Name: Sedric G.

Licayan

Course: BSBA IIB

Subject: New Market Dvelopment

Directions: Read carefully and comprehend the topics above the. Answer in a clear, concisw, and
oranized manner. Provide example(s) if necessary. Consider the given rubric below.

1. Assume you work at a regional state university whose traditional target market, high school
students within your you region is shrinking. This segment is projected to decrease over the
next ten years. Recommend other potential market segment and discuss the criteria you
should consider to ensure that the identified segments are useful.

Answer:

This is exactly what is going on at the institution. They are aware that their target market would
shrink over the next ten years, and they have said as much. That means.  They must develop a
"target segmentation" strategy and present it to the pupils. I believe that a consumer database
could help the university focus its efforts. Based on a customer relationship-based clustering
technique. The kids would be the clients in this scenario. The non-traditional student group is one
market that students should consider. Because the majority of individuals lack a college diploma,
there may be many working adults who have never attended college but might benefit from it in
order to expand their job options or improve in their current one. Senior adults are another possible
market segment. With the aging population, there may be potential to provide educational
programs for senior citizens who want to keep learning but don't want to get a degree. Another
option is to provide continuous education to experts in certain professions.

2. Name and define the five winning value propositions descibed in this modul. Which value
proposition describes Prince Town-Gingoog? Explain your answer.

Answer:

1. Marketing can create more value by communicating an outside-in point of view: Even though
in B2B you have front-line sellers who have a direct view of customer requirements, that view is
usually limited to their individual customer or account deck. Marketing can be the broad
outside-in point of view about the customer and the industry. We conduct quarterly reviews. In
the past, marketing put up a bunch of slides on all of our activities. Now, we are much more
results focused and we actually start with an insight sections that provides invaluable trending
or emerging insights that the business needs to be aware of. Now, marketing is a source of
valuable outside-in data and information.

2. Marketing has the opportunity to define the unique truth about the company and how it is
differentiated. Marketing needs to fully understand who we are on the inside and then
accurately reflect that on the outside. When I took over this role, I took the team through this
introspective exercise to really understand who we are. We landed on the notion that the
fundamental DNA of the company is that we challenge the status quo. The impetus for the
company when we were founded 20 years ago was a fundamental rethinking of what networks
meant to a company. We challenge ourselves, our customers, and the industry. It’s how we
work internally and how we now represent ourselves outside.

3. Marketing needs to be the expert communicators of the value we have created — in a new
world with a lot of granularity regarding segmentation. This is about micro segmentation. We
can better hone our understanding of more slivers of a segmentation model to get much more
targeted with our messaging. And given how hyper-educated our buyers now are, this is critical
to meet them where they are in the buying process.

4. Creating compelling stories. This has always been the job of marketers. I invested an entire
day at our recent global marketing summit to the art of storytelling. In addition to storytelling to
the market outside, this ability to architect a compelling narrative also can help the marketer to
internally gain buy-in and support of our key initiatives. Stories are great for influencing. If you
asked our CEO today what is the primary job of marketing, he’d say to tell compelling stories
about our company to the market to help drive preference and growth.

5. Have a vision for the business and play a key strategic role. If we aren’t helping the company
look around corners, then we aren’t fully at the strategic or value-creating table as it relates to
the CEO and Board. We should be as capable as anybody in helping to guide the strategy of the
company.