Overview and Strategy Blueprint

Chapter 1:
 Good Marketing is no Accident
Selling’snt
ke t in g is a
G o o d M a r
Marketing but o u s
c on t in u
the tip of the
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iceberg Ma

Show the full picture: the BIG picture

“Would you tell me, please, which way I ought to go from here?”
“That depends a good deal on where you want to get to”, said the
cat.
“I don’t much care where” said Alice.
“Then it doesn’t matter which way you go,” said the cat.
Alice’s Adventures in Wonderland,
Lewis Carroll
The Art and Science of Marketing
• A corporate state of mind that exists on the
integration and co-ordination
(converged) of all the marketing functions
which, in turn, are melded (মেশা) with all other
corporate functions, for the basic objective of
producing long-range profits (Felton, 1959)

nni ng and
p rocess of p
la
ti n g is t h e ing,
Marke conce pti o n , p r ic
ti n g th e o ds
execu r i b u ti o n of i d e a s , go
in g a n d d i s t s ( V a l ue s /
plan n t e e x chang e
i c es to c r e a l a n d
and se r v y ind i vi du a
h a t s ati s f
benefits) t
( A M A , 19 85)
n a l o b j e c tives
organizatio
 The Art and Science of Marketing
l d s t h a t
co nc e p t ho nds
a r k e ti ng a l s d e p e
• The m ganizational go w a nt s
g o r a nd
achievin g th e n e e d s
g the
m i n i n liv e r i n
on deter markets and de ffectively
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(Kotler e

Marketing is the activity, set of institutions, and processes for creating,

communicating, delivering, and exchanging offerings that have
value for customers, clients, partners, and society at large (AMA, 2008)
 Why Marketing ?
Research and Data Analysis are the core to Marketing
• Addressing the Challenges (Media, NWDs for all Ps , Competitors,
PESTE, etc)
• Serve the NWDs of the Market
• Develop New Needs
• Social and Environmental Benefits
• Relationship with the Actors of the Marketing Environment by
generating conversations and conviction
https://www.youtube.com/watch?v=tLfNUD0-
8ts
 What’s Marketed ?
• Physical Goods (B2B n B2C)
• Services: Professional/Retail/
Online/ Sports
• People
• Organizations
• Entertainments
• Information
• Places
• Ideas
Who to Market? Stimulate the Demand, okay?
Target the Market after segmenting and profiling them and stimulate the demand
8 Possible Demand States:

1. Negative Demand: dental work

2. Nonexistence/NO Demand: unaware of (new product) 4D movie hall/gluten free
desserts in BD market
3. Latent Demand: unable to satisfy now/realizes later: regular vs urban farming
/organic products in BD market
4. Declining Demand: carbonated beverages among the calorie checkers
5. Irregular Demand: umbrella in rainy season, winter wear
6. Full Demand: demand= supply: all season: universities
7. Overfull Demand: d>s: organic beauty products, some restaurants
8. Unwholesome Demand: cigarettes, vapes
Who to Market? Types of Market

Consumer

Business

Non Profit/ Gvt

Meta market Concept: a cluster of complementary (পরিপূরক)
products and services closely related but spread across different
industries.

FMCG Meta market: raw mat suppliers, manufacturers, distributers,

financers, insurance companies, different media, etc
 Core Marketing Concepts
• NWDs
• Target Market, Positioning, Segmentations
• Offerings (VP) and Brands
• Values/ Benefits and Satisfactions : Customer value triad: quality, service, price
• Marketing Channels
• Supply Chain
• Competition
• Market Environment
Components and Context of Market Orientation

1. Customer Orientation: understanding customers

well enough continuously to create superior value for them
2. Inter-functional Coordination: using all company
resources to create value for target customers
3. Competitor Orientation: awareness of the short
and long term capabilities of competitors
4. Organizational Culture: linking employee &
managerial behavior to customer satisfaction
5. Long term creation of shareholder value
 Holistic Marketing Concepts
Developing, Designing and Implementing marketing programs, process, and activities
that recognize the breadth and interdependencies (আন্তঃনির্ভ রতা)
Develop your Marketing Memo: the right and wrong of your plan
 Holistic Marketing Dimensions

Get the right

people and
No Silo
please

Mass, 1:1,
Permission
using CRM
and PRM
The parameters of Holistic Marketing: Relationship Marketing
• Relationship Marketing signifies building
mutually satisfying long term relationships
with key constituents that directly or
indirectly affect the success of a firm’s
marketing activities.

• The Key constituents (উপাদান) include:

 Customers
 employees
 marketing partners (suppliers & marketing
intermediaries)
 members of the financial community
(banks and shareholders).
• Research has indicated a correlation
between relationship marketing and
profitability.
22
The parameters of Holistic Marketing: Integrated Marketing
• Integrated Marketing signifies the formulation of a product strategy,
pricing strategy, channel strategy and communications strategy in order
to create, deliver, exchange and communicate value for the consumers.
• In other words:
– the right product/service should be designed that provides a value
which satisfies a need.
– The right price should be set so that consumers will be ready to
buy the product while also making sure that the company makes
profits.
– The right channels should be pursued so that consumers can
access the value.
– And an effective integrated marketing communications campaign
should be designed to communicate value to the consumers.
– Avoid silo
 The parameters of Holistic Marketing: Internal Marketing
• Internal Marketing signifies the
alignment of every department in
the organization to be marketing
oriented in order to achieve
marketing goals.

• A marketing manager will not be

able to execute his/her strategy
effectively without the help of all the
other departments. Hence, there
should be an inter-departmental
harmony in order to provide
customer value.

• Avoid Silo
The parameters of Holistic Marketing: Performance Marketing
• Performance Marketing signifies how well the business has
performed in terms of financial and non financial parameters.
• The Triple Bottom Line Approach
 New Perspectives on Marketing

• Rapid Tech Developments

• Greater Consumer Empowerment: Bargain, Participation and
Resistance
• Fragmentation of Traditional Media
• Growth of Interactive and Mobile Marketing Options
• Channel Transformation Disintermediation, Retail
Transformation
• Increased Competition and Industry Convergence
• Globalization and the Growth of Emerging Markets
• Greater Environmental and Social concerns
 Marketing Management Tasks
• Developing Strategies and Plans:
screening/evaluating alternatives against
each other
• Assessing Marketing Opportunities:
micro and macro factors and actors,
budget allocation
• Choosing Value: customer segmentations,
comprehension and reaction strategies
for customers and competition analysis
• Designing Value: product design at
different levels, pricing
• Delivering Value: distribution
• Communicating Value: promotional
activities
• Sustaining Growth and Value
 Marketing Strategy

“Marketing Strategy:
A market-oriented approach that
establishes a profitable market position
for an organisation against all forces that
determine industry competition by
continuously creating & developing a
Sustainable Competitive Advantage (SCA)
from the potential sources that exist in a
firm’s value chain.”
 Conceptualizing Strategy in a Simplistic Manner
• Goals indicate what a business unit wants to achieve; strategy is the
game plan for getting there.
• A manager comes up with a strategy or a plan of action to achieve
superior performance in the marketplace than its competitors.

Battle v/s Marketing Strategy

• You need to know your current and desired situation – set your
goals.
• You need a MAP– to understand the Environment. (External and
Internal)
• You need a COMPASS to give you directions – TARGET MARKET
ANALYSIS
• And finally you need to ACT (execution of your strategy) – through
the P’s of Marketing Mix.
A presentation by Varqa Shamsi Bahar 31
 Dress Down Version!

“Marketing Strategy is an approach to enable an

organisation to best use its resources to meet the
needs of its customers.”

32
 The Concept of ‘Strategy’
Generic
 a plan of attack for winning
 a plan for beating the opposition

Organisational
 a plan for achieving organisational goals
 a plan for securing a competitive advantage in a given
market
 Purposes of Strategy

 To set the future direction for the organisation

 To state how it is to create value to customers

 To identify what product/s and in which

markets the firm will invest its resources

 To describe how it is to perform better than

competition
 It helps…

 Define the Scope of Business

 Finding ‘Strategic Fit’ between organisation

and its environment

 Identifying a Sustainable Competitive

Advantage (SCA)

 Guiding the Allocation of Resources

 Three levels of Strategy
Corporate
The overall goals of the business; often expressed in financial
terms: Vision, Mission, Directional Strategies/ Resource
allocation.

Competitive/Business (SBU)
How to compete in individual product-markets and
support the corporate strategy: cost
advantage/differentiation/focus

Functional
Functional strategies for the organisation’s
functional areas in support of SBUs and corporate
strategies: marketing mix
 Marketing Culture, Strategy and Tactics
Organizational Culture: marketing may be expressed as the
‘marketing concept’, i.e. a set of values and beliefs that drives the
organization through a fundamental commitment to serving customers’
needs as the path to sustained profitability. All the departments better
be converged !

Marketing Strategy: is about the big picture. How should the firm be
in a particular market after analyzing and anticipating the market based
on market insights?

Marketing Tactics: marketing as tactics is concerned with the day to

day activities related to the marketing mix for the selected option such
as segmentation and target market analysis, product management,
positioning, pricing, distribution and marketing communications
(advertising, personal selling and publicity and sales promotion)
Organizational Values: BRAVE, CONFIDENT, DETERMINED, JOYFUL: We live to play the
game. Every department work together to be the fastest Sports Brand in the world
Strategy: e.g. from Puma’s reading of how they figured out about the rising class of
consumers concerned about the environment. Puma went ahead and introduced env
friendly SBU. (differentiation)
Tactics: while Puma carried out this packaging initiative, they did not shun other
responsibilities, rather continued with all other 4P related tasks.
Key Elements of Marketing Strategy Acumen
Potential Sources that What value any organisation wants to create using its
exist in a firm’s value available marketing resources
chain:
Strategy based upon the needs & wants of the marketplace
Market-Oriented: (Analysing: conduct research to obtain intel on external and
internal env factors and actors)
Forces that determine Complex mix of ingredients that create the marketing
Industry Competition: ‘whirlwind’

Establishes a End goal of strategy to make a profit / alternate metrics

Profitable Market (AKLPCP) : Marketing Objectives (aim to bridge the market
Position: gaps)
Establishes a Marketing strategy not about one-off transactions. Aim is to
find a sustainable place in the market by satisfying and
Sustainable Market adjusting to the market. Identify options, Select course of
Position:
actions and establish marketing plan to get the job done

Continuously Creating Find a spot where, if need be, the primary challenges can be
& Developing CA: tackled: Identify options, Select course of actions and
establish marketing plan to get the job done
 Sustainable Competitive Advantage: SCA
Resource Based View: RBV:
capitalizing on resources, both
tangible and intangible to match
the NWDs (internal)

Intangible such as Brand Equity is

more difficult to substitute/ copy
comparing to Tangible resources
Market Based View: MBV:
Identifying , Anticipating and
Satisfying the NWDs by adjusting
to resources. (External)
Porter’s Model of SCA:

• Cost Effectiveness
• Differentiations
Marketing Strategy is a Gap Analysis
 Overview Of Marketing Strategy
EXTERNAL ANALYSIS INTERNAL ANALYSIS
• Customer Analysis: • Performance Analysis:
– Segments, motivations, unmet needs – Profitability, sales, shareholder value
analysis, customer satisfaction, product
• Competitor Analysis analysis, brand associations, relative
– Identity, strategic groups, performance, cost, new products, employee capability
image, objectives, strategies, culture, cost and performance, product portfolio
structure, strengths, weaknesses
analysis
• Market Analysis • Determinants of Strategic Options
– Size, projected growth, profitability, entry – Past and current strategies, strategic
barriers, cost structure, distribution
problems, organizational capabilities
systems, trends, key success factors
and constraints, financial resources and
• Environment Analysis constraints, strengths & weaknesses
– Technological, governmental, economic,
cultural, demographic, scenarios,
information-need areas

OUTPUT : Strategic strengths weaknesses,

OUTPUT : Opportunities, threats, trends and
problems, constraints and uncertainties
strategic uncertainties

Strategy Identification & Selection

• identify, strategic alternatives
–
– Product-market
Product-market investment
investment strategies
strategies
–
– Functional area strategies
– Assets, competencies and synergies
• Select strategy
• Implement the operating plan
Source : David Aaker • Review strategies
 Internal:
Pest repellent – SCA in all this fields
External:
Mosquito season  health concerns
Disposable income increasing, people
want handy/easier solution to problems
Gap analysis:
• Drill down and see what’s going on
• People want good night’s sleep
• They don’t want to worry about
fumigating too often
• They want health security from
mosquitoes
Strategic fit:
• Can we offer them a solution? Yes we
can. Repellent it is.
• Formulate marketing strategies:
• Go ahead and develop your 4Ps
4 Main Ways of Approaching Marketing Strategy

a. THINKING FIRST

b. SEEING FIRST
COMPETITIVE
MARKETING
c. DOING FIRST STRATEGY

d. SIMPLE RULES
 a. Thinking first
• Logical and Sequential Analysis of the situation.
• It’s about analyzing a strategic marketing problem and developing the
solution and the strategy through a carefully thought through and
largely sequential process
• Instant views and decisions are not made
• Closely connected to a Market-Driven Approach
• Primary approach for many organizations
• Works best when the issues are clear, the data are reliable, the
context is structured .
 b. Seeing First

•Be insightful using sensing skills (intuitions).

•Importance of seeing the overall decision is sometimes greater than
thinking about it.
•Works best when many elements have to be creatively integrated.

Visual merchandising
 Doing First
DO SOMETHING

MAKE SENSE OF IT

REPEAT THE SUCCESSFUL PARTS

DISCARD THE REST

• Instead of marketing strategy – the reality is often that ‘doing’ drives
• Many companies have successfully diversified their businesses
by a process of figuring out what worked & what did not.
• Works best when the situation is complicated, few small steps might
be helpful to make a decision.
 Simple Rules
Selecting a few key marketing strategic processes, crafting a handful of simple rules and
jumping in rather than avoiding uncertainty

Intel allocates manufacturing When a segment revenue reaches $1B,

capacity based on a product’s Dell splits the segment in two halves
gross margin
How to Rules

Priority Rules Boundary Rules

Miramax: i) film on human

conditions ii) cap on production
Simple cost
rules
Timing Rules Exit Rules

When developers approach a Dropping new initiatives

deadline they drop features when profit goals are not
met
 The Postmodern Approach
Buyers are increasingly sophisticated and cynical about regular
marketing
Customers prefer context specific persuasion knowledge
According to Brown (2001)

• customers do not want the truth, the whole truth and nothing but
the truth
• They want marketing to be about glitz and glamour and to be
mischievous and mysterious.
• Marketing should be fun, but any nastiness is forbidden.
• To undertake retro strategy (but in a persuasive way), marketers
need to practice Zen Marketing.