Whether you're starting your own business, building an existing venture or tackling a problem that affects a multinational company, Porter's Five Forces is a brilliant model for helping you analyse market attractiveness
This document discusses building strong brands. It defines brand equity as a set of assets and liabilities linked to a brand's name that can add or subtract value for customers. Building strong brands is challenging due to price competition, innovation from others, and short-term pressures. The brand identity provides purpose and meaning for the brand and helps establish relationships with customers. Strong identities avoid traps like focusing only on image or specific attributes. A brand identity can be viewed as a product, organization, person, or symbol. McDonald's brand focuses on value and serving many customers, while Nike's brand centers on sports performance and an exciting personality. Both provide functional, emotional, and self-expressive value to customers.
This document presents on the concept of a business model. It defines a business model as a firm's plan for how it competes, uses resources, structures relationships, interfaces with customers, and creates value. The key components of a business model discussed are: 1) Core strategy, including mission, product/market scope, and basis for differentiation. 2) Strategic resources like core competencies and assets. 3) Partnership network including suppliers and other partners. 4) Customer interface regarding target markets, fulfillment/support, and pricing structure. Developing a clear business model is important for focusing how all business elements fit together to form a viable enterprise.
The document discusses how companies can use price promotions effectively. It explains that price promotions segment customers by price sensitivity, increasing sales by attracting brand switchers and growing the market. Well-designed promotions are targeted, temporary, and special to minimize drawbacks like reducing customers' willingness to pay full price. Common examples include coupons, rebates, and sales. Companies should evaluate promotions based on costs, redemption rates, and whether sales increases exceed costs.
Brand equity refers to the added value provided to products and services due to their brand. It is represented by the assets and liabilities linked to a brand's name and symbol. Brand equity creates value for both customers and firms through improved perceptions, greater loyalty, and additional opportunities like extensions. Building strong brand equity requires careful planning and long-term investment in areas like the brand's elements, marketing activities, and customer knowledge. Measuring brand equity can be done through audits, tracking, and valuation to manage brands effectively over time.
The document summarizes a chapter on corporate-level strategy from a strategic management textbook. It discusses seven key topics: (1) the definition of corporate-level strategy and different levels of diversification, (2) the three primary reasons firms diversify, (3) how related diversification can create value, (4) how unrelated diversification can also create value, (5) incentives and resources that encourage value-neutral diversification, (6) management motives that can encourage overdiversification and reduce value, and (7) a summary model of the relationship between diversification and firm performance.
This document discusses strategic management and strategic choice. It outlines several approaches to strategic choice, including Porter's strategies of cost leadership, differentiation, and focus. It also discusses Ansoff's product/market matrix and strategies based on existing and new products and markets. Other approaches mentioned include Glueck's stability, expansion, and retrenchment strategies, as well as Kotler's strategies based on market leader, challenger, follower, and niche positions. The document provides details on common strategies within each approach and factors to consider when selecting strategies.
The document discusses setting prices for products and services. It outlines the following key points:
1. Establishing pricing goals, estimating demand and costs, and choosing a pricing strategy are important steps to set the right initial price. Common strategies include price skimming, penetration pricing, and status quo pricing.
2. Pricing decisions must consider legal and ethical constraints like unfair trade practices, price fixing, price discrimination, and predatory pricing. Tactics like discounts, geographic pricing, and value-based pricing can be used to fine-tune the base price.
3. When pricing multiple related products, companies must consider how individual product prices affect demand for other products. During economic downturns, companies
New Product Overview PowerPoint Presentation SlidesSlideTeam
Use this professionally designed new product overview PowerPoint presentation slides to describe your product, its purpose, features and current pricing structure. This also helps to demonstrate the product market plan. Our product description complete deck contains content ready PPT slides on product portfolio, elevator pitch for the product, new product launch overview, product development timeline, pricing analysis, launch planning etc. You can also use it to present an overview of the success factors of new product development. Our product development presentation graphics are suitable to present topics such as new product development, new product research, new product introduction, product led go-to-market strategy, product lifecycle management, product management, new product strategy, new product success factors, idea generation in new product development. Download this NPD PowerPoint layout to present steps to make your product successful. This PPT template is also helpful in presenting the process of taking a product conception to market. Careers are emerging fresh and fast. Our New Product Overview PowerPoint Presentation Slides are abreast with the best.
This document discusses building strong brands. It defines brand equity as a set of assets and liabilities linked to a brand's name that can add or subtract value for customers. Building strong brands is challenging due to price competition, innovation from others, and short-term pressures. The brand identity provides purpose and meaning for the brand and helps establish relationships with customers. Strong identities avoid traps like focusing only on image or specific attributes. A brand identity can be viewed as a product, organization, person, or symbol. McDonald's brand focuses on value and serving many customers, while Nike's brand centers on sports performance and an exciting personality. Both provide functional, emotional, and self-expressive value to customers.
This document presents on the concept of a business model. It defines a business model as a firm's plan for how it competes, uses resources, structures relationships, interfaces with customers, and creates value. The key components of a business model discussed are: 1) Core strategy, including mission, product/market scope, and basis for differentiation. 2) Strategic resources like core competencies and assets. 3) Partnership network including suppliers and other partners. 4) Customer interface regarding target markets, fulfillment/support, and pricing structure. Developing a clear business model is important for focusing how all business elements fit together to form a viable enterprise.
The document discusses how companies can use price promotions effectively. It explains that price promotions segment customers by price sensitivity, increasing sales by attracting brand switchers and growing the market. Well-designed promotions are targeted, temporary, and special to minimize drawbacks like reducing customers' willingness to pay full price. Common examples include coupons, rebates, and sales. Companies should evaluate promotions based on costs, redemption rates, and whether sales increases exceed costs.
Brand equity refers to the added value provided to products and services due to their brand. It is represented by the assets and liabilities linked to a brand's name and symbol. Brand equity creates value for both customers and firms through improved perceptions, greater loyalty, and additional opportunities like extensions. Building strong brand equity requires careful planning and long-term investment in areas like the brand's elements, marketing activities, and customer knowledge. Measuring brand equity can be done through audits, tracking, and valuation to manage brands effectively over time.
The document summarizes a chapter on corporate-level strategy from a strategic management textbook. It discusses seven key topics: (1) the definition of corporate-level strategy and different levels of diversification, (2) the three primary reasons firms diversify, (3) how related diversification can create value, (4) how unrelated diversification can also create value, (5) incentives and resources that encourage value-neutral diversification, (6) management motives that can encourage overdiversification and reduce value, and (7) a summary model of the relationship between diversification and firm performance.
This document discusses strategic management and strategic choice. It outlines several approaches to strategic choice, including Porter's strategies of cost leadership, differentiation, and focus. It also discusses Ansoff's product/market matrix and strategies based on existing and new products and markets. Other approaches mentioned include Glueck's stability, expansion, and retrenchment strategies, as well as Kotler's strategies based on market leader, challenger, follower, and niche positions. The document provides details on common strategies within each approach and factors to consider when selecting strategies.
The document discusses setting prices for products and services. It outlines the following key points:
1. Establishing pricing goals, estimating demand and costs, and choosing a pricing strategy are important steps to set the right initial price. Common strategies include price skimming, penetration pricing, and status quo pricing.
2. Pricing decisions must consider legal and ethical constraints like unfair trade practices, price fixing, price discrimination, and predatory pricing. Tactics like discounts, geographic pricing, and value-based pricing can be used to fine-tune the base price.
3. When pricing multiple related products, companies must consider how individual product prices affect demand for other products. During economic downturns, companies
New Product Overview PowerPoint Presentation SlidesSlideTeam
Use this professionally designed new product overview PowerPoint presentation slides to describe your product, its purpose, features and current pricing structure. This also helps to demonstrate the product market plan. Our product description complete deck contains content ready PPT slides on product portfolio, elevator pitch for the product, new product launch overview, product development timeline, pricing analysis, launch planning etc. You can also use it to present an overview of the success factors of new product development. Our product development presentation graphics are suitable to present topics such as new product development, new product research, new product introduction, product led go-to-market strategy, product lifecycle management, product management, new product strategy, new product success factors, idea generation in new product development. Download this NPD PowerPoint layout to present steps to make your product successful. This PPT template is also helpful in presenting the process of taking a product conception to market. Careers are emerging fresh and fast. Our New Product Overview PowerPoint Presentation Slides are abreast with the best.
Ch4 Internal Assessment: Strategic ManagementTriune Global
Focus is on identifying & evaluating a firm's strength & weaknesses in the functional areas of business, including management, marketing, finance, production, and management information systems.
Defensive Strategies in Strategic Management - Karim ViraniKarim Virani
This document discusses defensive strategies that companies can use to protect themselves from competitors. It outlines two approaches to defensive strategies - active approaches that aim to block competitors through tactics like expanding the company or innovating new products, and passive approaches that focus on reconnecting with old customers. The advantages of defensive strategies are that they typically involve less risk than offensive strategies and can increase marketing to enhance products/services. However, disadvantages are that the business may not understand its target market well and defensive strategies could inhibit innovation and product development. The document stresses that defensive strategies require planning and that focusing on defense is important when the core business is struggling.
Offensive defensive strategy, key success factor, strategic group mappingSunny Gandhi
This document discusses key success factors (KSFs) and defensive marketing strategies. It defines KSFs as the competitive elements that most affect a company's ability to prosper in the marketplace, such as specific strategies, product attributes, resources, and capabilities. KSFs determine the difference between profit and loss. The document identifies common types of KSFs and provides examples. It also discusses strategic group mapping to analyze competitors and competitive positions. Finally, it outlines several defensive strategies companies can employ to discourage potential competitors, such as signaling retaliation, fortifying defenses, and continuously improving.
Chapter 2 Developing Marketing Strategies and PlansNishant Agrawal
This document discusses key concepts in developing marketing strategies and plans. It covers value delivery processes, the value chain, core business processes, core competencies, holistic marketing, marketing plans, levels of marketing plans, corporate headquarters planning activities including defining mission and assessing growth opportunities, strategic business units, Porter's generic strategies, and categories of marketing alliances. The document provides definitions and explanations of these marketing concepts.
This document outlines a lecture on strategic management and strategy execution. It discusses the transition from strategy formulation to implementation, explaining that implementation requires operational changes and coordination. Annual objectives and clear policies are essential to effective implementation by establishing priorities, boundaries, and accountability. Resource allocation and managing conflicts between organizational units are also part of implementation. The lecture notes that an organization's structure should match its strategy to facilitate objective-setting and resource distribution. Finally, production, operations, and human resource issues are strategic considerations for successful implementation.
The document outlines the steps in strategic planning for multinational corporations (MNCs), including environmental scanning, internal resource analysis, goal formulation, and implementation. It describes factors for MNCs to consider when implementing strategies, such as site selection, production, and finance. Finally, it discusses specialized strategies for emerging markets and international new ventures.
This spreadsheet tracks an affiliate's performance and earnings for multiple affiliate programs over time. It includes a summary page showing $4,670 total annual earnings from promoting LeadPages with a 30% commission and 10.6% conversion rate. Following pages show templates for tracking additional programs, with fields to enter program details, monthly referral and sale stats, and resulting earnings and conversions.
While different people will have different approaches to developing and managing brands, we believe there are some fundamental constructs and truths about brand strategy that need to be considered in any brand strategy process. We\'ve developed a short presentation on some of the fundamentals of brand strategy.
Growth strategies aim to increase the size and scale of operations through internal expansion or external diversification. Mergers and acquisitions are common external growth strategies where two companies combine. A merger is a friendly combination where both companies cease to exist, while an acquisition sees one company take over the other. Joint ventures involve forming a new entity together for a specific project while maintaining the parent companies. Strategic alliances focus on sharing resources rather than control, allowing companies to gain expertise and synergies without a full combination. Both mergers and alliances can provide benefits but also risks around integration and conflicting goals.
Brand Management, Brand, terms use in brand management, marketing, strategies, new challenges, new strategies, 2022 marketing strategies and Pharmaceutical Marketing etc.
The document discusses strategies for developing an effective brand strategy. It provides templates and frameworks for conducting an industry analysis, identifying target customers, establishing a value proposition, developing a brand message and positioning statement, and creating brand guidelines for communication and repositioning. Key elements of an effective brand strategy include differentiating the brand from competitors, identifying the core benefits and messages to customers, and establishing guiding principles for how the brand is presented across all touchpoints.
This document outlines a process for management by objectives. It discusses defining a company's value proposition and formulating a vision, mission, and strategic priorities. Divisions then create objectives aligned with priorities and key performance indicators. Individual objectives cascade down as well. Challenges include cultural differences across locations and determining realistic targets. Solutions involve research, leadership commitment, competence development, and incentive structures. Engagement analysis and leadership communication are important for successful implementation. Project milestones include formulating vision and mission, objectives deployment, and status communication.
Designing and Managing Integrated Marketing CommunicationsSumit Pradhan
The document discusses the major steps in developing an effective integrated marketing communications program, including identifying the target audience, determining communication objectives, designing messages, selecting communication channels, establishing a budget, and selecting an appropriate marketing communications mix. It also covers developing advertising programs, sales promotion, public relations, direct marketing, and personal selling as tools in an integrated marketing communications strategy.
Channel Strategy Marketing And Distribution PowerPoint Presentation Slides SlideTeam
Are you looking to make a channel strategy PowerPoint presentation? Channel strategy marketing indeed is the solution. Our expert team has come up with this 61 slides content-ready Channel Strategy Marketing And Distribution PowerPoint Presentation Slides. This PPT sample deck highlights the major points of channel business strategy and has slides like channel marketing strategy, channel marketing planning, launch plan, our channel products, currently active channels, who is the buyer, buyer’s journey, target customers, process to manage partners, lead generation process, lead generation activities, marketing analysis and many more. You can download this PPT example to deliver PowerPoint presentation underlining significance of channel marketing strategy in making easy availability of products or services to consumers. In this PPT model we have included PowerPoint designs like roles of channel marketing manager, roles of channel support specialist, channel sales numbers, sales by region, financial highlights and many more to cast spotlight on each aspect of this channel marketing system. In short, with this PPT sample show file you can encourage your work force for sales channel development to augment sales and develop strong networks. Just download this Channel Strategy Marketing And Distribution PowerPoint Presentation Slides and wow your audience. Have a look at this Channel Strategy Marketing and Distribution PowerPoint Presentation Deck. In today’s competitive world, it is quite important that you reach the target customer with complete research and planning. Channel strategy is a preparation to engage the customers after analyzing their habits such as online activity, buying habits, etc. Our 61 slides PPT Deck includes channel marketing planning, launch plan, channel products, currently active channels, customer journey, channel partner, target customer etc. There are four major types of channel marketing such as producer to customer, producer to retailer to consumer, producer to wholesaler to petailer to customer and producer to agent to wholesaler to retailer to customer. Using this presentation deck, you can highlight these aspects to your team or business partners. Our PowerPoint Deck covers all vital topics related to Channel Marketing. Download it to make a statement. Drive customer demand with our Channel Strategy Marketing And Distribution PowerPoint Presentation Slides. Create a desire for your goods.
The document summarizes different types of functional strategies that support corporate and business unit objectives. It discusses marketing, research and development, human resource management, financial, and information management strategies. The strategies focus on maximizing productivity of resources within each functional area to provide competitive advantages.
Acquisition and restructuring strategies - Yolanda WilliamsYolanda Williams
An acquisition occurs when one firm purchases a controlling interest in another firm to make it a subsidiary. Mergers are a type of acquisition where two firms of roughly equal size agree to combine to form an entirely new joint company. Restructuring is when a firm changes its business or financial structure, such as through downsizing or divesting interests, to adapt to internal or external environmental changes. Walmart uses acquisitions to enter new markets, participates in joint ventures like Bharti Walmart, and has restructured by divesting interests that failed due to high competition or cultural issues.
How should Business markets be segmented?Sameer Mathur
This presentation tells about how business markets should be segmented.
Based on Chapter 7 Kotler
Marketing Management : A South Asian Perspective 14th Edition (English) 14th Edition
Brand positioning is a crucial part of the marketing plan, select our Brand Positioning PowerPoint Presentation Slides to find out how to position your brand. This is very important to identify your brand uniqueness and attributes what makes you different from your competitors. The Positioning strategy PPT helps you to make a distinct place in the minds of target customers. The goal of this strategy is to highlight your product’s most powerful attributes. The brand strategy PowerPoint complete deck contains templates such as positioning strategy, brand positioning framework, brand worksheet, statement and model, product communication and repositioning, etc. Additionally, this amazing market segmentation Presentation slide is also helpful for topics like market projections, brand positioning, product strategy, brand strategy, product marketing plan, segmentation and targeting, customer engagement, brand management and many more. An effective brand positioning strategy can maximize brand value. Download product positioning PowerPoint template to get an edge over competitors. Eliminate disparities with our Brand Positioning PowerPoint Presentation Slides. Be absolutely fair in your every deal.
The document discusses the concept of value proposition from a customer's perspective. It states that customers want the greatest return on their investment and defines value proposition as what the customer gets for what they pay. It also discusses the idea that customers traditionally want things that are good, fast and cheap, though suppliers can only provide two of those. An effective value proposition must also include desirability. The document uses examples like Dell and Walmart to show how focusing on good quality, fast delivery, low price and desirability led to their business successes.
This document discusses strategies for branding new products and developing a branding portfolio. There are three main branding strategies: individual brand names, a corporate umbrella name, or a sub-brand name. A "house of brands" strategy uses individual brands while a "branded house" strategy uses a corporate umbrella name. Brand portfolios include flagship brands, cash cow brands for profitability with low marketing, low-end entry brands, and high-end prestige brands. Brand extensions, like line extensions or category extensions, can improve new product success but risk brand dilution. Developing the right branding strategy is important for introducing new products and building a brand portfolio.
Walmart is the largest global retailer founded in 1962. It operates in 16 countries with over 11,000 stores worldwide. Walmart faces challenges from market saturation and criticism over social issues. However, its strategies of cost leadership through supply chain efficiency and internalization to new markets have contributed to its success. Going forward, Walmart could consider fine-tuning its business strategies, continuing internalization with better approaches, and refreshing its supply chain strategies.
This document discusses product assortment optimization and how to determine which products a business should stock. It defines product assortment as the collection of goods and services provided to consumers. Key factors in assortment include length, breadth, depth and consistency. The document outlines reasons for assortment optimization and describes using sales data to estimate demand for attributes and forecast demand for new products. It provides a case study of a tire company and how their assortment could be optimized using this approach. The document also discusses localizing assortments for different store clusters.
Ch4 Internal Assessment: Strategic ManagementTriune Global
Focus is on identifying & evaluating a firm's strength & weaknesses in the functional areas of business, including management, marketing, finance, production, and management information systems.
Defensive Strategies in Strategic Management - Karim ViraniKarim Virani
This document discusses defensive strategies that companies can use to protect themselves from competitors. It outlines two approaches to defensive strategies - active approaches that aim to block competitors through tactics like expanding the company or innovating new products, and passive approaches that focus on reconnecting with old customers. The advantages of defensive strategies are that they typically involve less risk than offensive strategies and can increase marketing to enhance products/services. However, disadvantages are that the business may not understand its target market well and defensive strategies could inhibit innovation and product development. The document stresses that defensive strategies require planning and that focusing on defense is important when the core business is struggling.
Offensive defensive strategy, key success factor, strategic group mappingSunny Gandhi
This document discusses key success factors (KSFs) and defensive marketing strategies. It defines KSFs as the competitive elements that most affect a company's ability to prosper in the marketplace, such as specific strategies, product attributes, resources, and capabilities. KSFs determine the difference between profit and loss. The document identifies common types of KSFs and provides examples. It also discusses strategic group mapping to analyze competitors and competitive positions. Finally, it outlines several defensive strategies companies can employ to discourage potential competitors, such as signaling retaliation, fortifying defenses, and continuously improving.
Chapter 2 Developing Marketing Strategies and PlansNishant Agrawal
This document discusses key concepts in developing marketing strategies and plans. It covers value delivery processes, the value chain, core business processes, core competencies, holistic marketing, marketing plans, levels of marketing plans, corporate headquarters planning activities including defining mission and assessing growth opportunities, strategic business units, Porter's generic strategies, and categories of marketing alliances. The document provides definitions and explanations of these marketing concepts.
This document outlines a lecture on strategic management and strategy execution. It discusses the transition from strategy formulation to implementation, explaining that implementation requires operational changes and coordination. Annual objectives and clear policies are essential to effective implementation by establishing priorities, boundaries, and accountability. Resource allocation and managing conflicts between organizational units are also part of implementation. The lecture notes that an organization's structure should match its strategy to facilitate objective-setting and resource distribution. Finally, production, operations, and human resource issues are strategic considerations for successful implementation.
The document outlines the steps in strategic planning for multinational corporations (MNCs), including environmental scanning, internal resource analysis, goal formulation, and implementation. It describes factors for MNCs to consider when implementing strategies, such as site selection, production, and finance. Finally, it discusses specialized strategies for emerging markets and international new ventures.
This spreadsheet tracks an affiliate's performance and earnings for multiple affiliate programs over time. It includes a summary page showing $4,670 total annual earnings from promoting LeadPages with a 30% commission and 10.6% conversion rate. Following pages show templates for tracking additional programs, with fields to enter program details, monthly referral and sale stats, and resulting earnings and conversions.
While different people will have different approaches to developing and managing brands, we believe there are some fundamental constructs and truths about brand strategy that need to be considered in any brand strategy process. We\'ve developed a short presentation on some of the fundamentals of brand strategy.
Growth strategies aim to increase the size and scale of operations through internal expansion or external diversification. Mergers and acquisitions are common external growth strategies where two companies combine. A merger is a friendly combination where both companies cease to exist, while an acquisition sees one company take over the other. Joint ventures involve forming a new entity together for a specific project while maintaining the parent companies. Strategic alliances focus on sharing resources rather than control, allowing companies to gain expertise and synergies without a full combination. Both mergers and alliances can provide benefits but also risks around integration and conflicting goals.
Brand Management, Brand, terms use in brand management, marketing, strategies, new challenges, new strategies, 2022 marketing strategies and Pharmaceutical Marketing etc.
The document discusses strategies for developing an effective brand strategy. It provides templates and frameworks for conducting an industry analysis, identifying target customers, establishing a value proposition, developing a brand message and positioning statement, and creating brand guidelines for communication and repositioning. Key elements of an effective brand strategy include differentiating the brand from competitors, identifying the core benefits and messages to customers, and establishing guiding principles for how the brand is presented across all touchpoints.
This document outlines a process for management by objectives. It discusses defining a company's value proposition and formulating a vision, mission, and strategic priorities. Divisions then create objectives aligned with priorities and key performance indicators. Individual objectives cascade down as well. Challenges include cultural differences across locations and determining realistic targets. Solutions involve research, leadership commitment, competence development, and incentive structures. Engagement analysis and leadership communication are important for successful implementation. Project milestones include formulating vision and mission, objectives deployment, and status communication.
Designing and Managing Integrated Marketing CommunicationsSumit Pradhan
The document discusses the major steps in developing an effective integrated marketing communications program, including identifying the target audience, determining communication objectives, designing messages, selecting communication channels, establishing a budget, and selecting an appropriate marketing communications mix. It also covers developing advertising programs, sales promotion, public relations, direct marketing, and personal selling as tools in an integrated marketing communications strategy.
Channel Strategy Marketing And Distribution PowerPoint Presentation Slides SlideTeam
Are you looking to make a channel strategy PowerPoint presentation? Channel strategy marketing indeed is the solution. Our expert team has come up with this 61 slides content-ready Channel Strategy Marketing And Distribution PowerPoint Presentation Slides. This PPT sample deck highlights the major points of channel business strategy and has slides like channel marketing strategy, channel marketing planning, launch plan, our channel products, currently active channels, who is the buyer, buyer’s journey, target customers, process to manage partners, lead generation process, lead generation activities, marketing analysis and many more. You can download this PPT example to deliver PowerPoint presentation underlining significance of channel marketing strategy in making easy availability of products or services to consumers. In this PPT model we have included PowerPoint designs like roles of channel marketing manager, roles of channel support specialist, channel sales numbers, sales by region, financial highlights and many more to cast spotlight on each aspect of this channel marketing system. In short, with this PPT sample show file you can encourage your work force for sales channel development to augment sales and develop strong networks. Just download this Channel Strategy Marketing And Distribution PowerPoint Presentation Slides and wow your audience. Have a look at this Channel Strategy Marketing and Distribution PowerPoint Presentation Deck. In today’s competitive world, it is quite important that you reach the target customer with complete research and planning. Channel strategy is a preparation to engage the customers after analyzing their habits such as online activity, buying habits, etc. Our 61 slides PPT Deck includes channel marketing planning, launch plan, channel products, currently active channels, customer journey, channel partner, target customer etc. There are four major types of channel marketing such as producer to customer, producer to retailer to consumer, producer to wholesaler to petailer to customer and producer to agent to wholesaler to retailer to customer. Using this presentation deck, you can highlight these aspects to your team or business partners. Our PowerPoint Deck covers all vital topics related to Channel Marketing. Download it to make a statement. Drive customer demand with our Channel Strategy Marketing And Distribution PowerPoint Presentation Slides. Create a desire for your goods.
The document summarizes different types of functional strategies that support corporate and business unit objectives. It discusses marketing, research and development, human resource management, financial, and information management strategies. The strategies focus on maximizing productivity of resources within each functional area to provide competitive advantages.
Acquisition and restructuring strategies - Yolanda WilliamsYolanda Williams
An acquisition occurs when one firm purchases a controlling interest in another firm to make it a subsidiary. Mergers are a type of acquisition where two firms of roughly equal size agree to combine to form an entirely new joint company. Restructuring is when a firm changes its business or financial structure, such as through downsizing or divesting interests, to adapt to internal or external environmental changes. Walmart uses acquisitions to enter new markets, participates in joint ventures like Bharti Walmart, and has restructured by divesting interests that failed due to high competition or cultural issues.
How should Business markets be segmented?Sameer Mathur
This presentation tells about how business markets should be segmented.
Based on Chapter 7 Kotler
Marketing Management : A South Asian Perspective 14th Edition (English) 14th Edition
Brand positioning is a crucial part of the marketing plan, select our Brand Positioning PowerPoint Presentation Slides to find out how to position your brand. This is very important to identify your brand uniqueness and attributes what makes you different from your competitors. The Positioning strategy PPT helps you to make a distinct place in the minds of target customers. The goal of this strategy is to highlight your product’s most powerful attributes. The brand strategy PowerPoint complete deck contains templates such as positioning strategy, brand positioning framework, brand worksheet, statement and model, product communication and repositioning, etc. Additionally, this amazing market segmentation Presentation slide is also helpful for topics like market projections, brand positioning, product strategy, brand strategy, product marketing plan, segmentation and targeting, customer engagement, brand management and many more. An effective brand positioning strategy can maximize brand value. Download product positioning PowerPoint template to get an edge over competitors. Eliminate disparities with our Brand Positioning PowerPoint Presentation Slides. Be absolutely fair in your every deal.
The document discusses the concept of value proposition from a customer's perspective. It states that customers want the greatest return on their investment and defines value proposition as what the customer gets for what they pay. It also discusses the idea that customers traditionally want things that are good, fast and cheap, though suppliers can only provide two of those. An effective value proposition must also include desirability. The document uses examples like Dell and Walmart to show how focusing on good quality, fast delivery, low price and desirability led to their business successes.
This document discusses strategies for branding new products and developing a branding portfolio. There are three main branding strategies: individual brand names, a corporate umbrella name, or a sub-brand name. A "house of brands" strategy uses individual brands while a "branded house" strategy uses a corporate umbrella name. Brand portfolios include flagship brands, cash cow brands for profitability with low marketing, low-end entry brands, and high-end prestige brands. Brand extensions, like line extensions or category extensions, can improve new product success but risk brand dilution. Developing the right branding strategy is important for introducing new products and building a brand portfolio.
Walmart is the largest global retailer founded in 1962. It operates in 16 countries with over 11,000 stores worldwide. Walmart faces challenges from market saturation and criticism over social issues. However, its strategies of cost leadership through supply chain efficiency and internalization to new markets have contributed to its success. Going forward, Walmart could consider fine-tuning its business strategies, continuing internalization with better approaches, and refreshing its supply chain strategies.
This document discusses product assortment optimization and how to determine which products a business should stock. It defines product assortment as the collection of goods and services provided to consumers. Key factors in assortment include length, breadth, depth and consistency. The document outlines reasons for assortment optimization and describes using sales data to estimate demand for attributes and forecast demand for new products. It provides a case study of a tire company and how their assortment could be optimized using this approach. The document also discusses localizing assortments for different store clusters.
This document discusses Wayfair, an e-commerce company that sells home goods and furnishings online. It notes that Wayfair has a unique advantage as an e-commerce-only company in a growing market. The document outlines Wayfair's business model, metrics, management team, competition in the space, and risks facing the company. It concludes that while Wayfair faces challenges in competing against Amazon and sensitivity to economic conditions, its focus on e-commerce early on and founder leadership are attractive qualities for potential long-term investors.
This document discusses the use of machine learning for predicting customer lifetime value (CLV). It argues that while machine learning is well-suited for classification and descriptive tasks, it falls short for long-term CLV prediction because it tries to explain all customer behavior patterns. Instead, CLV models should embrace the inherent randomness in customer actions. The document then presents the standard new view of using CLV models to make forecasts, and then applying machine learning to explain differences across customers based on those predictions. It provides examples of layering machine learning on top of CLV models for B2C and B2B customers.
Before launching our Price course a year ago, we talked to companies of all shapes and sizes about their struggles with pricing. Each and every one stated that, despite all the information they could gather on their sales, their costs and their competitors, when it came right down to it, their pricing was really just their best guess.
But we can’t leave such an important aspect of our products to chance, which is why in this issue we are delving into all things price related.
Jim Semick leads us off with a great look at the challenges and opportunities of pricing SaaS products. Then our own Mark Stiving talks about pricing in competitive landscapes. Finally, Holly Krafft and Reed Holden write about how to gain internal support for your pricing strategies, first at the leadership level and then within your sales organization.
But this issue isn’t all dollars and cents. I want to call particular attention to Robin Sharma’s article on the top 10 things amazing leaders do, regardless of whether they have a title. Following these simple steps could change the trajectory of your career and those around you.
Today’s product teams have a lot to juggle. Our hope is that this issue can provide you with some tools and tips to make it all just a little easier.
Happy Reading,
Rebecca Kalogeris, Editorial Director
CallidusOSForrester Webinar July 21 - FINALFINALLaura Roach
This document summarizes a webinar on lead-to-revenue management. It discusses how customers progress through different stages of the buyer journey from discovery to engagement. It emphasizes that customers control their own journeys and research purchases online. It also discusses the need for a managed process to guide customers through the lifecycle using metrics to measure things like volume, velocity, value, effectiveness and efficiency. Finally, it discusses how sales performance management can help prime the sales pipeline by connecting the customer journey to sales.
This document discusses various challenges that managers may face and provides advice on strategies and tactics. It covers topics such as:
1) When a competitor loses steam, managers should investigate the reasons for the change rather than assume victory, as it could signal upcoming threats.
2) A company's main competitors are often replacement products that are entrenched, not just other leading brands.
3) When a main competitor is acquired, there is a window of opportunity to expand market share while the competitor deals with integration issues.
4) Customer feedback should be interpreted carefully as it can be biased; observing actual customer behavior provides more accurate insights.
5) Sales success is usually a team effort, yet companies often
This document discusses various challenges that managers may face and provides advice on strategies and tactics. It covers topics such as:
1) When a competitor loses steam, managers should investigate the reasons for the change rather than assume victory, as it could signal upcoming threats.
2) A company's main competitors are often replacement products that are entrenched, not just other leading brands.
3) When a main competitor is acquired, there is a window of opportunity to expand market share while the competitor deals with integration issues.
4) Customer feedback should be interpreted carefully, as it can be biased. Observing customer behavior provides more accurate insights than direct feedback.
5) Sales success is usually a team effort
This document discusses various challenges that managers may face and provides advice on strategies and tactics. It covers topics such as:
1) When a main competitor starts losing steam, managers should investigate the reasons for the change rather than assume victory, as it could signal upcoming threats.
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5) Sales
This document discusses various challenges that managers may face and provides advice on strategies and tactics. It covers topics such as:
1) When a main competitor loses steam, managers should investigate the reasons for the change rather than assume victory, as it could signal upcoming threats.
2) A company's true competitors may not be other brands but alternative solutions customers already use. Understanding the problem being solved is important.
3) When a main competitor is acquired, there is a window of opportunity to expand market presence while the competitor deals with integration issues.
4) Customer feedback should be interpreted carefully as it can be biased. Observing user behavior provides truer insights than direct feedback.
5) Sales success
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2. Some markets are
more attractive than
others…
…but how do you tell
them apart?
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3. Leave it to gut feel?
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4. Leave it to gut feel?
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5. 1 27 990 91
7.50
13,450 89
Get stuck in to some
analysis?
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6. 1 27 990 91
7.50
13,450 89
Get stuck in to some
analysis?
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7. Whether you are…
Working on a plan for a new
business
Contemplating the launch of a
new product
Reviewing the strength of your
own marketplace
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8. …Porter’s Five Forces model can help
you understand your situation.
This model was developed more than
30 years ago by Michael Porter, a
Harvard academic. However, it
remains as relevant today as it was
when it was developed.
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9. Porter’s Five Forces model
Threat of new entrant
Supplier Competitive Buyer
power rivalry power
Threat of substitutes
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10. Let’s take each of the five elements…
How much power is held by the customer?
How many customers are there and how
buyer many customers does a typical player
power have?
How much market share do the largest
customers account for?
What alternatives do customers have?
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11. Let’s take each of the five elements…
How much power do suppliers hold?
How many suppliers are there and what
market share do the largest suppliers hold?
supplier
power How distinctive are each supplier’s
products?
How straightforward is it for the customer
to switch to another supplier?
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12. Let’s take each of the five elements…
How much competition is there in the market?
How many competitors are there?
competitive How much market share does each
rivalry competitor hold and how strong are
competitor brands?
How easy is it to win new customers?
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13. Let’s take each of the five elements…
How likely is it that competition will increase
with new entrants?
threat of What are the barriers to entry? Knowledge,
new technology, distribution network, brand?
entrants How much would it cost a new entrant to
enter market and how quickly would this
investment pay back?
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14. Let’s take each of the five elements…
What is threat that customers will switch to
different products?
threat of What are substitute products and how
substitutes effective are they?
How straightforward is it for customers to
switch products?
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15. Now, let’s look at an example…
Mike, an entrepreneur, is thinking about
launching a new bottled water company. Is it a
clear good move?
water
He uses Porter’s Five Forces model to structure
some analysis.
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16. Now, let’s look at an example…
BUYER POWER:
First, Mike identifies the buyer. In this case, not
clear the ultimate drinker, but the retailer.
water He finds that in his home country, 80% of sales
by value are through one of four supermarket
chains. The remaining 20% of sales are through
hundreds of independent outlets. The buyer
power is therefore STRONG.
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17. Now, let’s look at an example…
SUPPLIER POWER:
Mike’s suppliers would include his workers, plastic
clear bottle manufacturer and transport company. As a
water small operator, Mike quickly realises that he is
likely to have little power with most suppliers, all
of which are part of multinational companies.
However, he could achieve strong power over his
workers by choosing a location where
unemployment is high.
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18. Now, let’s look at an example…
COMPETITIVE RIVALRY:
The bottled water market is very competitive, with
clear more than 30 suppliers in the UK alone. Mike finds
water that 60% of the market is held by the three
largest companies. However he also finds that the
big retailers will stock smaller suppliers. The
nature of the product means that consumers will
switch very easily. Rivalry is therefore HIGH.
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19. Now, let’s look at an example…
THREAT OF NEW ENTRANTS:
The level of competition suggests entry is
clear relatively easy. However the launch costs are
water relatively high and suppliers need to find a spring
source for the product. The threat is currently
HIGH but could lessen as sources are claimed.
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20. Now, let’s look at an example…
THREAT OF SUBSTITUTES:
Mike does a study of supermarket shelves and
clear finds that the average store selling 500ml bottles
water of water sells 25 other drinks of a similar size
that could substitute for water. This is higher than
Mike realised. Water is by far the cheaper option,
but some extra research shows that shoppers
frequently substitute other drinks for water.
Threat is HIGH.
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21. So, what did Mike learn?
This analysis highlights for Mike what a tough job
he is going to have making his company a
clear success. He could find it difficult getting his
water product into big stores and, when he does,
shoppers may readily choose to buy other drinks
instead. If he does go ahead, Mike now realises
that if he chooses his location carefully he can
minimise wage costs.
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22. What now?
Mike’s analysis prompts a series of questions:
Why am I well placed to launch a water
brand?
clear Would it be more beneficial to act as a
water supplier to or buyer from water companies?
(eg open a retail chain)
How fragile is the market lead enjoyed by the
largest water companies?
The answer to these questions will determine
what Mike does next.
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23. What now?
Learn more about Porter’s Five Forces here.
We have more information on this and other strategy tools and
themes at strategywrap.com. Why not take a look today?
Follow us on Twitter @strategywrap or sign up for our mailing list.
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