Customer Analysis

Slide 4.
Customer Analysis
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4th Edition, © Pearson Education Limited 2008
Slide 4.2
INTELLIGENCE IS EXTERNAL
“(I)t can be argued that the information revolution has caused

managements to be less well informed than they were before . . .
(T)he most important changes affecting an institution today are
likely to be the outside ones, about which present information
systems offer few clues.”
— Peter Drucker, “A Survey of the

Next Future,” The Economist, 11/3/01
Slide 4.3
COMPETITIVE INTELLIGENCE IS NOT

LIMITED TO COMPETITORS
Competitor
Industry
Capabilities,
Structure &
Plans, &
Trends
Intentions
Corporate Technology
Security CI Group Developments
Threats & Sources
Political,
Economic, Markets &
& Social Customers
Forces
Slide 4.4
SURVEY SAYS…
More than 7 out of 10 . . . But most say they do not
companies claim to have have the means, interest, or
an organized CI function . . understanding to use it
. properly.
CI in US Companies
100%
Support sales
90%
80%
29%
70% Support new
Have an
organized CI 60% product launches
process 50%
Do not have an 40% Strategic
organized CI alliances, JVs and
30%
71% process
20% licensing
10% R&D planning
0%
Tactical Uses Strategic Uses
Source: Ostriches and Eagles: Competitive Intelligence Usage

and Understanding in US Companies, Outward Insights,
February 2005 th
Hooley, Piercy and Nicoulaud, Marketing Strategy and Competitive Positioning, 4 Edition, © Pearson Education Limited 2008
Slide 4.5
HOW TO CREATE
INTELLIGENCE: THE CI
• CYCLE
Most corporate intelligence programs
consist of four broad functions:
Planning &
–Planning and direction: Direction
management and oversight of
intelligence to ensure a demand-
driven, needs-based program. Decision Makers
–Information collection: exploiting Informati
secondary and primary (human) on
Collectio
sources for information, n
observations, and insights.
–Analysis: interpreting information,
drawing conclusions, identifying
Report & Inform
implications, and making strategic
recommendations.
–Reporting: disseminating finished Other Users Analysis
intelligence products, in time, to
those managers with the
responsibility and authority to act on
the information.
The Intelligence Cycle: Each step is
necessary and adds value
Slide 4.6
In the news
Facebook takes its money transfer business
global
Collaboration with transferwise Ltd
Slide 4.7
Money transfer company TransferWise has launched a new service that

allows users to send money internationally through Facebook Inc's chat
application, as competition in the digital payments landscape
intensifies.
The London-based startup said on Tuesday that it had developed a

Facebook Messenger "chatbot", or an automated program that can help
users communicate with businesses and carry out tasks such as online
purchases.
TransferWise's chatbot enables customers to send money to friends and
family to and from the United States, Britain, Canada, Australia and
Europe from Facebook Messenger. It can also be used to set up
exchange rate alerts.
Facebook already allows its users to send money domestically in the
United States via its Messenger app, but has not yet launched similar
services internationally. TransferWise said its service will be the first to
enable international money transfers entirely within Messenger.
Slide 4.8
The launch comes as competition in the mobile

payments and international money transfer sectors
intensifies
Slide 4.9
SAMPLE KEY INTELLIGENCE TOPICS
 What are the strengths, weaknesses, and future strategic intentions of our
major competitors?
 What new, or non-traditional, competitors could enter our key markets?
 What new technologies are emerging that could impact our business?
 What are the emerging legislative or regulatory changes that could have a
significant impact on our customers, products, and services?
 What M&A or JV activity might be on the horizon and what are its
implications for our company’s products and services?
Slide 4.10
Pak Telecom Sector News

• VimpelCom Group based in Amsterdam which is the ultimate parent company of
Mobilink /jazz has launched VimpelCom Global Services Pakistan pvt limited a
dedicated Global Shared Services Center in Islamabad. It was incorporated in
Pakistan in August 2016
•
• Global Shared Services (GSS) is a 100% owned venture of VimpelCom which allows
it to make its operating model more efficient. Global Shared Services will enable
VimpelCom to centralize and simplify the transactional activities for its Procurement,
Finance, and Human Resources functions across the Group’s 13 operating
companies. In time company strength will grow to 400 people
•
• The opened center is the first of the three new Global Shared Services Centers which
are to be introduced by Vimplecom shortly. Modeled in order to standardize the
existing operating procedures, and improve process efficiency, the Global
Services Pakistan will be providing services to VimpelCom’s operating
companies in Pakistan, Bangladesh, and Amsterdam. The center will also
employ 400 people.
Slide 4.11
• The locations of the three Shared Services Centers are selected so as

to accommodate different time zones and languages across
VimpelCom’s geographic footprint, and to spread technical and
security risks.
• The GSS facility will provide back office support to Mobilink/ and also to
VimpelCom’s business unit in Bangladesh and its head office in
Amsterdam.
• The center opened in Pakistan is the first Global Shared Services Center by
VimpleCom. Athough there exists, the company’s existing service center in
Yaroslavl, Russia but it has to be incorporated into the Global Shared
Services organization. After the incorporation it will become Global Services
Russia. VimpleCom also plans to open another Global Shared Services
Center in Ukraine which will provide services to the VimpelCom’s
businesses in Ukraine, Georgia, Kazakhstan, Kyrgyzstan, Tajikistan,
Uzbekistan and will employ 900 people.
• Ultimate parent of both VGSP & PMCL (JASS/Mobilink) is same which is
VIMPLECOM AMSTEREDAM . In Pakistan both are separate entities
Slide 4.12
Zong kid tracker watch at Rs

6500
Slide 4.13
• Zong’s tracker device, at the time of the

launch, will cost Rs 6,500 all taxes
included without any additional charges for
first year.
• From second year a monitoring fee of Rs. 500

per year will be applicable.
Slide 4.14
Ufone kid tracker watch
Slide 4.15
Mobilink Kid tracker watch
Slide 4.16
• Medium price wearable with GPS Location

Tracking
• Reliable Battery Performance

Waterproof device with long battery life with
10-12 days standby without charging and
power saving mode. Wireless charging
available.
Slide 4.17
Figure 4.1 Who is the customer?
Slide 4.18
Iwaiter anyone??
Slide 4.19
• Applebee’s has • Applebee’s will

announced that it allow diners to
will install tablets order everything
tableside at every from appetizers to
one of its 1,860 dessert (while also
restaurants paying to play a
nationwide selection of online
games
Slide 4.20
• The device is
• Applebee’s and supposed to really
Chili’s think those make money when
online games are groups, especially
going to be the big families, pay $0.99
cash cow for them. to play games like
“. trivia on the device
while they sit,”
reports Forbes
Slide 4.21
Figure 4.2 Understanding customers – the key questions
Slide 4.22
• Who is involved in
buying and
consuming ?
• How . When and

Why do they use
the product ?
Slide 4.23
• Where do they buy

?
• What is their
choice criteria ?
Slide 4.24
Why Do You Need Marketing Research?

Below are some prime situations where marketing research can
be of value to the success of your business:
• Determining the viability of a new market for your company to
enter.
• Estimating market size/share/adoption rate for investment or
business planning.
• Identifying new product/service opportunities and value-added
offerings.
• Risk management - identifying what risks pose the greatest
threat to your business.
• Understanding what customers expect of you and how well
you are delivering.
Slide 4.25
• Root cause analysis for lost business or customer defections.

• Identifying your most profitable customer segments
and how to protect them.
• Developing the right price points/identifying
bundling opportunities.
• SWOT intelligence on competitors to plan business
strategies/identify M&A scenarios.
• Understanding how customers perceive
your market positioning relative to competitors.
• Determining the most effective marketing/advertising
channels to support your business.
Slide 4.26
When Do You Need to Do Marketing

Research?
• Here are some scenarios and trigger points that tell you the time
is right for marketing research:
• You have zero, limited, conflicting, or even suspect information
about a business issue that needs to be addressed now.
• You know or sense that all is not right with your customers - or
distributors - or suppliers – or partners – or investors
• You are losing ground to competitors, but are not sure why.
• You need to perform due diligence for M&A or divestiture
planning.
• Groups or individuals within your company do not recognize the
existence of a problem or its magnitude, and you need
independent validation.
Slide 4.27
Figure 4.3 Marketing research methods
Slide 4.28
Figure 4.4 Uses of qualitative research
Slide 4.29
Figure 4.5 Uses of surveys
Slide 4.30
Slide 4.31
Figure 4.6 Uses of experimentation
Slide 4.32
Figure 4.7 Stages in a comprehensive marketing research project
Slide 4.33
Figure 4.8 Marketing decision support systems

Customer Analysis

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Slide 4.

“(I)t can be argued that the information revolution has caused

— Peter Drucker, “A Survey of the

COMPETITIVE INTELLIGENCE IS NOT

Source: Ostriches and Eagles: Competitive Intelligence Usage

Money transfer company TransferWise has launched a new service that

The London-based startup said on Tuesday that it had developed a

The launch comes as competition in the mobile

SAMPLE KEY INTELLIGENCE TOPICS

 What new, or non-traditional, competitors could enter our key markets?

Pak Telecom Sector News

• The locations of the three Shared Services Centers are selected so as

Zong kid tracker watch at Rs

• Zong’s tracker device, at the time of the

• From second year a monitoring fee of Rs. 500

Ufone kid tracker watch

Mobilink Kid tracker watch

• Medium price wearable with GPS Location

• Reliable Battery Performance

Figure 4.1 Who is the customer?

• Applebee’s has • Applebee’s will

Figure 4.2 Understanding customers – the key questions

• How . When and

• Where do they buy

Why Do You Need Marketing Research?

• Root cause analysis for lost business or customer defections.

When Do You Need to Do Marketing

Figure 4.3 Marketing research methods

Figure 4.4 Uses of qualitative research

Figure 4.5 Uses of surveys

Figure 4.6 Uses of experimentation

Figure 4.7 Stages in a comprehensive marketing research project

Figure 4.8 Marketing decision support systems

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