...Word Module Page Strategy definition 1 Strategy evolution 1 Carl von Clausewitz 1 Adam smith 1 insivible hand 1 Competitive strategy 1 19; 20 Mintzberg 1 day-to-day operations vs strategy 1 Operationnal effectiveness vs strategic positioning1 Productivity frontier 1 mission, company 1 vision company 1 Strategic planning process 1 Leadership vs management 1 management vs leadership 1 Leadership definition 1 ethics and leadership 1 leadership and ethics 1 Friedman, 1 neoclassical economy 1 Sociioeconomic view of ethics 1 Stratetgy approaches 1 Appraoches to strategy 1 Rational approach, strategy 1 Ansoff 1 Processual approach 1 Loigcal incrementalism 1 planning vs crafting 1 crafting vs planning 1 Rational approach vs processual 1 evolutionary approach 1 Systemic approach 1 Startegic thinking 1 Strategic thinks vs planning 1 Startegic planning vs thinking 1 thinking vs planning 1 planning vs thinking 1 Fit vs stretch 1 Stretch vs fit 1 Levels of strategy 1 strategy level 1 Corporate strategy 1 Business strategy 1 functional strategy 1 global context of business 1 globalisation drivers 1 Competitive forces 1 technological forces 1 social forces 1 political forces 1 Globalisation challenges 1 Competition 1 distribution 1 macro-economic 1 socio-economic 1 financial 1 legal 1 Physical 1 Political 1 sociocultural 1 labour 1 technological forces 1 Globalisation...
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...structure ▫ Buying behaviour ▫ Marketing practices IIM Ranchi PGDM 2014-16 Market Structure • Demand ▫ Derived vs. direct • Volatility of demand ▫ Greater • Elasticity of demand ▫ Less elastic vs. more elastic – perverse (?) • Market size ▫ Larger • Geographic concentration ▫ Often clustered vs. usually dispersed IIM Ranchi PGDM 2014-16 The Accelerator Effect • Due to derived demand • Rate of change of secondary/tertiary demand > rate of change of primary demand IIM Ranchi PGDM 2014-16 Buying Behaviour • Buying influences ▫ Many vs. few • Purchase cycles ▫ Often long vs. usually short • Transaction value ▫ Higher • Process complexity ▫ More complex IIM Ranchi PGDM 2014-16 Buying Behaviour • Buyer-seller interdependence ▫ Often very close • Importance of relationships ▫ Mostly very high • Purchase professionalism ▫ High vs. low • Degree of interactivity ▫ High vs. low • Formal, written rules ▫ Common vs. uncommon Contd. IIM Ranchi PGDM 2014-16 Marketing Practices • Selling process ▫ Systems vs. product • Personal selling usage ▫ Extensive vs. limited • Promotion ▫ Customer-specific vs. mass marketing • Branding ▫ Limited vs. extensive • Market research ▫ Limited vs. extensive IIM Ranchi PGDM 2014-16 Marketing Practices • Use of relationships ▫ Extensive vs. limited • Web...
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...Monopolistic Competition • Many Competitors • Ability of differentiate offering is high - Hotels Pure Competition • Many Competitors • Similar Offering • Scope and basis for Differentiation is low - Cereals, Cigarette, Tea, Biscuit Drivers of Industry’s Competitive Structure • • • • • • Entry Barrier Mobility Barrier Exit Barrier Cost Structure Degree of Vertical Integration Degree of Globalization Entry Barrier • • • • • • • Capital Requirements Economies of Scale Patents Licensing Requirement Location Raw materials Intermediaries Exit Barrier • Legal and Moral Obligation to Customers, Creditors, Employee • Govt. Restrictions • Low Asset Salvage Value • Lack of Better Opportunities • High Degree of Vertical Integration Mobility Barrier • Barrier when Firm Tries to go Upward, Enter More Attractive Segments ( AirAsia & Vistara; Permission to operate internationally) Cost Structure • Which Component is the major Cost Centre -Manufacturing - Distribution -Advertising -Licensing and any other Degree of Vertical Integration • Flexibility in Operating in a Highly Integrated Chain and its Disadvanatges. Degree of Globalization • How Local/Global the Firm is ? Analyzing Competitors • Strategic Groups Strengths and Weaknesses of Competitors • The three Variables to be Considered Share of Market Share of Mind Share of Heart Industry attractiveness analysis Debasis Pradhan, XLRI, India ...
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...Data Analytics: A Marketing Segmentation Case Study T. Evgeniou, INSEAD J. Niessing, INSEAD The Iterative Process Cycle Data Preparation & Exploration Analysis Goal of Analysis Performance Assessment Segmentation Methodology – A(nother) Process 1 2 3 4 5 6 Identify Business Issues Clarify Scope and Dimensions Generate and Refine Hypotheses Decide on Data to use / Collect Needed Data Build the Segmentation Framework Link to Marketing & Business Strategy A Segmentation (micro-)Process • Segmentation solution is created through a rigorous and iterative process Data Processing/ Factor Analysis Cluster analyses Review and refine Why Segmentation? • SEGMENTATION is a critical enabler to achieve business objectives and realize benefits • SEGMENTATION is critical to identify white spaces for new products/offerings • SEGMENTATION helps organizations to optimize their retention and acquisition strategy • SEGMENTATION is often used to optimize pricing across different products • SEGMENTATION enables organizations to become more customercentric • MARKET DYNAMICS make segmentation critical to business success. Questions You Might Hear… These are only some of the issues that clients may raise that clue you in to appropriateness of segmentation Growth & New Opportunities Market Structure Product Development Channel Deployment Resource Allocation Retention...
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...Gap’s current channels strategy’ analysis: ....................................................................... 4 3.1. Gap’s market segmentation: ........................................................................................ 5 3.2. Gap’s Current Channel Chains:................................................................................... 6 3.3. Gap’s Directional Policy Matrix: ................................................................................ 7 4.0. Gap’s future channel chain: ............................................................................................ 9 5.0. Recommendations: .......................................................................................................... 9 6.0. Limitations: ................................................................................................................... 11 7.0. References: .................................................................................................................... 12 8.0. Appendix:...................................................................................................................... 14 Page 1 Table of Figures: Figure 1: Childrenswear Sales and Growth vs Apparel and Footwear 2009-2014 .................. 3 Figure 2: Gap’s Market Segmentation ...................................................................................... 5 Figure 3: Gap's Current Channel Chains Diagram ....
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...Course Project Structure 1. Executive Summary 2. Company Overview and Project Focus - Company Background - Company Mission - Sources of Competitive Advantage - Course Project Focus - Market Opportunity/Problem Statement 3. Situational Analysis - Industry Analysis o Market Size o Market Growth o Market Trends - Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis - Competition - Customer Analysis - Product (AND 4 P )Analysis – WHAT IS the current marketing mix 4. Segmentation, Targeting and Positioning (STP) – WHAT IS it currently - Market Segments - Target Market Identification - Positioning 5. Marketing Strategy & Marketing Mix Recommendations (THIS IS YOUR PLAN) Marketing Strategy (What should it BE?) - Market Segments - Target Market Identification - Positioning If it is the same, then you just need to explain that and justify it. (For example, if you are suggesting improving the current product to sell more to the current customer (market penetration) or if you are suggesting launching a new product for current customers (product development), then your segment would be the same. Else, it might change. ...
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...Journal of Operations Management 30 (2012) 269–281 Contents lists available at SciVerse ScienceDirect Journal of Operations Management journal homepage: www.elsevier.com/locate/jom Customer-facing supply chain practices—The impact of demand and distribution management on supply chain success Daniel Rexhausen a,∗ , Richard Pibernik b,c , Gernot Kaiser d a EBS Business School, Department of Supply Chain Management & Information Systems, Konrad-Adenauer-Ring 15, 65187 Wiesbaden, Germany Julius-Maximilians University Würzburg, Chair of Logistics and Quantitative Methods, Sanderring 2, 97070 Würzburg, Germany c Zaragoza Logistics Center, C/ Bari 55, Edificio Náyade 5, 50197 Zaragoza, Spain d Technical University Darmstadt, Department of Law & Economics, Hochschulstraße 1, 64289 Darmstadt, Germany b a r t i c l e i n f o Article history: Received 13 December 2009 Received in revised form 23 January 2012 Accepted 1 February 2012 Available online 10 February 2012 Keywords: Supply chain performance Supply chain management practices Demand management Distribution management Survey research a b s t r a c t Traditionally, distribution has been viewed as the key (physical) link between a company’s internal supply chain activities and its customers. More recently, demand management has emerged as a new dimension at the customer interface. Although it has become increasing popular in industry, it has not yet been analyzed in depth with respect to...
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...A SOSTAC® and PRACE planning checklist for online marketing Table of contents Start here – how can this template be used? 1 SOSTAC® Digital Marketing Plan outline incorporating RACE 2 SITUATION 2 OBJECTIVES 2 STRATEGY 3 TACTICS 3 ACTIONS 4 CONTROL 4 Start here – how can this template be used? SOSTAC® and RACE are two of the main tools we’ve created to help marketers plan and manage their marketing. It’s no surprise that we've had several questions asking for more information about how they relate. To show how they’re related we’ve created this template that shows how each stage of the SOSTAC® planning process can be broken down into the key issues to consider when creating a plan to improve online marketing. It’s basically a dense checklist for annual review or when you start a new job or project aimed at helping you get up-to-speed quickly by showing the key issues to consider within each part of strategy definition. As with other parts of our digital strategy toolkit, we’ve created it as a simple, unbranded, unformatted Word document so that it can be more easily used in your company. Notes SOSTAC® was created by PR Smith as a framework for structuring marketing plans. You can read more about it and get Paul’s PDF on how to apply from Amazon at http://bit.ly/smartsostac. For simplicity in creating a strategy can limit to SOST since A is implementation details and KPIs and review process C can be covered under objectives Defining an activity as a “Strategy”...
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...research objectives -Developing the research plan for collecting information -Implementing the research plan- collecting and analyzing the data -Interpreting and reporting the findings Chapter5 1. Customer-driven marketing strategy 2. The buyer decision process Need recognition- Information search- Evaluation of alternatives- Purchase decision- Post-purchase behavior 3. Stages in the adoption process Awareness- Interest- Evaluation- Trial- Adoption 4. Types of buying situations Straight rebuy, Modified rebuy, New task, System selling, Buying centre Chapter6 1. Customer driven marketing strategy -Segmentation -Targeting -Differentiation -Positioning 2. Market segmentation -Segmenting consumer markets -Segmenting business markets -Segmenting international markets -Requirements for effective segmentation * -Measurable, Accessible, Substantial, Differentiable, Actionable 3. Market Targeting -Evaluating market segments *-segment size and growth -segment structure attractiveness -company objectives and resources -Selecting target market segments -Socially responsible target marketing 4. Differentiation and positioning -Positioning maps -Choosing a differentiation and positioning strategy -Communicating and delivering the chose position Chapter7 1....
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...buying outdoor gears and equipments across Canada. In the past few years, the company opened several stores in Vancouver, Toronto, Calgary and so on to serve the outdoor enthusiasts in the major regions in Canada. But its not enough, MEC wants to serve more customers and expand its market countrywide. The best way to achieve the goal is to create a website, and hence allow the customers buying on-line despite of where they are. This is what the president and chairman of MEC concerning about recently. By analyzing the following aspects, the company may create a successful website to match the customers' requirement indeed. First, MEC should consider how the market segments will impact the website and it's ecommence strategy. Customer segmentation is a method for grouping customers based upon similarities they share with respect to any dimensions the company deem relevant to its business (http://www.mindofmarketing.net). And Trites & Boritz (2008) identifys "an ebusiness strategy is the sum of all the choices that a business makes to offer unique value to its customers that differentiates its business model from those of its competitors" (pp.23). There are five major market segments MEC deal with: Young adults, Retired, Families, Businesses, and Gift buyers. MEC should choose to focus on two or three of those market segments, and create a website more suitable for the focused classes. For example, Young adults and Families classes may have some same characteristics, such as: enjoying...
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...structure) 6-7 Leadership and its role, leadership vs. management, role of the accountant is S&L 8-9 Accountant’s role, financial aspects of value creation 10-12 Drivers of globalisation (competitive, techno, social, political forces) 12-15 Challenges of globalisation (Competition, distribution, macroeconomic, socioeconomic, financial, legal, physical, political, sociocultural, labour, risk) 15-16 Benefits of globalisation (cost, timing, learning, arbitrage), value of localisation 17-20 Approaches to strategy (rational vs.processual) and assumptions 21-22 Evolutionary, systemic and fuzzy approaches, implications 22-25 Strategy process, mission & vision, external & internal env. 25-27 Strategic thinking, strategic planning (3 Q’s and 3 issues), criticism, value of both 27-30 Strategic stretch and fit, strategy equation (Bendigo bank) 30-32 Levels of strategy (corporate, business, functional) 32-34 Strategic leadership, approaches to leadership (traits, behavioural, situational, transformational & transactional) 34-36 Importance of leadership (Q. 1.7) 36-39 Leadership and Ethics (questions, classical and socioeconomic views of ethics) 39-40 CSR, strategy, leadership and ethics MODULE 2: The external environment 4-5 Definition, reasons of difficulty in analysis, analysing an industry 6-13 Sources of data for analysis, 1. Defining the industry, industry value chain (pharmaceutical) 13-16 Music industry, 2. Industry segmentation, information needed 17-18 3. Industry life...
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...characteristic of the business environment and competitive advantage as the primary goal of strategy. ○ 1950-60: Financial Budgeting - control through operating budgets ○ 1960-70: Corporate planning - long term planning (5 years) that set goals and objectives, forecast key economic trends and allocated capital expenditures ○ 1970-80: Strategy as positioning - industry analysis, market segmentation, PIMS planning ○ 1980-90: focus on a competitive advantage - alliances, shareholder value max. ○ 1990-2000: strategic innovation, new business models ○ 2000-2010: CSR and business ethics, winner take all, global strategies ● What is Strategy; ○ Strategy: the means by which individuals or organizations achieve their objectives ○ it is the search for: ■ new sources of profit (create) ■ opportunities to increase the volume over which margins are earned (exploit) ■ opportunities to extend the period over which margins can be sustained (defend) ○ Corporate vs. Business Strategy ■ Corporate: defines the scope of the firm in terms of the industries and markets in which it competes - vertical integration, acquisitions ■ Business: is concerned with how the firm competes within a particular market. AKA: competitive strategy ○ Intended, Realised, Emergent ■ Intended Strategy: strategy as conceived by the top management team. It is less a product of deliberation and more an outcome of negotiation ■ Realised Strategy: the actual strategy that is implemented; it is only partly related...
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...Executive Summary This report will provide several research findings and discussion of large scaled organizations utilizing integrated marketing communication tools whilst measuring the environment (context) that they operate under while providing several suggestions of improving their communications to parties internally and externally. There this group is consisted of 3 members and the chosen industry and organization for this report is gaming consoles; Microsoft Xbox. While conducting our research on the context of the industry and Microsoft Xbox, several marketing tools were used to acquire this information. With the utilization of Asteroid Tabulation, we were able to acquire supporting information on consumers. This information would involve the use of the Roy Morgan surveying data base. By conducting marketing research through the use of Asteroid and Roy Morgan resources the group was able to determine and observe formalities, and purchase and consumer behaviour of the customers. Other areas of context of the gaming console industry were analysed, one of the areas included the way Microsoft Xbox has communicated to prospective customers and current customers. In terms of marketing perspective; we will discuss the ideologies and perspective Microsoft Xbox are communicating to their customers. A situation analysis is also conducted in terms of the environment Microsoft and other gaming console company’s face. As competitors also determine the behaviour of how a corporation...
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...Rate • Recession (aggregate demand) • Energy prices • Other… Summary MICRO ENVIRONMENT Industry – Competitive Analysis: Define the (primary) industry in which this firm competes Key segmentation variables: Identify the industry segment in which your firm competes Power of suppliers: Factors affecting relative bargaining power (high or low threats?) • What proportion of the value of our product(s) is provided by suppliers? Cost of Goods Sold / Sales • Price sensitivity Cost of purchases relative to total costs Profitability of suppliers vs. buyers Importance of the product to the quality of buyer’s quality • Bargaining Power Size and concentration of buyers relative to suppliers Buyer’s switching costs Buyer’s information Buyer’s ability to backward vertically integrate Risk of owning obsolescent technology Related experience in making the supplies Is owning non-complementary assets required? Summary Power of buyers: (high or low threat?) • Factors affecting relative bargaining power Price sensitivity: Size of purchase(s) relative to total discretionary income of the buyer Profitability of buyers vs. suppliers Importance of the product to the buyer’s quality requirements • Bargaining power Size of the purchase relative to the supplier’s total...
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...Annual India e-Marketing 2011 Benchmark Research on India Digital Marketing © Copyright Octane Marketing Pvt. Ltd. Octane Research, January 2011 0 Octane Marketing Pvt. Ltd. Report No: AIE2011 First Impression, 2011 Price USD 999 Address: The Research Group, Level 4, Rectangle 1, Commercial Complex, D-4, Saket, New Delhi - 110 017. INDIA Phone: +91 11 324 34 436 research@octane.in Copyright © Octane Marketing 2011 All rights reserved. This report has been prepared by Octane on the basis of information and opinions delivered by marketers which are believed to be reliable and accurate. Octane has tried its best to ensure the accuracy of the information; however no responsibility, expressed or implied, is being accepted or will be accepted by Octane for any consequences that may arise from errors or omissions in this publication. This publication is intended to provide only a general outline of the subjects covered and not a substitute for detailed research or the exercise of professional judgment. Professional advice should be sought before taking any action on any issue. The information contained herein is current as of January 31, 2011, unless otherwise specified. © Copyright Octane Marketing Pvt. Ltd. All rights reserved. Permission should be sought from Octane for the reproduction of the contents of this publication in whole or in parts. 1 Message from the CEO… Indian marketers are moving at a fast speed to tap the ‘new normal’ opportunity. Consumers...
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