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Marketing Management MARKETING STRATEGY UNIT -2

By P.S.Venkateswaran

DEFINITION
Marketing Strategy:

A business firm which attains its goals on


which through proper decisions on Market segmentation, Targeting, Positioning and effective use of Marketing mix with Proper allocation of resources.

ESSENTIALS OF MARKETING STRATEGIES


1. Consistency

2. Workability
3. Suitability

4. Non risk
5. Availability of resources

6. Time factor

ESSENTIALS OF MARKETING STRATEGY


1. Marketing Mix

2. Resources of the firm


3. Competition

KEY DRIVERS OF MARKETING STRATEGIES

Competition Economic factors (Consumption and spending) Political factors (TATA- NANO- West Bengal- Singur farmers) Legal factors Technological factors (Computer advancement) Socio Cultural factors

FORMULATING MARKETING STRATEGY

1. Segmenting the Market 2. Selection of the Target Market 3. Position the Product 4. Apply suitable Marketing Mix

Strategies for Industrial Marketing


1. BRANDING METHOD

Marketing Mix
Advertising Trade shows Proper channel design

Strategies for Industrial Marketing


2. Marketing Communications

Positioning Statement
Message Development Building Campaign plan Guidance to agency Analyzing and Measuring the results

Strategies for Consumer Marketing


1. Analyzing and preparing marketing campaign

2.
3. 4. 5. 6.

Planning the USP


Word of Mouth Stealth Marketing Advertising Programmes (Online) Direct Marketing

7.
8.

Personal selling
Relationship Marketing

Strategies for Service Marketing


1. CRM( Kingfisher Airlines- Customer friendly)

2. Internal Marketing (Training & Motivation)


3. External Marketing (Making Promises & Delivery 4. Interactive Marketing (Employees, Contractors,
Agents)

SWOT Analysis
Strengths Weaknesses

Opportunities
Threats

The purpose of SWOT Analysis


It is an easy-to-use tool for developing
an overview of a companys strategic

situation
It forms a basis for matching your

companys strategy to its situation

SWOT is the starting point


It provides an overview of the strategic
situation.

It provides the raw material to do more


extensive internal and external analysis.

Opportunities
An OPPORTUNITY is a chance for firm growth or progress due to a favorable juncture of circumstances in the business environment. Possible Opportunities:
Emerging customer needs Quality Improvements Expanding global markets Vertical Integration

Threats
A THREAT is a factor in your companys external environment that poses a danger to its well-being. Possible Threats:
New entry by competitors Changing demographics/shifting demand Emergence of cheaper technologies Regulatory requirements

Opportunities and Threats form a basis for EXTERNAL analysis


By discovering untapped markets, and new products or technologies, or identify potential avenues for diversification. By examining threats, you can identify unfavorable market shifts or changes in technology, and create a defensive posture aimed at preserving your competitive position.

Porters Five Forces Model of Competition


Threat of Threat of New New Entrants Entrants

Threat of New Entrants


Economies of Scale

Barriers to Entry

Product Differentiation Capital Requirements

Switching Costs
Access to Distribution Channels Cost Disadvantages Independent of Scale Government Policy

Expected Retaliation

Porters Five Forces Model of Competition


Threat of Threat of New New Entrants Entrants

Bargaining Power of Suppliers

Bargaining Power of Suppliers


Suppliers are likely to be powerful if:
Suppliers exert power in the industry by: * Threatening to raise prices or to reduce quality

Supplier industry is dominated by a few firms Suppliers products have few substitutes Buyer is not an important customer to supplier Suppliers product is an important input to buyers product

Powerful suppliers can squeeze industry profitability if firms are unable to recover cost increases

Suppliers products are differentiated


Suppliers products have high switching costs Supplier poses credible threat of forward integration

Porters Five Forces Model of Competition


Threat of Threat of New New Entrants Entrants

Bargaining Power of Suppliers

Bargaining Power of Buyers

Bargaining Power of Buyers


Buyer groups are likely to be powerful if: Buyers are concentrated or purchases are large relative to sellers sales Purchase accounts for a significant fraction of suppliers sales Products are undifferentiated Buyers face few switching costs Buyers industry earns low profits Buyer presents a credible threat of backward integration Product unimportant to quality

Buyers compete with the supplying industry by:


* Bargaining down prices * Forcing higher quality * Playing firms off of each other

Buyer has full information

Porters Five Forces Model of Competition


Threat of Threat of New New Entrants Entrants

Bargaining Power of Suppliers

Bargaining Power of Buyers

Threat of Substitute Products

Threat of Substitute Products


Keys to evaluate substitute products: Products with similar function limit the prices firms can charge Products with improving price/performance tradeoffs relative to present industry products Example: Electronic security systems in place of security guards Fax machines in place of overnight mail delivery

Porters Five Forces Model of Competition


Threat of Threat of New New Entrants Entrants

Bargaining Power of Suppliers

Rivalry Among Competing Firms in Industry

Bargaining Power of Buyers

Threat of Substitute Products

Rivalry Among Existing Competitors


Cutthroat competition is more likely to occur when: Numerous or equally balanced competitors Slow growth industry

High fixed costs High storage costs


Lack of differentiation or switching costs Capacity added in large increments Diverse competitors High strategic stakes

High exit barriers

The Five Forces are Unique to Your Industry


Five-Forces Analysis is a framework for analyzing a particular industry.
Yet, the five forces affect all the other businesses in that industry.

Competitor Analysis
The follow-up to Industry Analysis is effective analysis of a firms Competitors

Industry Environment Competitive Environment

Competitor Analysis
Assumptions What assumptions do our competitors hold about the future of industry and themselves? Current Strategy Does our current strategy support changes in the competitive environment? Future Objectives How do our goals compare to our competitors goals? Capabilities How do our capabilities compare to our competitors?

Response
What will our competitors do in the future? Where do we have a competitive advantage?

How will this change our relationship with our competition?

Competitor Analysis
Future Objectives
How do our goals compare to our competitors goals? Where will emphasis be placed in the future? What is the attitude toward risk?

What Drives the competitor?

Competitor Analysis
Future Objectives
How do our goals compare to our competitors goals? Where Current Strategy will emphasis be placed in the future? currently How are we What is the attitude competing? toward risk? Does this strategy support changes in the competitive structure?

What is the competitor doing? What can the competitor do?

Competitor Analysis
Future Objectives
How do our goals compare to our competitors goals? Where Current Strategy will emphasis be placed in the future? How are we currently What is the attitude competing? Assumptions toward risk? Does this strategy Do we assume the future support changes in the will be volatile? competition structure? What assumptions do our competitors hold about the industry and themselves? Are we assuming stable competitive conditions?

What does the competitor believe about itself and the industry?

Competitor Analysis
Future Objectives
How do our goals compare to our competitors goals? Where Current Strategy will emphasis be placed in the future? How are we currently What is the attitude competing? Assumptions toward risk? Does this strategy Do we assume the future supportwill be volatile? changes in the competition structure? What assumptions do our competitors hold about the Capabilities industry and themselves? What are my competitors Are we operating under strengths and weaknesses? a status quo? How do our capabilities compare to our competitors?

What are the competitors capabilities?

Competitor Analysis
Future Objectives
How do our goals compare to our competitors goals? Where Current Strategy will emphasis be placed in the future? How are we currently What is the attitude competing? Assumptions toward risk? Does this strategy Do we assume the future supportwill be volatile? changes in the competition structure? What assumptions do our Capabilities competitors hold about the industry and themselves? What are my competitors Are we operating under strengths and weaknesses? a status quo? How do our capabilities compare to our competitors?

Response
What will our competitors do in the future? Where do we have a competitive advantage? How will this change our relationship with our competition?