Lecture 3 Slides SMM Feb 10th 2012 Module BD415029s

3.
Group Discussion
Develop a consumer buying process a family would use to to purchase a car. What differing influences might, mum, dad or the 2 children separately have ?
Kotler, Keller, Brady, Goodman and Hansen, Marketing Management, 1st Edition Pearson Education Limited 2009
3.2
This Week
Review Competitor analysis Kotler Ch 9 Distribution Structure and Analysis Ch 17 Market Analysis Ch 8 Use the VLE
3.3
Dealing with competition

Lets Remember ! Sustainable Competitive Advantage should be the major focus of the strategic planning process
3.4
Lecture questions
1. How do marketers identify primary competitors? 2. How should we analyse competitors strategies, objectives, strengths and weaknesses?
3. How can market leaders expand the total market and defend market share?
4. How should market challengers attack market leaders? 5. How can market followers or nichers compete effectively?
3.5
Behind the five forces

Competition is often looked at too narrowly by managers. Michael E. Porter video clip Article referred to is in Harvard Business Review January 2008
3.6
Figure 9.1
Five forces determining segment structural attractiveness

Source: From M. E. Porter (1985) Competitive Advantage. Creating and Sustaining Superior Performance, New York: Free Press. Copyright 1985 by Michael E. Porter. Reproduced with permission from The Free Press, a division of Simon & Schuster Adult Publishing Group
3.7
Industry concept of competition

Number of sellers and degree of differentiation Entry, mobility and exit barriers Cost structure Degree of vertical integration Degree of globalisation
3.8
Figure 9.4
A competitors expansion plans

3.9
Steps in benchmarking
Determine which functions or processes to benchmark
Identify the key performance variables to measure

Identify the best-in-class companies Measure the performance of best-in-class companies Measure the companys performance Specify programs and actions to close the gap Implement and monitor results
3.10
Selecting competitors
Strong vs. Weak
Close vs. Distant
Good vs. Bad
3.11
Figure 9.5
Hypothetical market structure

3.12
Expanding the total market
New customers
More usage
3.13
Factors relevant to pursuing increased market share

Possibility of provoking authoritative action Economic cost Pursuing the wrong marketing-mix strategy The effect of increased market share on actual and perceived quality
3.14
Specific attack strategies

Price discounts Lower-priced goods Value-priced goods Prestige goods Product proliferation Product innovation Improved services Distribution innovation Manufacturing-cost reduction Intensive advertising promotion
3.15
Market follower strategies

Counterfeiter
Cloner Imitator Adapter
3.16
Designing and managing supply networks
3.17
Questions
1. What are supply networks and channels of distribution? 2. How should marketers design supply networks and channels of distribution? 3. How can marketers select channel members? 4. What are the challenges of managing distribution channels?
5. What are the impacts of digital/information and communication technologies?

3.18
GOODYEAR Discussion
3.19
Who are the top supply chain companies worldwide?

Nokia
Apple Procter & Gamble IBM Toyota Motor
Best Buy
Samsung Electronics
Cisco Systems
Motorola The Coca-Cola Company Johnson & Johnson
Wal-Mart
Anheuser-Busch Tesco
3.20
Characteristics of high performing supply chain companies

Outside-in marketing focus
Supply chains extend out to customers and suppliers

Innovation is embedded Right attitude towards management and supply chain
3.21
What is a supply chain?
A supply chain is a set of three or more entities (organisations or individuals) directly involved in the upstream or downstream flows of product, service, finances and/or information from a source to a customer.
3.22
Global supply networks

What marketing tactics has the concern for long supply seeded ?
Figure 17.2
Global supply networks: coordinating road, rail, shipping, airlines and the
Internet
3.23
Supply Chain
This video clip explores the role of supply chains within a variety of leading businesses Dell, Zara, Victoria Secrets and Dyson with a core focus on the customer within the supply chain rather than on efficiency only. www.youtube.com/watch?v=2XUgce8lZB4&f eature=PlayList&p=AB139030DEDC47A5&pl aynext=1&index=43
3.24
What are distribution channels?
Distribution channels are sets of intermediaries that are usually independent organisations involved in the process of making a product or service available for use or consumption.
3.25
Intermediaries in distribution channels

Title Holders
Wholesalers
Non-Title Holders
Brokers
Retailers
Distributors
Manufacturers reps
Agents
Transport companies
3.26
What is supply chain management?

Supply chain management (SCM) encompasses the planning and management of all activities in buying, making, providing and distributing. It also includes coordination and collaboration with channel partners.
3.27
Components of an SCM philosophy
A systems approach
A strategic orientation A customer focus
3.28
What is a network?
A network consists of nodes and relationships with which interaction takes place. It can accommodate movements in any direction and change shapes. Its nodes include people, organisations, machines, events and activities.
3.29
3 As of network effectiveness
Agility
Alignment
Adaptability
3.30
Key processes of supply chain management

Customer relationship management Customer service management Demand management Order fulfillment
Manufacturing or service process flow management Intermediary relationship management

Product development/ commercialisation Returns
3.31
Consumer marketing channels
Figure 17.11
Consumer and industrial marketing channels

3.32
What is multichannel marketing?

Multichannel marketing occurs when a company uses two or more marketing channels to reach one or more customer segments. A multiple channels strategy provides multiple channels for the consumer while a multichannel strategy has cross-channel benefits.
3.33
Types of buyers
Habitual shoppers High-value deal seekers Variety-loving shoppers High-involvement shoppers
3.34
Types of shoppers
Service/quality customers
Price/value customers
Affinity customers
3.35
Channel member functions

Gather information
Develop and disseminate persuasive communications

Reach agreements on price and terms Acquire funds to finance inventories Assume risks Provide for storage Provide for buyers payment of their bills Oversee actual transfer of ownership
3.36
Designing a marketing channel system

Analyse customer needs Establish channel objectives Decide on number of intermediaries Select channel members and evaluate alternatives Identify and evaluate major channel alternatives
3.37
Customer needs
Quantity of purchase Waiting/delivery time Convenience Product variety Service backup
3.38
Identifying channel alternatives

Who owns the customer interface? It is rarely the manufacturer.
Types of intermediaries Number of intermediaries Terms and responsibilities
3.39
Number of intermediaries
How do you ensure your branding and positioning values are maintained ?
Exclusive
Selective
Intensive
3.40
Terms and responsibilities of channel members

Price policy Condition of sale Distributors territorial rights Mutual services and responsibilities
3.41
Figure 17.15
The value adds versus the costs of different channels

3.42
Channel-management decisions
Training channel members Motivating channel members Evaluating channel members Modifying channel members
3.43
Figure 17.16
Self-service channels
Source: Adapted from Microsoft Corporation (2007) Microsoft Customer Care Framework 2008: Redefining Customer Experience (retrieved from http://download.microsoft.com/download/b/d/2/bd2a14b8-b64b-4191-a2d5- 11d0dc9f0ce/ CCF_08_Brochure_web.pdf). Copyright Microsoft Corporation. Reproduced with permission
3.44
Analysing business markets
3.45
Questions
1. What is the business market, and how does it differ from the consumer market? 2. What buying situations do organisational buyers face? 3. Who participates in the business-to-business buying process? 4. How do business buyers make their decisions?
3.46
What is organisational buying?
Organisational buying refers to the decision-making process by which formal organisations establish the need for purchased products and services, and identify, evaluate and choose among alternative brands and suppliers.
3.47
Top business marketing challenges

Expand understanding of customer needs Compete globally as China and India reshape markets Master analytical tools and improve quantitative skills Reinstate innovation as an engine of growth Create new organisational models and linkages
3.48
Characteristics of business markets

Fewer, larger buyers Close suppliercustomer relationships Professional purchasing Many buying influences Multiple sales calls Derived demand Inelastic demand Fluctuating demand Geographically concentrated buyers Direct purchasing
3.49
Suppliers like Goodyear depend on a market of fewer buyers
Goodyear Tyre Company exemplifies many suppliers that depend on a market of fewer, but larger, business buyers
Source : Worth Canoy/Icon/Corbis Kotler, Keller, Brady, Goodman and Hansen, Marketing Management, 1st Edition Pearson Education Limited 2009
3.50
Top business marketing challenges
Table 8.1
The top business marketing challenges for 20052007

Source: From Institute for the Study of Business Markets (2006) Know thy customer. Marketplace: The ISBM Review, Winter, Exhibit 1, p. 2 (www.smeal.psu.edu/isbm/documents/mktpw06.pdf). Reproduced with permission from ISBM, Smeal College, Pennsylvania State University
3.51
Guidelines for selling to small businesses

Professional purchasing
Multiple buying influences

Multiple sales calls Derived demand Inelastic demand Fluctuating demand Direct purchasing
3.52
Buying situations
Straight rebuy
Modified rebuy
New task
3.53
Systems buying and selling

Turnkey solution desired; Bids solicited System subcomponents assembled
Prime contractors
Second-tier contractors
3.54
The buying center Discussion

Initiators Users Influencers
Deciders
Approvers
Buyers
Gatekeepers
3.55
Of concern to business marketers
Who are the major decision participants? What decisions do they influence? What is their level of influence? What evaluation criteria do they use?
3.56
Seven keys to customer reference stories

1. State customer needs in compelling terms 2. Emphasize barriers in satisfying customer needs 3. Describe companys solution in terms of value 4. List qualified results 5. Differentiate your offering from those of competitors 6. Provide a brief comprehensive summary 7. Include numerous customer quotes
3.57
Stages in the buying process: buyphases

Problem recognition General need description Product specification
Supplier search
Proposal solicitation Supplier selection Order-routine specification Performance review
3.58
Forms of electronic marketplaces

Catalog sites Vertical markets Pure play auction sites Spot markets
Private exchanges
Barter markets
Buying alliances
3.59
Methods of e-Procurement
Websites organised using vertical hubs Websites organised using functional hubs Direct extranet links to major suppliers Buying alliances Company buying sites
3.60
Handling price-oriented customers

Limit quantity purchased
Allow no refunds
Make no adjustments
Provide no services
3.61
Methods for researching customer value

Internal engineering assessment Field value-in-use assessment Focus-group value assessment Direct survey questions Conjoint analysis Benchmarks Compositional approach Importance ratings
3.62
Factors affecting buyer-supplier relationships
Availability of alternatives
Importance of supply
Complexity of supply
Supply market dynamism
3.63
Categories of buyer-seller relationships

Basic buying and selling Bare bones Contractual transaction Customer supply Cooperative systems Collaborative Mutually adaptive Customer is king
3.64
Week 3
Dealing with the Competition Designing and Managing Supply Networks Market Analysis
3.65
Week 4
Research Mission and Values Balanced Scorecards Financial and Non Financial goals.

Lecture 3 Slides SMM Feb 10th 2012 Module BD415029s

Загружено:

Сведения о документе

Исходное описание:

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Lecture 3 Slides SMM Feb 10th 2012 Module BD415029s

Загружено:

Авторское право:

Доступные форматы

3.

Dealing with competition

Behind the five forces

Five forces determining segment structural attractiveness

Industry concept of competition

A competitors expansion plans

Identify the key performance variables to measure

Close vs. Distant

Good vs. Bad

Hypothetical market structure

Expanding the total market

Factors relevant to pursuing increased market share

Specific attack strategies

Market follower strategies

Designing and managing supply networks

5. What are the impacts of digital/information and communication technologies?

Who are the top supply chain companies worldwide?

Characteristics of high performing supply chain companies

Supply chains extend out to customers and suppliers

What is a supply chain?

Global supply networks

What are distribution channels?

Intermediaries in distribution channels

What is supply chain management?

Components of an SCM philosophy

A strategic orientation A customer focus

Key processes of supply chain management

Manufacturing or service process flow management Intermediary relationship management

Consumer marketing channels

Consumer and industrial marketing channels

What is multichannel marketing?

Habitual shoppers High-value deal seekers Variety-loving shoppers High-involvement shoppers

Channel member functions

Develop and disseminate persuasive communications

Designing a marketing channel system

Identifying channel alternatives

Types of intermediaries Number of intermediaries Terms and responsibilities

Terms and responsibilities of channel members

The value adds versus the costs of different channels

Analysing business markets

What is organisational buying?

Top business marketing challenges

Characteristics of business markets

Suppliers like Goodyear depend on a market of fewer buyers

Top business marketing challenges

The top business marketing challenges for 20052007

Guidelines for selling to small businesses

Multiple buying influences

Systems buying and selling

The buying center Discussion

Of concern to business marketers

Seven keys to customer reference stories

Stages in the buying process: buyphases

Forms of electronic marketplaces

Handling price-oriented customers

Methods for researching customer value

Factors affecting buyer-supplier relationships

Supply market dynamism

Categories of buyer-seller relationships

Вам также может понравиться