Key Drivers of Marketing Strategies

The purpose of business is to create and keep a customer. -Peter Drucker

Marketing and Customer value

Marketing involves satisfying customer s needs and wants. The task of any business is to deliver customer value at a profit while being socially responsible. In a hypercompetitive (too competitive) economy with increasingly rational (sensible) buyers faced with abundant choices, a company can win only by fine-tuning the value delivery process and choosing, providing, and communicating superior value.

MARKETING AND CUSTOMER VALUE

HYPERCOMPETITION
ABUNDANT CHOICES
RATIONAL BUYER

VALUE DELIVERY PROCESS

DELIVERING

CHOOSING

COMMUNICATING

The value delivery process



The traditional view of marketing is that the firm makes something and then sells it. In this view, marketing takes place in the second half of the process. Companies that subscribe to this view have the best chance of succeeding in economies marked by goods shortages where consumers are not fussy about quality, features or style.

VALUE DELIVERY PROCESS

MAKE PRODUCT DESIGN PRODUCT PROCURE

SELL PRODUCT DISTRIBUTE PROMOTE

TRADITIONAL PHYSICAL PROCESS SEQUENCE

SERVICE

MAKE

PRICE

SELL

This traditional view of the business process, however, will not work in economies where people face abundant choices. There, the mass market is actually splintering (breaking) into numerous micro markets, each with its own wants, perceptions, preferences, and buying criteria. The smart competitor must design and deliver offerings for well-defined target markets. This realization inspired a new view of business processes that places marketing at the beginning of planning.

CHOOSE THE VALUE

CUSTOMER SEGMENTATION

STRATEGIC MARKETING TACTICAL MARKETING

VALUE DELIVERY PROCESS (Cont.)

MARKET FOCUS

VALUE CREATION & DELIVERY SEQUENCE

VALUE POSITIONING PRODUCT DEVELOPMENT

PROVIDE THE VALUE

SERVICE DEVELOPMENT

PRICING SOURCING MAKING DISTRIBUTING SERVICING

COMMUNICATE THE VALUE

SALES FORCE SALES PROMOTION ADVERTISING

Instead of emphasizing making and selling, companies now see themselves as part of a value delivery process. The value creation and delivery sequence can be divided into three phases. The first phase, choosing the value, represents the homework marketing must do before any product exists. The marketing staff must segment the market, select the appropriate market target, and develop the offering s value positioning. The formula segmentation, targeting, positioning (STP) is the essence of strategic marketing.

Once the business unit has chosen the value, the second phase is providing the value. Marketing must determine specific product features, prices, and distribution.

The task in the third phase is communicating the value by utilizing the sales force, sales promotion, advertising, and other communication tools to announce and promote the product. Each of these value phases has cost implications (significance). It is also the case that the value delivery process begins before there is a product and continues while it is being developed and after it becomes available.

London Business school s Nirmalya Kumar has put forth a 3Vs approach to marketing: (1) define the value segment or customers (and their needs); (2) define the Value proposition; and (3) define the value network that will deliver the promised service.

Dartmouth s Frederick Webster views marketing in terms of (1) value-defining processes such as market research and company self-analysis; (2) valuedeveloping processes including newproduct development, sourcing strategy, and vendor selection; and (3) value-delivering processes such as advertising and managing distribution.

THE VALUE CHAIN



Michael porter of Harvard has proposed the Value chain as a tool for identifying ways to create more customer value. Tool for identifying ways to create more customer value Firm - Synthesis of activities performed to design, produce, market, deliver and support its products Identifies 9 strategically relevant activities that create value and cost 5 Primary Activities 4 Secondary Activities

THE VALUE CHAIN

SUPPORT ACTIVITIES

FIRM INFRASTRUCTURE HUMAN RESOURCE MANAGEMENT TECHNOLOGY DEVELOPMENT PROCUREMENT

MARKETING & SALES
OPERATIONS

INBOUND LOGISTICS

PRIMARY ACTIVITIES

OUTBOUND LOGISTICS

SERVICE

 

The primary activities are inbound logistics or bringing materials into the business; operations or converting them into final products; outbound logistics or shipping out final products; marketing them, which includes sales; and servicing them.

The support activities- procurement, technology development, human resource management, and firm infrastructure- are handled in specialized departments. The firm s infrastructure covers the costs of general management, planning, finance, accounting, legal, and government affairs.

The firm s task is to examine its costs and performance in each value-creating activity and to look for ways to improve it. Managers should estimate their competitors costs and performances as benchmarks against which to compare their own costs and performance. And they should go further and study the best of class practices of the world s best companies.

For example, Wal-Mart has superior strength in its stock replenishment(fill up) process. As WalMart stores sell their goods, sales information flows via computer not only to Wal-Mart s headquarters, but also to Wal-Mart s suppliers, who ship replacement merchandise to the stores almost at the rate it moves off the shelf. The idea is not to manage stocks of goods, but flows of goods, and Wal-Mart has turned over this responsibility to its leading vendors in a system known as vendor-managed inventories (VMI).

CORE BUSINESS PROCESSES



MARKETING SENSING PROCESS Gathering, Disseminating & Acting On Market Intelligence Information. NEW OFFERING REALIZATION PROCESS Researching, Developing & Launching new offerings CUSTOMER ACQUISITION PROCESS Defining target market & Prospecting new customers FULFFILLMENT MANAGEMENT PROCESS Receiving orders, Shipping & Collecting payments

CORE COMPETENCIES
THREE DISTINCT CHARACTERISTICS:
  

SOURCE OF COMPETITIVE ADVANTAGE WIDE APPLICATION DIFFICULT TO IMITATE

Traditionally, companies owned and controlled most of the resources that entered their businesses labour power, materials, machines, information and energy but this situation is changing. Many companies today outsource less-critical resources if they can obtain better quality or lower cost. India has developed a reputation as a country that can provide ample outsourcing support.

The key, then, is to own and nurture the resources and competencies that make up the essence of the business. Nike, for example. Does not manufacture its shoes, because certain Asian manufacturers are more competent in this task; instead Nike nurtures its superiority in shoe design and merchandising, its two core competencies.

A core competency has three characteristics: (1) it is source of competitive advantage in that it makes a significant contribution to perceived customer benefits. (2) It has applications in a wide variety of markets. (3) it is difficult for competitors to imitate.

HOLISTIC MARKETING ORIENTATION Addresses 3 Management questions



How can a company identifies new market opportunities? How can a company efficiently create more promising new value offering? How can a company use its capabilities and infrastructure to deliver the new value?

HOLISTIC MARKETING (cont.)

Integration of Value Exploration, Value Creation and Value Delivery for long tern mutually satisfying relationships & co- prosperity with key stake- holders. Key Activities: Value Exploration Value Creation Value Delivery

  

VALUE EXPLORATION: Finding new value opportunities is a matter of understanding the relationships among three spaces: (1) the customer s cognitive (knowing)space; The customer s cognitive space reflects existing and latent(clear or obvious) needs and includes dimensions such as the need for participation, stability, freedom, and change.

 

2) the company s competence space; We can describe the company s competency space in terms of breadthbroad versus focused scope of business; and depth-physical versus knowledge- based capabilities.

 

3) the collaborator s resource space. The collaborators resource space includes horizontal partnerships, with partners chosen for their ability to exploit related market opportunities, and vertical partnerships, with partners who can serve the firm s value creation

VALUE CREATION: Value-creation skills for marketers include identifying new customer benefits from the customer s view; utilizing core competencies from its business domain; and selecting and managing business partners from its collaborative networks. To create new customer benefits, marketers must understand what the customer thinks about, wants, does, and worries about and observe whom customers admire and interact with, and who influences them.

VALUE DELVERY: Delivering value often means making substantial(large in amount) investments in infrastructure and capabilities. The company must become proficient(expert) at customer relationship management, internal resource management, and business partnerships management.

Customer relationship management allows the company to discover who its customers are, how they behave, and what they need or want. It also enables the company to respond appropriately, coherently(consistently), and quickly to different customer opportunities.

" . dissatisfied customers would tell between 7-10 people while a satisfied customer would recommend a company to 3-4 of their friends". PIMS If you make customers unhappy in the physical world, they might each tell 6 friends. If you make customers unhappy on the Internet, they can each tell 6,000 friends. JEFF BEZOS

Importance of customer loyalty (CRM)



To the company
    

 

Loyal consumers provide the basis for a stable sale Loyal consumers provide word-of-mouth Loyal consumers can be rich source of referrals Loyal consumers are likely to accept brand extensions Loyal consumers are likely to resist counter-persuasion measures Loyal consumers enable the company earn better margins Loyal consumers provide life time value to the company

To consumers
 

Risk reducing measure Reduces decision making tasks prior to purchase

the company requires internal resource management to integrate major business processes, such as order processing, general ledger, payroll. And production, within a single family of software modules.

Finally, business partnership management allows the company to handle complex relationships with its trading partners to source, process and deliver products

STRATEGY FORMULATION
Porters Generic Strategies

STRATEGIC PLANNING
PLANNING
Corporate Planning Division Planning
Implementing Diagnosing Results

IMPLEMENTING
Organizing

CONTROLLING
Measuring Results

Business Planning Product Planning

Taking Corrective Actions

CORPORATE & DIVISION STRATEGIC PLANNING

   

Defining the Corporate Mission Establishing Strategic Business Unit Assigning resources to each SBU Assessing growth opportunities

Corporate Mission
Mission statement is a brief description of a companys fundamental purpose or focus. A mission statement answers the question, Why do we exist?

HUL
Unilever's mission is to add Vitality to life. We meet everyday needs for nutrition, hygiene, and personal care with brands that help people feel good, look good and get more out of life.

CORPORATE & DIVISION STRATEGIC PLANNING (cont)

Characteristics of SBU


 

Single/collection of related Businesses that can be planned separately Its own set of competitors Has a separate manager responsible for strategic planning Planning New Businesses Terminating old Businesses

Assessing Growth Opportunities

 

Assessing Growth Opportunities (cont)



   

Intensive Growth- Opportunities to improve the current business. Ansoff Matrix (detail later) Integrative Growth- Backward, Forward or Horizontal Integration Diversification- Add attractive businesses that are unrelated to current business where company can leverage its strength Concentric Horizontal Conglomerate Downsizing Divesting the tired old business

ANSOFF MATRIX

Existing Products

New Products

Existing Markets

Market Penetration

Product Development

New Markets

Market Development

Diversification

BUSINESS UNIT STRATEGIC PLANNING

 

Business Mission SWOT Analysis

Involves monitoring the External and Internal marketing environmentfor overall evaluation of Companys Strength, Weakness, Opportunities and Threat

  

Goal Formulation Strategy Formulation and Implementation Feedback & Control

SWOT ANALYSIS

GOAL FORMULATION
After SWOT analysis Company proceeds to develop specific goals for the planning period

Goal Objectives that are specific with respect to

magnitude and time
  

Arranged in Hierarchy (most to least important) Should be stated Quantitatively Should be realistic

STRATEGY FORMULATION
Porters Generic Strategies

STRATEGIC ALLIANCES
MARKETING ALLIANCES  Product & Service Alliances  Promotional Alliances  Pricing Collaborations

STRATEGY IMPLEMENTATION
Once detailed strategies are developed, detailed support programs are worked out

FEEDBACK & CONTROL

 

Track the results Monitor new Developments

PRODUCT PLANNING- MARKETING PLAN

Written document that summarizes  What the marketer has learned about the marketplace  Indicates how the firm plans to reach the marketing objectives  Provides Tactical guidelines