Session1 - Introduction To Marketing Strategy

MARKETING STRATEGY
How to win in a competitive Marketplace?

Marketing Strategy
What is Marketing ? What is Strategy ?
function that identifies customer an integrated cascade

needs & meets them profitably of choices
Marketing Strategy-
It is about answering 5 Questions
What is our
Marketing
aspiration?
Where will
we play?
How will
we win?
What capabilities
must we have?
..which, taken together, are choices
What
that uniquely positions a brand
management
systems do we
need?
in its market place with
comparative advantage
Most Crucial ?s for Winning in the Market Place
What is our
Marketing
aspiration?
Where will
we play?
How will
we win?
What capabilities
must we have?
What
management
systems do we
need?
To Win
What is our
winning
aspiration?
Where will
we play?
Key Idea #I
How will
We must CHOOSE
we win?
Marketing Strategy is about
making choices. To win,
What capabilities
must we have?
you must choose to do some
things and not do others.
What
management
systems do we
need?
Playing to Win
What is our
winning
aspiration?
Where will
we play?
Key Idea #2
How will
Strategy is
we win?
about
What capabilities
increasing
must we have?
the odds
What
of
success.
management
systems do we
need?
There is no such thing as a perfect

strategy.
Playing to Win
What is our
winning
aspiration?
Where will
we play?
Key Idea #3
How will
Successful
we win?
strategy-making
What capabilities
combines logic
must we have?
and creativity.
Strategy should be
What
management
systems do we
creative and
need?
scientific
Source: Playing to Win, A.G. Lafley, Roger L. Martin – it involves generating and testing
hypotheses.
Playing to Win
What is our
winning Future-oriented statement that clearly spells out what it means to win —
aspiration? concretely, specifically, ambitiously. Do NOT be modest. Do NOT play to
play.
Where will
we play?
How will
we win?
What capabilities
must we have?
What
management
systems do we
need?
Source: Playing to Win, A.G. Lafley, Roger L. Martin

Playing to Win vs Playing to Play
PLAYING to WIN PLAYING to PLAY
• Starts with people rather than • Doesn't have a winning

money—what does it mean to element but focuses on simply
win with our customers? serving a customer segment
• Has a competitive dimension • Is focused on an internal
— who are we winning metric, such as “Sell 25%
against? more than we did last year"

Playing to Win
What is our
aspiration?
concretely, specifically, ambitiously. Do NOT be modest. Do NOT play to
play.
Where will Specific spaces where you will and will NOT compete: customer segments,
we play? distribution channels, product/service, geography, PLC, etc.
How will
we win?
What capabilities
must we have?
What
management
systems do we
need?

Playing to Win
What is our
aspiration?
play.
Where will
we play?
Specific spaces where you will and will NOT compete: customer segments,
distribution channels, product/service, geography, PLC, etc.
How will Competitive advantage on the chosen playing field. STP/ 4Ps/ Brand
we win? Equity/ Market Orientation/ Market Segmentation/ Relationship/ Low
cost /differentiation
What capabilities
must we have?
What
management
systems do we
need?

Playing to Win
What is our
aspiration?
play.
Where will
we play?
we win?
Equity/ Market Orientation/ Market Segmentation/ Relationship/ Low
What capabilities
must we have?
Current AND future marketing activities that enable the organization
to bring the where-to-play and how-to-win choices to life.
What
management
systems do we
need?

Reverse Engineering
Marketing Strategy's magic question: WHAT MUST BE TRUE?
Segments Channels Customers Capabilities Costs Competition
What must be What must be What must be What must be What must be What must be
true about the true about true about true about our true about our true about
size and what our what our end- capabilities costs and how how our
attractiveness channels and users truly and how they they compare competitors
of our chosen partners truly value? compare to to those of our will react?
segments? value? those of our competitors?
competitors?
Playing to Win
What is our
aspiration?
play.
Where will
we play?
we win?
Equity/ Market Orientation/ Market Segmentation/ Relationship/ Low
What capabilities
must we have?
Current AND future marketing activities that enable the organization
to bring the where-to-play and how-to-win choices to life.
What
management
systems do we
Processes, structures, and rules that build your capabilities,
need? reinforce and measure your organization's strategic choices.
Measures of market share, in-store, presence, in-stock
positions, Product R&D systems
Oil of Olay
Copyright 2014 A.G. Lafley, Roger L. Martin, and Jennifer Riel. Copying or posting is an infringement of copyright.
27
Multiple Cascades
Winning
Corporate
Aspiration
Level Where to
Play
Business Winning How to Win

Aspiratio n
Unit
Where to Capabilities
Play
Management
Winning Systems
Marketing How to Win
Aspiration
Team Where to Capabilities
Play
Management
How to Win Systems
Capabilities
Management
Systems

The Play-to-Win Process
1. Draft the current strategy cascade
Winning Where We How We Core Management
Aspiration Play Win Capabilities Systems
2. Define the strategic problem
Strategic Not significant

Marketing player in skincare
Problem
4. Brainstorm initial where-to-play/how-to-win
possibilities
Add New Segments
Product Portfolio
Promotion
Fast Growth New Positioning
Possibility
Strategic Penetrate
Possibility present market
Problem-
Possibility
Old/small Possibility
brand Possibility
Possibility
Possibility
Possibility
6. Develop a cascade for each theme & status quo, then reverse engineer each
Possibility
Possibility
Possibility
CHOICE I Possibility
Possibility
Strategic Possibility
Cascade & reverse engineer
Problem Possibility
Possibility
Possibility
CHOICE 2
Possibility
Possibility
Possibility
The Play-to-Win Canvas
A Visual for Developing Winning Marketing Strategy
Tool
INITIAL
possibility
OIL OF OLAY
Old Strategy: Playing to Play
What is our
winning • To try for an honorable share in the global skin-care category
aspiration? • To turn from a shrinking position to a growing one, improving from
$750 million in sales
Where will • Customers: Women ages 50 and older

we play? • Channel: Sold through discount retailers, grocery, and drugstores
• Product: Low-price skin-care products (cleanser, moisturizer,
etc.)
• Geography: Different brands and products by country/region
How will
• Leverage scale behind an array of products,
we win?
• widely available and awareness
A “Classic” brand positioning
What
• Product-based innovation (development of line
capabilities extensions)
must we
have? • Strong retail relationships
• Advertising budget
What
• Measures of market share, in-store
management
presence, in-stock positions
systems do
we need? • Product R&D systems
28
Marketing Goal
INITIAL
possibility
INITIAL
possibility
Why does it matter
INITIAL
possibility
INITIAL
possibility
INITIAL
possibility
INITIAL
possibility
INITIAL
possibility
INITIAL
possibility
INITIAL
possibility
INITIAL
possibility
Seven Questions to answer “Where to play-
How to win”
Segments
INITIAL
possibility
Reverse Engineering
Marketing Strategy's magic question: WHAT MUST BE TRUE?
Segments Channels Customers Capabilities Costs Competition
What must be What must be What must be What must be What must be What must be
true about the true about true about true about our true about our true about
size and what our what our end- capabilities costs and how how our
attractiveness channels and users truly and how they they compare competitors
of our chosen partners truly value? compare to to those of our will react?
segments? value? those of our competitors?
competitors?
INITIAL
possibility
OIL OF OLAY
New Strategy: Playing to Win

What is our
winning • Win convincingly in skin-care segment with 10% market share
aspiration? • Build Olay a pillar for the beauty-care business
Where will • Customers: Target younger women just noticing the first signs of aging
we play? • Channel: Sell through mass channels (best customers)
• Product: New products and formulations that fight multiple signs of
• aging
Geography: Consistent global brand
How will
• Move upmarket in product, price, and promotion
we win?
• Establish “masstige” channel presence
What
• Innovation (in product, distribution,
capabilities packaging)
must we •
have? • Consumer understanding
• Go-to-market approaches
Partnering
What
• Partnering systems
management
systems do • Channel and consumer
metrics
we need?
29
Hypothetical Example: AlphaPharma
1. Draft the current strategy cascade
• To extend patients' lives and increase their quality of life
winning
aspiration • To be a global biopharma company delivering safe, effective
medicines
• To be the top player in our chosen therapeutic areas
Where Customers: Patients Channel: Prescribers Geography: Developed world
we play Product: Prescription medicines in three therapeutic areas – oncology, diabetes,
and heart disease
Research leadership: Science-driven primary research that produces innovative and
How effective drugs in our three therapeutic areas. Development excellence: Develop drugs
we win through the pipeline and sell through to doctors. Winning partnerships: Work with
highly influential clinicians to build long-term relationships.
Core Innovation, R&D; Drug development and testing; Building

capabilities clinician
relationships; Influencing clinicians, credentialing them to
become
managementambassadors;
R&D stage-Stakeholder
‐gate process; management
FDA approvals; Customer relaionship
systems management (CRM); Sales management
2. Define the strategic problem
Failure to
innovate
effec9vely
and a weak
pipeline
3. Frame the problem as two distinct choices
Broaden focus
Failure to
innovate
effec9vely
and a weak
pipeline
Narrow focus
4. Brainstorm initial where-to-play/how-to-win possibilities
Expand beyond three therapeutic areas to a
broad array of acute and chronic conditions
Create comprehensive treatment regimens
rather than drugs
Expand to medical devices
Become a fast follower, move into generics
Expand to over-the-counter
Win on the basis of the best science
Failure to Broaden focus Win on the basis of brand building and
relationships
innovate Refocus on the patient as customer
effec9vely Focus on chronic diseases
and a weak Focus on most pervasive diseases
Focus on early-stage, highly technical
pipeline Narrow focus
research
Focus on the development &
commercializaion stage
5. Cluster and cull possibilities by theme
rather than drugs
Broaden
Failure to Broaden focus Win on the basis of brand building and Maintain current
relationships breadth
effec9vely Focus on chronic diseases and most Narrow
and a weak pervasive diseases, i.e. diabetes therapeutic focus
Narrow focus Focus on early-stage, highly Narrow by stage
pipeline technical research (early)
Focus on the development & Narrow by stage
commercializaion stage (late)
rather than drugs
Broaden
effec9vely Focus on chronic diseases and most Narrow
pervasive diseases, i.e. diabetes therapeutic focus
and a weak
Focus on early-stage, highly technical Narrow by stage
pipeline Narrow focus (early)
research
Focus on the development & Narrow by stage
commercializaion stage (late)
rather than drugs
Broaden
effec9vely Focus on chronic diseases and most
pervasive diseases, i.e. diabetes Diabetes experts
and a weak
Focus on early-stage, highly
pipeline Narrow focus technical research Petri dish
Focus on the development & Commercial engine
commercializaion stage
“Diabetes experts”
Global leader Global leader Improve
quality of life Extend lives
in diabetes in diabetes Cure diabetes
of diabetics
“Diabetes experts” research treatment for diabetics
of diabetics
diabetics
Endocrin- Primary
care ologists
physicians
Diabetes
educators
P
h
a
r
m
a
-
c
i
s
t
s
Prescript-ion
protocol
Diabetes
devises
Developed
world
china
Third world
of diabetics
diabetics
Diabetes
devises Primary care
physicians
china
Pharma-cists
Prescript-ion
protocol
Endocrin-
ologists
Developed
world
Diabetes
educators
Third world
of diabetics
Primary care Endocrin-

diabetics Pharma-cists
physicians ologists
Prescript-ion Diabetes Developed

china
protocol devises world
Diabetes
educators
Third world
of diabetics

Build reputation as THE diabetes diabetics
physicians
Pharma-cists
ologists
company by:
Deep under-
Prescript-ion Diabetes Developed china
standing of protocol devises world
diabetes
Excellent
science Deep under-
standing of
patients
Deep under-
standing of
clinicians
Create trust
w/other
diabetes
Sell-thru to experts
patients &
Drug clinicians
develop-
ment
prowess
Hi profile Ads &

market-ing
sponsor-
ships rebrand
Nati’l Affiliat-
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of diabetics

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Pharma-cists
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Nati’l Affiliat-
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arket-ing
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Create
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Thank You

Session1 - Introduction To Marketing Strategy

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MARKETING STRATEGY

How to win in a competitive Marketplace?

What is Marketing ? What is Strategy ?

function that identifies customer an integrated cascade

There is no such thing as a perfect

Source: Playing to Win, A.G. Lafley, Roger L. Martin

PLAYING to WIN PLAYING to PLAY

• Starts with people rather than • Doesn't have a winning

Source: Playing to Win, A.G. Lafley, Roger L. Martin

Source: Playing to Win, A.G. Lafley, Roger L. Martin

Source: Playing to Win, A.G. Lafley, Roger L. Martin

Source: Playing to Win, A.G. Lafley, Roger L. Martin

Segments Channels Customers Capabilities Costs Competition

Business Winning How to Win

Source: Playing to Win, A.G. Lafley, Roger L. Martin

Strategic Not significant

Where will • Customers: Women ages 50 and older

Segments Channels Customers Capabilities Costs Competition

New Strategy: Playing to Win

Core Innovation, R&D; Drug development and testing; Building

Primary care Endocrin-

Prescript-ion Diabetes Developed

Primary care Endocrin-

Hi profile Ads &

Primary care Endocrin-

Deep under- Deep under- Prescript-ion Diabetes Developed

Primary care Endocrin-

Prescript-ion Diabetes Developed

Build reputation as THE diabetes Drug

Primary care Endocrin-

Prescript-ion Diabetes Developed

Build reputation as THE diabetes Drug

foreign co’s large &

Primary care Endocrin-

Prescript-ion Diabetes Developed

Build reputation as THE diabetes Drug

China Patients pay

Primary care Endocrin-

Prescript-ion Diabetes Developed

Build reputation as THE diabetes Drug

Patients pay manage drug

Clinicians We can build

diabetes clinicians patients

Build reputation as THE diabetes develop- Sell-thru to w/other

company by: ment

Clinicians We can build

diabetes clinicians patients

Build reputation as THE diabetes develop- Sell-thru to w/other

company by: ment

Clinicians We can build Competit-ion

diabetes clinicians patients

Build reputation as THE diabetes develop- Sell-thru to w/other

company by: ment

Clinicians We can build Competit-ion

diabetes clinicians patients

Build reputation as THE diabetes develop- Sell-thru to w/other

company by: ment

Clinicians We can build Competit-ion

diabetes clinicians patients

Build reputation as THE diabetes develop- Sell-thru to w/other

company by: ment

Clinicians We can build Competit-ion

diabetes clinicians patients