2. Marketing & Customer Value
The delivery Value Process
Tradition Physical Process Sequence
Value Creation and Delivery Sequence
3. Sell the product
The Value-Delivery Process
Make the product
Procure
Design
product Make Price Sell Advertise/
promote Distribute Service
Choose the Value Provide the Value Communicate the Value
(a) Traditional physical process sequence
(b) Value creation & delivery sequence
Strategic marketing Tactical marketing
4. Marketing & Customer Value
Value Creation and Delivery Sequence
Choose the Product
Customer Segmentation
Market Selection / Focus
Value Positioning
Provide the Value
Product Development
Service Development
Pricing
Sourcing Making
Distributing Service
5. Marketing & Customer Value
Value Creation and Delivery Sequence
Communicate the Value
Sales force
Sales Promotion
Advertising
Traditional view of business will not work in
economies where people face abundant
choices
6. Japanese Concept
1. Zero customer Feedback time
2. Zero Product Improvement Time
3. Zero Purchasing Time
4. Zero Setup Time
5. Zero Defects
7. The Value Chain
Michael Porter of Harvard University
proposed the value chain as a tool for
identifying ways to create more customer
value
Every firm is a synthesis of activities
performed to design, produce, market,
deliver, and support its product.
The value chain identifies nine activities
consist of five primary activities and four
support activities.
8.
9. Core Competencies
A core competency has three
characteristics:
1. It is source of competitive advantage in that it
makes a significant contribution to perceived
customer benefits
2. It has application in a wide variety of markets,
and
3. It is difficult for competitors to imitate.
10. HOLISTIC RELATIONSHIP MARKETING FRAMEWORK
MARKET
SPACE
POTENTIAL
OPPORTUNITIES
BUSINESS
INVESTMENT
CUSTOMERS CORPORATION COLLABORATORS
CUSTOMER
FOCUS
CORE
COMPETENCIES
COLLABORATIVE
NETWORK
2) How can we define relevant market space?
3) What are the potential opportunities emerging
from the market space?
4) What business capabilities and infrastructure
required?
1) Who is involved?
14. Three Intensive Growth Strategies: Ansoff’s
Product/Market Expansion Grid
4. Diversification
2. Market
development
New
markets
1. Market
penetration
Existing
markets
Existing
products
3. Product
development
New
products
15. 1
4
2
3
High
Low
High Low
Attractiveness
Success Probability Opportunities
Opportunity Matrix
1. Company develops a more
powerful lighting system
2. Company develops a device
for measuring the energy
efficiency of any lighting
system
3. Company develops a device
for measuring illumination
level
4. Company develops a
software program to teach
lighting fundamentals to TV
studio personnel
16. Threat Matrix
1. Competitor develops a
superior lighting system
2. Major prolonged economic
depression
3. Higher costs
4. Legislation to reduce
number of TV studio
licenses
1
4
2
3
High
Low
High Low
Seriousness
Probability of Occurrence Threats
17. The Marketing Plan
Executive Summary & Table of Contents
Current Marketing Situation
Opportunity & Issue Analysis
Objectives
Marketing Strategy
Action Programs
Projected Profit-and-loss
Controls
