Strategisk marknadsföring - anteckningar PDF

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Anteckningar strategisk marknadsföring...

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Strategisk marknadsföring - anteckningar 1) Where are we now? The marketing environment and it’s components: ● PESTLE - strategic analysis of the external (macro) environment (political, economic, social/cultural, technological, legal and environment factors) ● Porter’s five forces model - strategic analysis of the competitive (micro) environment (new entrants, buyers, suppliers, substitutes and industry competitors) ● Competitor analysis - identifying the company’s competitors, understanding competitors’ objectives, identifying competitors’ strategies, assessing competitors’ strengths and weaknesses, estimating competitors’ reactions and selecting competitors to attack and those to avoid ● Consumer behaviour analysis - When?, Where?, Who?, Why? and What? ● SWOT analysis - integrates internal and external analyses to find a strategic fit between what the environment wants and what the organization has to offer, as well as between what the organization needs and what the environment can provide. 2) Where do we want to be? Hierarchy of strategic choices and decisions: ● Strategic decisions at the corporate level involve developing a mission statement, choosing a directional strategy, and allocating resources among strategic business units (SBUs) ● Strategic decisions at the SBU level involves making decisions regarding the choice of a generic competitive strategy (i.e. cost leadership, differentiation, focus) ● Strategic decisions at the functional level involves the practical areas within the organisation (i.e. marketing, finance, R&D, production, operations and human resources) The corporate level - Defining the corporation mission (mission statement) = provide a brief description of the unique purpose of the organisation. It distinguishes it from other companies, and specifies the boundaries of its operations as well as defining the primary direction and key foundations upon which objectives and strategies are based. - Choosing the directional strategy: 1. Should we expand, cut back, or continue our businesses unchanged? 2. Should we concentrate our activities within our industry boundaries or should we diversify into other lines of business? 3. If we want to grow and expand nationally or internationally, should we do so via self-development or through external acquisition, mergers or strategic alliances? - Three general orientations: 1. Growth strategies (concentration/diversification): expand the corporation’s activities 2. Stability strategies: make no change to the existing activities 3. Retrenchment strategies: reduce the corporation’s level of activities

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Allocating resources between the SBUs: ● BCG-matrix ● General Electric’s business screen ● The Shell directional matrix ● Abell and Hammond’s model

The SBU level - Identifying a generic competitive strategy for each SBU: ● Porter’s generic competitive strategies: 1) Cost leadership 2) Differentiation 3) Cost focus 4) Focused differentiation ● Bowman’s strategy clock The functional level - Setting the marketing objectives (they should be hierarchical, quantitative, realistic, consistent) - Creating a marketing strategy ● Ansoff’s Product/Market matrix (market penetration, product development, market development and diversification) - Choosing competitive position tactics (offensive or defensive) ● Market leader, market challenger, market follower, market nischer Segmentation, targeting and positioning strategies Foundations for effective segmentation - The company is forced to give consumers a reason to prefer its product offerings from those of the competitors through differentiation - For this to be successful, it is necessary for the company to identify target segments of consumers and tailor their offerings to best meet the wants and needs of that particular group of consumers - The initial requirement for effective segmentation is for the company to have clear strategic goals/objectives set within the umbrella of the corporate mission statement before target segments can be identified and targeted, and a positioning strategy developed - Market segmentation involves the analysis of mass markets to identify subgroups of consumers with similar wants and buying requirements, identify clusters of similar consumers - Criteria: Behaviouristic, geographic, demographic and psychographic - Principles of Market segmentation (Palmer and Miller 2004) Targeting - Once a firm has identified a series of potential market segments for consideration, the next step is targeting. Targeting involves deciding the number of different segments to select and serve and the best action plans to reach those segments: 1. Single-segment concentration 2. Selective specialization

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3. Product specialization 4. Market specialization 5. Full market coverage Measuring effectiveness of target segments: 1) Measurable 2) Accessible 3) Substantial 4) Differentiable 5) Actionable

Positioning - Refers to the placing of the product or service in a particular perceptual position within the mind of the customer - We now have a specific consumer segment in mind and a specific plan to reach it, and now the idea is to ensure that the target consumer has a clear and distinctive image in mind that is consistent and positive regarding the product/service offerings being aimed at them - The point is to keep your product brand name automatically at the top of the choice possibilities (the favourite brand) - The positioning statement: ● The four Cs (clarity, consistency, credibility and competitiveness) ● Perceptual mapping (emotional, social, functional and personal) - Positioning and the importance of consistency = to present a clear and consistent message to the target audience Branding strategies - Branding involves a complex set of perceptual components when viewed from the mind of the consumer - What is particularly relevant in terms of differentiation and distinctiveness is the ‘buzz’ that is generated when the brand is considered by the public to be ‘cool’. This kind of social cachet keeps the brand top-of-mind, and the immense publicity value pays for itself many times over for the firm lucky enough to attain this perceptual position. - To qualify as cool, a brand must meet the following six criteria: 1) It must be thought of as stylish 2) It must be perceived to be innovative 3) It must be seen as an original 4) It must be felt to be authentic 5) It must be desirable 6) It must be considered as unique

Step 4: Did we get there?

1) Annual plan control = målen som är satta för den årliga marknadsföringsplanen utvärderas mot de uppnådda resultaten. Korrigerande eller förstärkande handlingar tas om det är nödvändigt.

2) Financial or expense control = gäller de finansiella målen och parametrarna, sedan ungefär samma som ovan. Gick det bra dåligt? Varför gick det som det gick? 3) Strategic control = att maximera sina möjligheter i sin miljö. A marketing audit = en djupgående utvärdering av företagets marknadsföringsaktiviteter, görs för att hitta de brister i den strategiska planen där företaget inte gör så bra ifrån sig som det skulle kunna göra. Samma för tvärtom, där det går bra. Många företag väljer att anlita utomstående part för att göra detta, för att öka objektiviteten på analysen. Customer lifetime value (CLTV) = en ekvation som räknar ut hur mycket penningvärde det finns att hämta i en ny kundrelation över tid Hur kan man öka CLTV? 1. öka tiden i kundrelationen 2. Öka mängden produkter/tjänster som kunden köper från ett företag eller antal hänvisningar kunden gör (ex. WOM) 3. Minska kostnaderna för kundrelationen...