARIES CFAs Distributor/wholesaler Retailer exclusive:owned or franchise shop in shop commission agents

FUNCTIONS
a)Information-Potential & current customers -Competitors -Forces in the mktg. environment b)Promotion c)Negotiation d)Risk taking(financial,credit terms,storage,pilferage) e)Transactional efficiency financing to the manufacturer service provider presale post sale

LEVELS OF CHANNEL
ZERO LEVEL manufactureconsumer eg: EUREKA forbes ONE LEVEL Presence of one intermediary Manufactures----retailer agents distributor ---consumer Eg. Automobiles TWO LEVELS Manufacturewholesaler-retailer-consumer Eg. FMCG products THREE LEVELS Manufactureagentswholesaler-retailer-consumer Eg. agricultural products

CHANNEL DESIGN DECISIONS

1. ESTABLISH CHANNEL OBJECTIVE -market coverage
-control objectives -ensuring minimum effort exerted by the consumer in procuring the product -quality objective

cont.
2. DETERMINING THE TYPES OF CHANNELS TO BE USED.
- Largely depends on the channel objectives of the firm. 3.

IDENTIFY CHANNEL ALTERNATIVES

i)Intensity of distribution
Exclusive( one area, one shop ) Selective ( products available in few shops) Intensive ( every retail shop has the product )

ii) Proximity to end users. iii) Existing distribution practices analysis).

(by competitive

4.

EVALUATE THE ALTERNATIVES.

Economic criteria

cost Vs value
time period taken by a channel to deliver control criteria channel availability

5. SELECTING THE FINAL CHANNEL MEMBER

they should stick to your terms and conditions. Motivate them Train them Resolve channel conflicts.

CHANNEL CONFLICTS
TYPES OF CONFLICT AND COMPETITION Vertical channel conflict means conflict between different levels within the same channel. Horizontal channel conflict involves conflict between members at the same level within the channel. Multi-channel conflict exists when the manufacturer has established two or more channels that sell to the same market.

CAUSES
Goal incompatibility. Unclear roles and rights. Improper communication. Lack of autonomy

CONFLICT MANAGEMENT METHOD

1. INSTITUTIONAL APPROACHES JOINT MEMBERSHIP OF ASSOCIATION EXCHANGE OF EXECUTIVES COOPTATION

2. THIRD PARTY MECHANISM MEDIATION ARBITRATION

Integration of channels
VMS HMS MULTI-CHANNEL MARKETING

COMMUNICATION MIX
PRODUCTFEATURES,SIZE,SHAPE,FINISH,PACKAGING,L ABE-LLING,BRAND NAME,COMPANY NAME.

PRICE- QUALITY EQUATION PRICE-STATUS EQUATION PLACE- STORE IMAGE,STORE- LEVEL MERCHANDISING

PROMOTION: PERSONAL SELLING PUBILC RELATIONS ADVERTISING SALES PROMOTION

PERSONAL SELLING- PAID PERSONAL COMMUNICATIONTHAT ATTEMPTS TO INFORM CUSTOMERS ABOUT PRODUCTS AND PERSUADE THEM TO PURCHASE THOSE PRODUCTS. FACE TO FACE TRANSACTION BETWEEN A SALESMAN AND A PROSPECTIVE CUSTOMER

FACTORS SUPPORTING PROMOTION

KNOWLEDGE& EXPERTISE BETTER OUTLOOK & PERSONALITY EFFECTIVE COMMUNICATION SKILLS A CONVINCING MESSAGE

PUBLIC RELATIONS- TRACKS PUBLIC ATTITUDES, IDENTIFIES ISSUES THAT MAY ELICIT PUBLIC CONCERN, AND DEVELOPS PROGRAMMES TO CREATE AND MAINTAIN POSITIVE RELATIONSHIP BETWEEN A FIRM AND ITS STAKEHOLDERS.

CAN WIN IN YOUR FAVOUR THROUGH

SPONSORSHIP NEWS(PRESS RELEASE) FEATURE ARTICLE PRESS CONFERENCE EVENT MANAGEMENT SOCIAL CAUSE

ADVERTISINGTELLING & SELLING

ANY PAID FORM OF NON-PEROSNAL COMMUNICATION OR PROMOTION BY AN IDENTIFIED SPONSOR. 5 Ms OF ADVERTISING

MISSION ADVERTISING OBJECTIVES AREAS WHERE OBJECTIVES CAN BE SET: INTRODUCTION OF NEW PRODUCTS MARKET EXPANSION REMINDING TO CUSTOMERS BUILDING UP CORPORATE & BRAND IMAGE AIDING THE TOTAL SELLING FUNCTION STIMULATING IMPULSE BUYING

MONEYADVERTISING BUDGET DIFFERENT METHODS: COMPETITIVE PARITY METHOD AFFORDABILITY PERCENTAGE OF SALES/TURNOVER OBJECTIVE- TASK METHOD PAST SALES ADVERTISING EXPENDITURE

MESSAGE SHOULD BE SIMPLE CREATE A BANDWAGON EFFECT

MEDIA REACH FREQUENCY TYPES:PRINT NEWSPAPER MAGAZINES TRADE JOURNALS DIRECT MAILS AUDIO/VISUAL/ELECTRONIC RADIO TV INTERNET CINEMA CASSETTES AUDIO/VISUAL EXPOSURE

OUTDOOR HOARDINGS POSTERS NEON LIGHTS FAIRS & EXHIBITIONS TRANSIT ADVERTISING BALLOONS LOUDSPEAKER ANNOUNCEMENTS

MEASUREMENT: DAR TEST-DAY AFTER RECALL TEST MARKET METHOD

SALES PROMOTION:DIRECT AND IMMEDIATE INDUCEMENT. MARKETING NEEDS SERVED BY SALES PROMOTION: NEW PRODUCT INTRODUCTION UNLOADING ACCUMULATED INVENTORY GETTING NEW ACCOUNTS GETTING BACK LOST ACCOUNT PERSUADING DEALERS TO BUY MORE

TOOLS AND TECHNIQUES OF SALES PROMOTION: DEMONSTRATIONS TRADE FAIRS AND EXHIBITIONS COUPONS AND FREE SAMPLES CONTESTS MERCHANDISING /DISPLAY SALES PROMOTION ON INTERNET

STDP
STDP-SEGMENTING TARGETING DIFFERENTIATING POSITIONING

SEGMENTATION
MASS MARKETING The process in which the seller engages in the mass production, mass distribution, and mass promotion of one product for all buyers. SEGMENT MARKETING Serving to a group of customers who share a similar set of needs and wants.

Basis of identifying segments

1. 2. 3. 4. Geographic Segmentation Demographic Segmentation Psychographic Segmentation Behavioral Segmentation

GEOGRAPHIC SEGMENTATION It calls for dividing the market into different geographical units.
Geographic variables region of the world or country, East, West, South, North, Central, coastal, hilly, etc. country size/country size : Metropolitan Cities, small cities, towns. Urban, Semi-urban, Rural. climate Hot, Cold, Humid, Rainy.

DEMOGRAPHIC SEGMENTATION Demographic variables age gender Male and Female family size family life cycle education Primary, High School, Secondary, College, Universities. income occupation socioeconomic status religion nationality language

PSYCHOGRAPHIC SEGMENTATION The buyers are divided into different groups on the basis of lifestyle or personality or values
Psychographic variables personality lifestyle value attitude

BEHAVIORAL SEGMENTATION Behavioral variables benefit sought product usage rate User status brand loyalty readiness to buy stage

REQUIREMENTS OF A SEGMENT
DAMAS Differentiable Actionable Measurable Accessible Substantial

Effective Targeting Requires

Identify and profile distinct groups of buyers who differ in their needs and preferences. Select one or more market segments to enter. Establish and communicate the distinctive benefits of the market offering.

PATTERNS OF SELECTING THE TARGET MARKET

Single-segment concentration. Selective specialization. Product specialization. Market Specialization. Full market coverage.

DIFFERENTIATION
THE PROCESS OF ADDING A SET OF MEANINGFUL AND VALUED DIFFERENCES TO DISTINGUISH THE COMPANYS OFFERINGS FROM COMPETITORS OFFERINGS

Differentiation Strategies
Product Channel Image Price

Product Differentiation
Product form Features Performance Conformance Durability Reliability Reparability Style Ordering ease Delivery Customer training Maintenance

POSITIONING
Act of designing the companys offering and image to occupy a distinctive place in the mind of the target market

CRITERIA FOR SUCCESSFUL POSITIONING

1. 2. 3. 4. CLARITY CONSISTENCY CREDIBILITY COMPETITIVENESS

CORPORATE STRATEGY
1. STABILITY-THE FIRM STRIVES TO MAINTAIN ITS STATUS
QUO.

2. EXPANSION-THROUGH INTENSIFICATION,INTEGRATION
AND DIVERSIFICATION

3. DIVESTMENT- SELL OFF OR LIQUIDATE THE NONDESIROUS BUSINESS

4. COMBINATION- TWO OR THREE STRATEGY AT A TIME

Stability strategy
Firm stays with the same businesss,same market-product posture Does not involve redefinition of the of the business of the corporation Does not warrant much of fresh investment Risk is less Conditions under which firms adopt this strategy:

Cont
When the firm feels it enjoys a comfortable position in its current business When the firms growth ambitions are modest When the industry concerned is mature and the firm enjoys a profitable position This is often adopt this strategy after rapid growth or diversifiation to consolidate its position. Business that have just come through turmoil.

Expansion strategy
Conditions under which the strategy is adopted: Corporate ambitions are high When enormous new opportunities are coming up in the environment. For fighting competition in the growing business. When the firm has strong resource base To counter the vulnerability of a single business position or the position on the PLC.

Routes to expansion: Intensification -firm tries to grow in the related areas. best described by Ansoff product-market grid Integration forward backward horizontal

Cont.
Diversification
Concentric R.P. Horizontal D.P. ConglomerateD.P. D.C. S.C. D.C.

Divestment strategy
Conditions under which the strategy is adopted: When the firm finds that some of its businesses have become unattractive, unprofitable and unviable Obsolesence Firms unable to compete in the competitive market When the business is in the decline stage of PLC.

Generic Strategies

Low-cost leadership

Differentiation

Focus

PORTERS GENERIC STRATEGIES

Competitive Advantage
Lower Cost Broad Target Competitive Scope Narrow Target 3 A. Cost Focus 3 B. Differentiation Focus 1. Cost Leadership Differentiation 2. Differentiation

Cost leadership- achieving leadership in the industry by providing the product at the most reasonable cost. Differentiation: Basis of differentiation Product itself Delivery system Credit facilities Service factor

REQUIREMENTS FOR GENERIC COMPETITIVE STRATEGIES

Generic Strategy
Overall cost leadership Process engineering skills Intense supervision of labour Products designed for ease in manufacture Low-cost distribution system Differentiation Strong marketing abilities Product engineering Creative flare

Commodity Required Skills and Resources

Sustained capital investment and access to capital

REQUIREMENTS FOR GENERIC COMPETITIVE STRATEGIES

CONTD

Strong capability in basic research Corporate reputation for quality or technological leadership Strong cooperation from channel Focus Combination of the above policies directed at the particular strategic target

Risks associated with each of the generic strategies

Cost leadership: Competitors imitation Technological changes Threat of differentiation Inability to see changes in the market due to over attention paid to cost inflation

Cont
Differentiation : Competitors imitations Change in customers needs Focus: Competitors find submarket within the target. The segment becomes unprofitable.