Professional Documents
Culture Documents
Cheat Sheet Option 03
Cheat Sheet Option 03
Cheat Sheet Option 03
DEFINING MARKETING MKT Ethics Framework (use in line with our attract highly skilled labor. Risks: decrease of differentiation needs, too expensive to hold
Marketing is about identifying and meeting human and social needs; it’s about managing systems – internal consistency) brand loyalty, imitation
demand; “meeting needs profitability”; is the art and science of choosing target markets and Caveat Emptor School: Profit maximization • Focus: serve a particular market segment (competitively) very well – pursuing cost or
getting, keeping, and growing customers through creating, delivering and communicating subject to legal constraints (laws are subjected differentiation leadership. Risks: product differences narrows between focus segment and
superior customer value; is the activity, set of institutions, and processes for creating, to interpretation). Least restrictive. broad market (no cost advantage)
communicating, delivering, and exchanging offerings that have value for customers, partners, Industry Practice: In general or the best Porter defines strategy as “the creation of a unique and valuable position involving a different
and society at large; Aim of marketing is to know and understand the customer so well that the companies. set of activities.” A company can claim it has a strategy when it “performs different activities
product or service fits him and sells itself. Ideally, marketing should result in a customer who is Ethics Codes: Individual firms or industries or from rivals or performs similar activities in different ways.”
ready to buy. professional bodies. Product Planning – Sections of a Marketing Plan:
Identification, creation, communication, delivery, and monitoring customer value. Consumer Sovereignty School: ethics depend • Executive summary and table of contents
We market goods and services, but also experiences, events, persons, places, properties, ideas, on capacity, information and choice of • Situation analysis: Market summary (demographics; needs, trends, growth); SWOT;
organizations, information… consumers. Competition; Product offering; Keys to success
Marketing Core Concepts Caveat Venditor School: Consumer satisfaction • Marketing strategy Mission; Marketing objs; Financial objs; STP; Marketing program (4P’s)
• Needs (basic human requirements – air, food, water, clothing, shelter, recreation, (eg: return policies). More restrictive. • Financials (break‐even, sales forecast: expense forecast)
education, entertainment); Wants (when needs are directed to specific objects that satisfy • Implementation and Controls
the need – differs between consumers); Demands (wants for specific prod w/ ability to pay) BCG Matrix
• STP: Segmentation (identify and profile different groups: demog; psycho; behav); Target Uses relative market share (measure of power) and annual rate of market growth (simplest
(greatest opport); Position (marketing offer; benefits; value proposition) measure of future growth) as criteria to make investment decisions.
• Brand: offering from a known source; carries associations that make up its image – we want There is no single best place, you need a balanced
these associations to be strong, favorable and unique portfolio: products in each of the 3 quadrants
• Value: central marketing concept – the sum of the tangible and intangible benefits and costs (except dogs).
to the client; combination of quality, service and price (qsp) – customer value triad; Value Stars: business growing very fast. We need to invest
perceptions increase with quality and service, and decrease with price a lot of resources to protect market share or growth.
Market Myopia: the job is not to find the right customers for your products, but the right Nothing grows fast forever – when it stops growing
products for your customers; myopia refers “focusing products rather than customer" ‐ myopic fast it becomes a cash cow.
culture would pave the way for a business to fail, due to the short‐sighted mindset and illusion Cash cows: we make money because a market that
that a firm is in a so‐called 'growth industry'. This belief leads to complacency and a loss of doesn’t grow very much doesn’t need a lot of
sight of what your customers want. (Eg: business is energy, not petroleum) resources. Protective strategy: keep position.
Holistic marketing concept: acknowledges that everything matters in marketing; it’s a broad Question marks: below leader in a business that
and integrated perspective with 4 components: grows fast. To keep up we’ll need to load cash = resources. Do we have enough money to
2. DEVELOPING MKT STRATEGIES AND PLANS support possible future businesses?
Value creation + delivery sequence: 1. choosing the value (STP); 2. providing the value (product Dogs: ex.: old products in mature markets; niche products or unprofitable products. It is very
features, price, distribution/placement); 3. Communicating value: promotion. costly to grow market share in businesses with low growth.
Value chain: tool for identifying ways to create more customer value.
Michael Porter’s value chain: inbound logistics; operations; outbound logistics; 5. LOYALTY
marketing/sales; service. SUPPORT ACTIVITIES: procurement; technology development; HR; Customers Lifetime Value (CLV)
infrastructure. CLV calculations providea formal quantitative framework for planning customer investment
Think customer Marketing mix Core competency: 1. Source of competitive advantage and have a significant contribution to and help marketers adopt a long‐term customer perspective.
perceived customer benefits; 2. It has applications in a wide variety of markets; 3. It is difficult CLV = net present value of the stream of future profits expected over the customer’s lifetime
Social Responsibility MKT Marketing network for competitors to imitate. purchases – expected costs
Corporate/Division Strategic Planning: CLV = CAA + SUM(0 to N) [CAR(t) / (1+i)^t]
1. Define corporate mission; t: year | i:(eg=10%) | CAA: acquisition | CAR: retention | (inc. contribution, prom, adv)
2. Establish Strategic Business Unit (view businesses in terms of customer needs); CAA = Unit Contribution Margin (UCM) ‐ Marketing Unit Acquisition Costs
3. Assign resources to SBUs (classify by competitive advantage /attractiveness to industry – CAR = Unit consumption rate x Retention Rate x UCM + Value of other customers created or
BCG matrix); cross‐selling ‐ Unit Marketing Retention Costs
4. Assessing growth opportunities (intensive/integrative/diversification growth) i = appropriate interest rate
The business unit strategic planning process:
• Relationship marketing: building mutually satisfying long‐term relationships with key The marketing funnel:
constituents to earn and retain business; CRM (Customer Rel. Man.); PRM (Partner RM)
• Integrated Marketing: Assembles marketing programs to create, communicate, and deliver
value for consumers
• Internal Marketing: Everyone in the organization embraces appropriate marketing
principles; all departments work together to achieve customer goals
• Performance Marketing: Examine
marketing scorecards and interpret
market share, customer loss rate, Porter’s generic Strategies:
customer satisfaction, product quality, etc • Overall cost leadership: focus on lowest production and distribution costs. Achieve the
– understanding financial and non position of lowest cost relative to competitors ‐ efficient scale facilities; pursuit of cost
financial returns to business and society. reduction from experience, minimize R&D/sales‐force/adv costs, tight cost control,
frequency control reports, incentives based on quantitative targets; Risks: low‐cost
Marketing mix
4P’s versus 4C’s followers, technology nullifies past investments/learnings, inability to see market changes
• Product is the Solution to the Customer due to focus on cost.
• Price is the Cost to the customer • Differentiation: Focus on superior performance. Customer benefit perceived as unique, and 6. CONSUMER MARKETS
• Distribution (place) is Convenience for the valued by large part of the market; develop customer loyalty and price sensitivity; Eg: Consumer behavior is influenced by 3 factors: CULTURAL: culture, subculture and social class.
customer design, techn, features, customer service. Needs: strong marketing abilities, creativity, SOCIAL: reference groups, family, social roles and statuses. PERSONAL: age, stage in life cycle,
• Promotion is Communicating with the customer reputation for quality/techn leadership, cooperation with R&D, product develop, marketing, occupation, economic circumstance, lifestyle, personality, self concept.
Modern 4 P’s (reflecting holistic approach): People; Processes; Programs; Performance
Model of consumer behavior Learning: marketers can build demand by associating with strong and motivational drives. Porter’s 5 forces model: Studying attractiveness of
Learning induces behavior changes from experience. People repeat things they like. Avoid markets.
repeating experiences they dislike. Threat of rivalry: segment is unattractive if it has
Emotions: consumer response is not all cognitive and rational; a product can invoke feelings numerous strong competitors, or if its stable or
(proud, excitement, confident) declining; or if large plant capacity must
Memory: Long‐term memory is seen as an Associative network model (nodes, that can be be added; or if fixed costs are high. Affects sales
activated, with information and links) ‐ (brand image can be viewed as the set of associations a Threat of new entrants: attractive and margins
brand has on a consumer memory); Brand associations can be: beliefs, thoughts, perceptions, segments have high barriers to entry,
images, experiences, feelings, attitudes. low barriers to exit.
The buying decision processes; five‐stage model Threat of substitute products: potential
1. Problem Recognition: recognition of a need, triggered by internal (hunger, thirst, sex) or substitutes place a limit on prices and
external (admire a friend’s car, TV ad) stimuli. Need rises and becomes a drive. profits.
2. Information Search: Heightened attention (person is more receptive to information); Active Threat of buyers bargaining power:
Reference groups: all the groups that have direct (membership groups) or indirect influence on information search (looking for). clients power grow if they are Affects margins
a person’s behavior or attitude. Reference groups influence members in at least three ways. 3. Evaluation of Alternatives (normally conscious and rational – consumer wants to satisfy a organized, concentrated, when product
They expose an individual to new behaviors and lifestyles, they influence attitudes and self‐ need & is looking for benefits). Depend on: Beliefs and attitudes; Expectance‐value model: of undifferentiated, switching costs are
concept, and they create pressures for conformity that may affect product and brand choices. consumers evaluate products combining brand beliefs according to importance. Marketers can low, price‐sensitive due to low profits,
People are also influenced by groups to which they do not belong. Aspirational groups are apply strategies to stimulate in a specific attribute (eg in PC: memory, graphics capability; size when can integrate upstream.
those a person hopes to join; dissociative groups are those whose values or behavior an and weight) Threat of suppliers bargaining power: suppliers power grow when they are concentrated, can
individual rejects. Where reference group influence is strong, marketers must determine how 4. Purchase Decision: Intervening factors: integrate downstream, there are few substitutes, suppliers are important input, cost of
to reach and influence the group’s opinion leaders. An opinion leader is the person who offers • Attitude of others: evaluations/consumer reports; blogs; etc switching suppliers are high.
informal advice or information about a specific product or product category, such as which of • Unanticipated situational factors: purchase decision may be modified, postponed, avoided Evaluating and Selecting Market Segments: there are several levels of segmentation:
several brands is best or how a particular product may be used. Opinion leaders are often by perceived risks: functional (not up to expectations), physical (threat to self or others), • Full market coverage (undifferentiated or mass marketing – goes for the whole market with
highly confident, socially active, and frequent users of the category. Marketers try to reach financial (not worth price), social (risk of embarrassment), psychological (affect mental well‐ one offer; differentiated – different products for all segments of the market).
them by identifying their demographic and psychographic characteristics, identifying the being), time (failure? could use time to find another satisfactory product) • Multiple segment specialization – product specialization (certain product to different
media they read, and directing messages to them. 5. Post‐purchase Satisfaction: expectations‐performance: consumer disappointed, satisfied, markets); market specialization (several products for one customer group).
The family is the most important consumer buying organization in society, and family members delighted influences decision to buy the product again / talk (un)favorably to others. • Single segment concentration (firm can gain deep knowledge of the segment’s needs);
constitute the most influential primary reference group. The family of orientation consists of 8. SEGMENTATION AND TARGETING Niche is a narrowly defined customer group seeking distinctive benefits within a segment.
parents and siblings. A more direct influence on everyday buying behavior is the family of Companies cannot connect to all customers. To compete effectively, companies focus on • Individual marketing customerization: empowers consumers to design the product and
procreation ‐ namely, the person’s spouse and children. consumers with greatest chance of satisfying: service offering of their choice.
We can define a person’s position in each group in terms of role and status. A role consists of 1. Segmentation: Identify distinct groups of buyers with similar needs and wants 10. BRAND POSITIONING
the activities a person is expected to perform. Each role in turn connotes a status. 2. Targeting: select one or more markets to enter Positioning is the act of designing a company offering and image to occupy a distinctive place
Each person has personality characteristics that influence his or her buying behavior. By 3. Positioning: establish and communicate distinctive benefits in the minds of the target market. Positioning requires that companies define similarities and
personality, we mean a set of distinguishing human psychological traits that lead to relatively A market segment consists of a group of customers who share a similar set of needs and differences with other relevant products or brands. As a strategy positioning is “aimed image”.
consistent and enduring responses to environmental stimuli (including buying behavior). Brand wants, desires and behaviors. Actual current brand image is influenced by past positioning but also everything that has
personality: the specific mix of human traits that we can attribute to a particular brand. Segmenting Consumer Markets happened to the products or brand in the past.
A lifestyle is a person’s pattern of living in the world as expressed in activities, interests, and • Geographic Segmentation: by nations, regions, neighborhoods; Can be combined with Result of Positioning: successful creation of a Customer‐Focused Value Proposition – a reason
opinions. It portrays the “whole person” interacting with his or her environment. Marketers demographic data (ex: PRIZM model that classifies US neighborhoods into distinctive groups why the market should buy the product.
search for relationships between their products and lifestyle groups. and lifestyle segments); Positioning requires:
4 key psychological processes fundamentally influence consumer responses: motivation, • Demographic Segmentation (normally associated with consumers needs and wants): age & 1. Determine a Frame of Reference: identify target market and relevant competition
perception, learning and memory. life‐cycle stage; life stage; gender; income; generation; race and culture; 2. Identify optimal Points of Difference (PoD) and Point of Parity (PoP)
Motivation: Freud’s Theory: psychological • Behavioral Segmentation (knowledge of, attitude toward, response to a product) • PoDs ‐ Points of Difference: (strong, favorable, unique) attributes and benefits consumers
forces are largely unconscious and a person ‐ Needs and Benefits: segmentation by needs‐based or benefit‐based (eg for wine: image positively associate with a brand, and believe are not found in a competitive brand (ex:
cannot fully understand their own seekers, savvy shoppers, traditionalists, enthusiasts, etc) Apple – design, ease‐of‐use, irreverent attitude; Nike – performance, innovative technology,
motivations (laddering technique and in‐ ‐ Decision roles: initiator, influencer, decider, buyer, user innovation; Southwest Airlines – value, reliability, fun personality). PoDs should be Desirable
depth interviews to uncover deep motives ‐ Variables related with users or their usage are good starting points to build market to consumers; Deliverable by the company; Differentiating from competitors.
triggered by a product). Herzberg: segments: occasions (special dates), user status (nonusers, ex‐users, first users, regular • PoP – Points of Parity: attributes of benefits associations not necessarily unique to the
Dissatisfiers (factors causing dissatisfaction) users), usage rate, buying readiness stage (aware informed interested desire the brand, can be shared with other brands.
might unsell a product: Satisfiers (factors product intend to buy); loyalty status ‐ Category PoPs: consumers view as essential an offering of a certain product.
causing satisfaction) must be present. Psychographic Segmentation (using psychology and ‐ Competitive PoPs: designed to overcome perceived weaknesses of the brand; May be
Maslow: Human needs are hierarchical from demographics to understand consumers): divides used to negate competitors perceived PoDs , or negate a perceived vulnerability of the
most to least pressing. People will try to consumers by psychological/personality traits, brand as a result of its PoDs (eg: if the
satisfy their most important need first and lifestyles, values. VALS is a popular system: brand is easy‐to‐use, cannot have
then try to satisfy the next most important. Main dimensions are: advanced features).
Perception: is the process by which we Motivation – ideals (consumers are guided by • Competitors PoDs suggest brand’s PoPs.
select, organize, and interpret information principles, knowledge), achievements (want to • Perceptual Maps (representation overlaying
inputs to create a meaningful picture of the demonstrate success to others), self‐expressions consumer preferences with brand
world. People have different perceptions for the same object because of the following (social, physical activity, variety, risk) perceptions) are useful to choose specific
perceptual processes: Resources (personalities): groups with higher benefits as PoDs or PoPs, and may reveal
• Selective attention: we cannot attend all stimuli: current needs, anticipated stimuli, and resources are Innovators, Thinkers, Achiever; consumer needs and market opportunities.
larger stimuli (large deviations from the normal); Experiencers; groups with lower resources are 3. Create a brand mantra (3 to 5 word phrases ‐
• Selective distortion: tendency to interpret info that fits our preconceptions; Believers, Strivers, Makers, Survivors essence or spirit of brand positioning).
• Selective retention: remember good features of products we like and bad features of Once the market‐segment opportunities are identified, DIFFERENTIATION STRATEGIES: For effective
products we don’t like; one must decide how many and which ones to target. positioning, customers must see (useful)
• Subliminal perception: messages that affect behavior not consciously (covert/subliminal Segments must be Measurable, Substantial; Competitive Advantages ‐ ability to perform in
messages). Accessible; Differentiable; Actionable (1 or more) ways that competitors cannot ‐ consumers must find something unique and
meaningful about a market offering ‐ directly on the product or service itself or on other feel), Design (features that affect how a product looks, feels, functions; potent way to Price Sensitivity: elastic/inelastic demand to price changes; customers are less price‐sensitive
considerations such as employees, channels, image or services. differentiate, appeals to rational and emotional sides). to low‐cost items or items bought infrequently
11. COMPETITIVE DYNAMICS AND PRODUCT LIFE‐CYCLE (PLC) Services differentiation (when physical product cannot easily be differentiated, key for Estimating Demand Curves: surveys, price experiments, statistical analysis
Positioning and differentiating strategies must change over the PLC. Typical PLC: competitive success is adding value services): Ordering ease, Delivery (how well the service is Price Elasticity () on Demand: inelastic (demand hardly change with small change in price);
1. Introduction: slow sales as product is brought to the customer), Installation, Customer training, Customer consulting, Maintenance elastic (demand changes with price); the higher the elasticity, the greater growth results from
introduced in the market. Negative or low and Repair, Returns. 1% price reduction; If price is elastic, sellers will consider lowering the price; Avg: 1% decrease
profits due to heavy expenses (high Packaging (buyer’s first encounter with the product, draws the consumer in and encourages in prices led to 2.6% in sales increase
promotions to inform potential consumers, product choice): must identify the brand, descriptive and persuasive information, facilitate C price
product trials, secure distribution). product transportation/protection, assist at‐home storage, aid consumption. Labeling
Customers: innovators, techn enthusiasts (identifies, describe, promote); Warranties and Guarantees. 5 $ 11 5.5 $
(Studies indicate) Market Pioneers gain the NATURE OF SERVICES 5 $ 2 10 $
greatest advantage: recall of pioneer’s brand Providing value‐added or excellent services allows differentiation.
N/A: same rev
name; establishes attributes of product Technical quality of the service may be difficult to evaluate. 5 $ 1
indept of cost
class, aims for the middle of the marketing Distinctive services characteristics:
capturing more users, technology ‐ Intangible N/A: buy endept
5 $ 0.5
leadership, patents, ownership of scarce assets, enjoy higher rates of repeat purchase. ‐ Inseparable of price
2. Growth: rapid market acceptance; early adopters like the product and additional consumers ‐ Variable
start buying it. Good profit improvement. New competitors entry. Customers: early adopter, ‐ Perishable 3. Estimating Costs (set floor on price): fixed/variable
visionaries. 4. Analyze Competitor’s Costs, Prices, Offers (same/different features?)
Characteristics Introduction Growth Maturity Decline MANAGING SERVICE QUALITY: gaps 5. Select Price Model
Sales Low sales Rapidly rising sales Peak sales Declining sales
Costs High cost per customer Average cost/cust Low cost per customer Low cost per customer that may cause unsuccessful Between Floor Price (costs, no profit), Competitors/substitutes Prices, and Ceiling Price (unique
Profits Negative Rising profits High profits Declining profits delivery: features)
Customers Innovators Early adopters Middle majority Laggards Markup Price = (unit cost) / (1 –
Competitors Few Growing number Stable number Declining number Gap between consumer expectation
beginning to decline and management perception desired return on sales)
Marketing Objectives Create product Maximize market Maximize profit while Reduce expenditure
awareness and trial share defending market and milk the brand (hospital manag. may think patients Target‐Return Pricing:
share
want better food, but they want nurses responsiveness); calculate Break‐Even analysis
Strategies
Product Offer a basic product Offer product Diversify brands and Phase out weak products Gap between management perception and service‐quality specification (management tells Break‐Even volume = fixed
extensions, items models
nurses to be faster, but do not specify how much); costs / (unit price – unit
service, warranty
Price Charge cost‐plus Price to penetrate Price to match or best Cut price Gap between service‐quality specifications and service delivery (employees are poorly trained, variable cost)
market competitors’
incapable or unwilling to follow rules); Perceived‐Value Pricing
Distribution Build selective Build intensive Build more intensive Go selective: phase out
distribution distribution distribution unprofitable outlets Gap between service delivery and external communication (consumers expectations are (Willingness to Pay ‐ WTP):
Communications Build product Build awareness Stress brand and Reduce to minimal level
influenced by statements made by the company and ads: brochures of beautiful hospital room made up of buyer’s image of
awareness and trial and interest in the benefits and needed to retain hard‐
among early adopters mass market encourage brand core loyals may now meet customer expectation); product performance, deliverables, warranty, customer support, softer attributes (supplier
and dealers switching
Gap between perceived service and expected service (efforts may be perceived as something is reputation, trust, esteem). Companies deliver the value promised by their value proposition,
3. Maturity: slow down growth sales, most potential buyers achieved. Profit stabilizes or costumer must perceive it through communication; WTP can be determined by: mng
decline due to competition. Ways to change course are market / product / marketing program wrong)
SERVQUAL scale was developed to identify service quality determinants: based on 5 factors: judgment, similar products, surveys, experim, historical data.
modifications. Customers: early majority, pragmatists, conservatives. Value Pricing: fair low price for high‐quality offering (restructure to become low‐cost)
4. Decline: sales slow, profits erode, firms withdraw. Customers: laggards, skeptics Reliability: the ability to perform the promised service dependably and accurately;
Responsiveness: willingness to help customers and provide prompt service; Going‐Rate Pricing: based on competitors prices
Critique to PLC theory: PLC may be too variable in shape and duration, difficult to say on which Auction‐Type Pricing
phase a product is; marketing can lead to continuous growth. Assurance: knowledge and courtesy of employees and their ability to convey trust and
confidence; 6. Select Final Price: check how distributer/dealers feel about contemplated price
Bass diffusion model: describes first purchase of durables: in ADAPTING THE PRICE
each period, a fraction of remaining market potential will buy Empathy: the provision of caring, individualized attention to customers;
Tangibles: the appearance of physical facilities, equipment, personnel, and communication Pricing structure depends on variations on geographical demand and costs, purchase timing, order
the product (innovators/imitators); remaining market declines. levels, delivery freq, guarantees, etc.
q.Q t‐1/M: as more people buy, propensity to adopt will materials.
Geographical Pricing;
increase Prices Discounts and Allowances (early payment, high volume, off‐season buying);
14. PRICING STRATEGIES
Promotional Pricing (competitors can copy them loss of effectiveness);
Purchases are based on how consumers perceive prices: customers may have a “lower price
12+13 – PRODUCT STRATEGY, MANAGING SERVICES Differentiated Pricing: different prices depending on intensity of demand, larger volumes, to
Product: heart of a brand threshold” (below: unacceptable quality) and “upper price threshold” (above: not worth different classes of buyers, eg: airlines early purchases, seating class weekday, season).
CUSTOMER‐VALUE HIERARCHY: each levels adds mode customer value money). 3 key topics influence consumers’ perceptions: RESPONDING TO PRICE CHANGES
Core Benefit: service or benefit that the customer is really Reference prices: compare price with internal reference customers remember, or posted • Price Reduction: excess plant capacity, drive to dominate through lower cost. Possible traps:
buying; a conceptual need or desire, not an object (hotel “regular price”; customer assume low quality, no market loyalty, other competitors can match low price and
guest wants to rest and sleep). Price‐Quality inferences: price as an indicator of quality (ego‐sensitive products – perfumes, stay longer, price‐war.
Basic Product: core benefit is turned into a basic product expensive cars); • Price Increase: due to cost inflation or overdemand.
(hotel rooms include a bed, bathroom,…). Price endings: prices to end in an odd number (eg: 9) • Respond to Competitors Price Changes: enhance augmented product, differentiate, re‐
Expected product: set of attributes buyers normally expect SETTING THE PRICE invent as low‐cost player.
(hotel expect clean bed fresh towels, quiet). 1. Select Pricing Objective:
Survival: overcapacity, intense competition, change consumer wants – prices must cover costs; 15. CHANNELS / DISTRIBUTION
Augmented product: exceeds customers expectations –
survival is a short‐run objective, in the long run ‐ must add value!
product differentiation and positioning take place at this Taking a value network (whole supply chain) as a view of business.
Maximum Current Profit: risk for long‐run due to ignoring other marketing variables, competitors’
level. MARKETING CHANNELS AND VALUE NETWORK
reactions and legal restraints on price.
Potential product: augmentations and transformations the Type of intermediaries: merchants (buy, take title to, resell); brokers/representatives
Maximum Market Share: higher sales volume leads to lowers unit costs, set lowest price – works
product might have in the future. Here, companies search new ways to differentiate and when market is price sensitive, low price stimulates growth, low price discourages competition. (negotiate on producer’s behalf, do not take title for the goods); facilitators ‐ transp/indep
satisfy customers. Maximum Market Skimming: new technology favors high pricing, eg iPhone. wharehouses/banks/adv agencies (assist, do not take title, do not negotiate or sale)
PRODUCT AND SERVICES DIFFERENTIATION Product‐Quality Leadership: perceived quality, taste, status ‐ affordable luxuries. Managing intermediaries (needed to deliver superior value):
Product differentiation: to be branded, products must be differentiated (depending on the Other Objectives: non‐profit, cost‐recovery, etc. Push strategy: uses manufacturer work‐force, trade promotion, to induce intermediaries to carry,
products, with little or high differentiation): Form, Features, Customization, Performance promote and sell product (for low brand loyalty, brand choice is made in the store, impulse
2. Determining Demand (set ceiling on price):
quality (level of operation), Conformance quality (all units meet promised specs), Durability, products, benefits are well understood) – DISTRIBUTION!
Each price lead to different level of demand: the higher the price, the lower the demand.
Reliability (prob that will not malfunction), Repairability (easiness for repairing), Style (look &
Pull Strategy: manufacturer uses adv, promotion, to persuade consumers to demand product from Communication Process Model (Hierarchy of Effects model): Cognitive stage (awareness, 2. Context: dem., economic, socio‐cultural, political/legal,
intermediaries, thus inducing intermediaries to order it (for high brand loyalty, consumers percept knowledge) Affective Stage (liking, preference, conviction) Behavior stage (purchase) [learn‐ technological and natural/environmental
differences between brands, they choose brand before go to the store) PROMOTION AND feel‐do] 3. Company: business model + competitive strategy
ADVERTISING! DEVELOPING EFFECTIVE COMMUNICATIONS 4. Collaborators / Complements
ROLE OF MARKETING CHANNELS 1. Identify Target Audience: potential buyers, current users, deciders, influencers, individuals, groups, 5. Competitors: similar product or alternative solution.
FUNCTIONS: Information; Communication; general public MARKETING IN RECESSIONS
Agreements; Order placement; Financing; Risk 2. Determine Objective: Establish a Category need (new‐to‐the‐world products); Brand awareness (to Demand/Supply/Investment decreases Business fails / Assets prices declines / customers spend less
assumption; Storage and transport; Payment and recognize or recall brand); Brand Attitude (to help consumers evaluate perceived ability to meet /more competition / margins decline
Billing to Customers; Transfer of Ownership needs); Brand Purchase Intention To conserve resources (recession‐proofing strategies):
(intermediation). 3. Design the Communications: Position the firm in multiple markets and geographies Sales are imperfectly correlated across
Intermediaries make goods widely available to o What to say (Message strategy) regions and industries Creates a balancing effect on cash flow
target markets more efficiently, but a producer o How to say it (Creative Strategy) Plan for the contingency of sharply declining sales Recessions are hard to forecast; sales declines
needs to delegate control. ‐ Informational appeals: elaborates on attributes or benefits are a leading indicator Facilitates a swift response to recession.
Forward Flow of activity (moving, storage, ‐ Transformational appeals: elaborate on non‐product related benefit or image : stir up To attract resources (recession‐fighting strategies):
communication); Backward Flow of activity emotions that will motivate purchase Promote the business in tough times Customers often rethink supplier relationships during tough
(ordering, payment). o Who should say it: attractive/popular source can achieve higher attention times Makes new customer inroads.
Channel Levels (picture!) 4. Select Communication Channels: Personal communication channels; Mass communication channels Prepare to exploit the recovery with careful investments When competitors are conserving cash,
CHANNEL DESIGN DECISIONS 5. Establish Budget: Affordable method (what the company can afford); Percentage on Sales method; desirable hires, capital assets, and even companies may become available Adds capacity or
1. Analyze Customer Needs & Wants: segmentation exists ‐ customers have different needs on Competitive‐Parity method; Objective‐and‐Task method: defining specific objectives (establish customers at a discount.
purchasing process (service/quality customers; price/value customers; affinity customers – search market share goal determine percent of market to be reached determine percent that should Avoid general strategies (general expenses reduction, R&D expenses reduction, advertising cuts, staff
stores that suited people like themselves or groups their aspired to join). be persuaded to try determine nb of adv impressions for 1% trial rate determine costs layoffs, cuts in customer service), Keep balance between short and long term goals.
2. Establish Objectives and Constraints (service output levels, costs and support levels) 6. Decide Marketing Mix: depends on Type of product, Buyer‐readiness stage; PLC NOTE ON MARKET RESEARCH
3. Identify Major Channels Alternatives: 7. Measure Results (measure how many recognized, saw, felt the message, bought the product STEP1 ‐ Prioritize information needs based on prototype business designs: (1a) Develop prototypes for
Type of intermediaries; 18 – MASS COMMUNICATION business designs; (1b) Prioritize needs based on prototype business designs
Number of intermediaries: Exclusive distribution (high control of output offered, small nb of DEVELOPING AN ADVERTISING PROGRAM STEP2 ‐ Conduct expert interviews
intermediaries); Selective distribution (relies only on some intermediaries willing to carry the (after decisions on target market, positioning, marketing program): STEP3 ‐ Develop a data gathering plan: Secondary Data, Primary Data (Interviews; Focus Groups;
product); Intensive distribution (place in may outlets as possible – for products consumers buy 1. Setting Objectives Surveys; Choice modeling and concept testing), Study Design, Order of research (start with exploratory
frequently) Informative advertising: to create brand awareness, knowledge of new product/features; Persuasive tools to build a broad base of understanding and then use confirmatory tools to get more exact data
4. Evaluate Major Channels Alternatives: advertising: to create liking, preference, conviction, purchase (may use comparative adv, eliciting on key issues)
Economic criteria: each channel produces different levels of sales and costs. Obj: maximize demand cognitive and emotional motivations, or consumers process adv in an analytical mode); Reminder STEP4 ‐ Conduct secondary data review and initial primary research: Secondary Data Gathering,
at lowest overall cost advertising: stimulate repeat purchase; Reinforcement advertising: convince purchasers that they Primary Data Interviews
Own sales force concentrate on own products, is better made the right choice. STEP5/7 ‐ Interpretation, further research and business concept revision.
trained, is more aggressive, more successful as customers 2. Deciding on Advertising Budget: depends on: Stage in PLC, Market share and consumer base, Be willing to Iterate and Modify your Plans
prefer to deal directly with the company; Independent Competition and clutter (noise), Adv freq, Product substitutability (less differentiate products may PROBLEMS
channel may have more representatives, aggressive require heavy advertising). Sensitivity = Change in Demand / Change in Price ???
(depends on commissions), extensive contacts and market 3. Develop Advertising Campaign: Message Generation: elaborates positioning statement, key Elasticity = % change in quantity / % change in price = (Change in Demand / Demand) / (Change in Price
knowledge. If you have a high added value, you will most message, target audience, key brand benefits; Creative Development and Execution: TV Ads: most / Price)
definitely use a sales force. powerful adv medium, reaches broad spectrum of consumers, can vividly demonstrate product Break‐Even Point = Fixed Costs / (Unit Selling Price – Unit Variable Cost)
CHANNEL INTEGRATION attributes & consumers benefits, can dramatically portray usage imagery & brand personality; High Theory: Advertise until:
Conventional Marketing Systems: independent producers, volume of ads makes consumers to ignore/forget ads; Print Ads: reader consume at their own pace; Marginal Cost of Advertising / Demand Sensivity to Advertising = Unit contribution of the product
wholesalers, retailers (profit reduced for the whole system) Radio Ads: flexible, balance between local/broad market coverage; Disadvantage: lack of image; Margin = (p‐c)/p p* = [ / (‐1)] c
Vertical Marketing Systems: producer, wholesaler(s), retailer(s) acting as a unified system Disadvantage: lack of image, passive nature of consumers processing results. Demand estimation (2 examples)
Horizontal MS: unrelated companies put together resources (eg banks in supermarkets) 4. Deciding on Media:
Integrating Multichannel Systems: adding more channels has benefits: increase market coverage; ‐ Determine Trial rate Awareness rate Exposure rate
lower channel cost (eg: by phone); But more potential conflict / problems with control and ‐ Reach (# of people), Frequency, Impact (eg: what type of magazine to use for adv
cooperation. ‐ Alternative Advertising Options: Place Advertising: Billboards, Public spaces, Product placement
CONFLICTS (appearances in movies), Point of Purchase
Types of conflict: ‐ Select specific Media: cost per thousand persons reached + adjust for audience quality,
Horizontal channel conflict: between channel member of same level (eg: saying others provide poor audience‐attention probability, editorial quality
quality); ‐ Decide Media Timing and Allocation: macroscheduling (seasons, business cycles) + (p) = (p ‐ c)*D(p) – F
microscheduling (eg: burst, dispersed, intermittent thought a month – should consider Buyer
Vertical channel conflict: between different levels (eg: competing for the same customers reduce : profit p: price D: demand c: variable costs F: fixed costs
turnover, Purchase frequency, Forgetting rate)
shelve‐space); For highest profit, price is dependent on elasticity : p = * c / (‐1)
5. Evaluate Advertising Effectiveness: Communication‐effect research (awareness, knowledge,
Multi‐channel conflict: two or more channels for the same market (eg: different price).
Causes of Channel conflicts:
preference); Sales‐effect research: over/underspending? = elasticity p = ideal price c = marginal cost
Goal incompatibility (eg: manuf wants market penetration & low‐cost; dealers want high‐margin)
SALES PROMOTIONS < 1 : the higher the price, the higher the profits
Tools to stimulate/incentive purchase, mostly short‐term
Unclear roles and rights (eg: territory bounds) = 1 : no matter the price, the sales are the same – revenues are constant.
Includes Consumer promotion (samples, coupons, cash‐refunds, prices off, prizes, free trials,
Differences in perception (eg: different economic outlook (optimistics want high inventory)
demos),Trade promotions (prices off, adv/display allowances, free goods), Business & Sales‐Force
Intermediaries’ dependence on manufacturer (affecting profit of dealers) promotion (trade shows)
BUSINESS MODELS
In practice conflicts emerge from differences of opinion about: A business model is a combination of a business concept, a set of connected markets and a revenue
Objectivess: attract new triers, increase repurchase rates
1. Margin Sharing (commissions) model: Classic; Subscriptions; Advertising; Complementary Products (razor and razorblades);
May produce high sales response in short‐run, but little gain on long‐term (and post‐promotional
2. Effort Sharing (costs) Commissions; Selling the store.
dip), devaluate product in buyer’s mind.
3. Unfair Practices (discrimination) Classic: = p x q(p) – c(q) [ = profit; p = price; q() = quantity sold as a function of price; c() = cost as
Advertising vs sales promotion platforms most important items in consumer packaged goods.
17. COMMUNICATION function of the quantity sold]
Advertising (awareness) is good for a large target and is a long term investment (brand awareness,
Means by which firms attempt to inform, persuade, and remind consumers about products and Newspaper business model ‐ Classic + Adv: = (p+a) x q(p,k) – c(q,k)
brand image. Sales promotion (purchase) has a short term impact.
brands. q = # readers; p = price; a = adv price per reader; k= quality of the newspaper; c= cost of producing q
Mass‐consumer promotions: from the manufacturer to the consumer (coupon);
Contribute to brand equity, brand awareness, forge brand image in consumers’ memories, journals of quality k.
Trade promotions: deals for the channel of distribution;
strengthen consumer loyalty.
Retail promotions: merchandizing activities at store level (how products are placed in a store…).
Marketing Communication Mix: Adv, Promotions, Events & Experiences, PR & Publicity, Direct GRP: RxF ; Gross Rating Points measure advertisement impact in terms of exposure (not sales). R is
marketing, Online/interactive marketing, Word‐of‐mount, Personal selling. reach (% of target population) and F is frequency (how many times the ads is shown).
SITUATION ANALYSIS
5 C’s analysis to assess the situation:
1. Customers: needs + decision making