营销专题研究(1)课件.pptx

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1、MARKETINGCASE STUDY2004.3CASE STUDY FRAMEWORKIntroductionExternal analysis-MacroExternal analysis-MicroInternal analysisSWOTI analysisRedefinition of the problemGoalAlternative solutionsMotivated choiceImplementationMarketing environment analysisMacro environment analysis(External)Micro environment

2、analysis(External)Internal environment analysisExternal analysis:Macro&MicroPEST analysisFive forces analysisConsumer analysisSupplier analysisStakeholder analysisPEST analysisPolitical/legalMonopolies legislationEnvironmental protection lawsTaxation policyEmployment lawsGovernment policyLegislation

3、Others?Economic FactorsInflationEmploymentDisposable incomeBusiness cyclesEnergy availability and costOthers?Socio-cultural FactorsDemographicsDistribution of incomeSocial mobilityLifestyle changesConsumerismLevels of educationOthers?TechnologicalNew discoveries and innovationsSpeed of technology tr

4、ansferRates of obsolescenceInternetInformation technologyOthers?Threat of New Entrants(I)Economies of scale(minimum size requirements for profitable operations)High initial investments and fixed costsCost advantages of existing players due to experience curve effects of operation with fully deprecia

5、ted assetsBrand loyalty of customersProtected intellectual property like patents,licenses etcScarcity of important resources,e.G.Qualified expert staffThreat of New Entrants(II)Access to raw materials is controlled by existing playersDistribution channels are controlled by existing playersExisting p

6、layers have close customer relations,e.g.From long-term service contractsHigh switching costs for customersLegislation and government actionThreat of SubstitutesBrand loyalty of customersClose customer relationshipsSwitching costs for customersThe relative price for performance of substitutesCurrent

7、 trendsBargaining Power of Suppliers(I)The market is dominated by a few large suppliers rather than a fragmented source of supply.There are no substitutes for the particular input.The suppliers customers are fragmented,so their bargaining power is low.The switching costs from one supplier to another

8、 are high.Bargaining Power of Suppliers(II)There is the possibility of the supplier integrating forwards in order to obtain higher prices and margins.This threat is especially high when:-The buying industry has a higher profitability than the supplying industry.-Forward integration provides economie

9、s of scale for the supplier.-The buying industry hinders the supplying industry in their development(e.g.Reluctance to accept new releases of products).-The buying industry has low barriers to entry.Bargaining Power of Customers(I)They buy large volumes,there is a concentration of buyers.The supplyi

10、ng industry comprises a large number of small operators.The supplying industry operates with high fixed costs.The product is undifferentiated and can be replaces by substitutes.Switching to an alternative product is relatively simple and is not related to high costs.Bargaining Power of Customers(II)

11、Customers have low margins and are price-sensitive.Customers could produce the product themselves.The product is not of strategical importance for the customer.The customer knows about the production costs of the product.There is the possibility for the customer integrating backwards.Competitive Riv

12、alry between Existing Players There are many players of about the same sizePlayers have similar strategiesThere is not much differentiation between players and their products,hence,there is much price competitionLow market growth rates(growth of a particular company is possible only at the expense o

13、f a competitor)Barriers for exit are high(e.g.expensive and highly specialized equipment)Five Forces Analysis:Key Questions and ImplicationsWhat are the key forces at work in the competitive environment?Are there underlying forces driving competitive forces?Will competitive forces change?What are th

14、e strengths and weaknesses of competitors in relation to the competitive forces?Can competitive strategy influence competitive forces(eg by building barriers to entry or reducing competitive rivalry)?Internal analysis5M analysis:Men MoneyMachineryMaterialminutesSWOTI analysisStrengths(internal analy

15、sis)Weaknesses(internal analysis)Opportunities(external analysis)Threats(external analysis)Issues(getting from SWOT)Opportunity matrix1432Success ProbabilityHigh LowLowHighAttractivenessThreat matrix1432Probability of OccurrenceHigh LowLowHighSeriousnessFour outcomesAn ideal businessHigh in major op

16、portunity and low in major threatA speculative businessHigh in both opportunity and threatA mature businessLow in both opportunity and threatA trouble businessLow in major opportunity and high in major threatChecklist for performing strengths/weakness analysisMarketingCompany reputation;market share

17、;customer satisfaction;customer retention;product quality;service quality;pricing effectiveness;promotion effectiveness;sales force effectiveness;innovation effectiveness;geographical coverage FinanceCost or availability of capital;cash flow;financial stabilityManufacturingFacilities;economies of sc

18、ale;capacity;able,dedicated workforce;ability to produce on time;technical manufacturing skillOrganizationVisionary,capable leadership;dedicated employees;entrepreneurial orientation;flexible or responsiveRedefinition of the problemConclusion of the SWOTI analysisFind out the problem(s)you will focu

19、s on Goal The target you will arrive if you solve the redefined problem.ImplementationMarketing segmentation,targeting and positioningMarketing strategyMarketing mix(plan)The strategic-planning,implementation,and control processCorporate planningDivision planningBusiness planningProduct planningOrga

20、nizingImplementingMeasuring resultsDiagnosing resultsTaking corrective actionPlanning Implementing Controlling The Boston Consulting Group Approach(BCG)波士顿咨询公司模型波士顿咨询公司模型(P68)The General Electric Model:(a)ClassificationStrong Medium Weak BUSINESS STRENGTHLow MediumHigh MARKET ATTRACTIVENESSThe Gener

21、al Electric Model:(b)StrategiesProtect PositionBuild SelectivelyInvest to Build Build SelectivelySelectivity/Managefor EarningsLimited Expansionor HarvestDivestManage for EarningsProtect and RefocusAnsoffs Matrix:Planning for Growth Ansoffs matrix offers strategic choices to achieve the objectives.T

22、here are four main categories for selection.Ansoffs Matrix:Planning for GrowthAnsoffs Matrix:Planning for GrowthMarket Penetration To market the existing products to the existing customers.Market Development To market the existing product range in a new market.Product Development This is a new produ

23、ct to be marketed to the existing customers.Diversification To market completely new products to new customers.There are two types of diversification,namely related and unrelated diversification.Related diversification means to remain in a market or industry with which the marketer is familiar.Unrel

24、ated diversification is where the marketer has neither previous industry nor market experience.The Strategy Clock:Bowmans Competitive Strategy Options Its a suitable way to analyze a companys competitive position in comparison to the offerings of competitors.Bowman considers competitive advantage in

25、 relation to cost advantage or differentiation advantage.There are six core strategic options.The Strategy Clock:Bowmans Competitive Strategy OptionsThe Strategy Clock:Bowmans Competitive Strategy OptionsOption one-low price/low added value Likely to be segment specific Option two-low price Risk of

26、price war and low margins/need to be a cost leader.Option three-Hybrid Low cost base and reinvestment in low price and differentiation The Strategy Clock:Bowmans Competitive Strategy OptionsOption four-Differentiation(a)Without a price premium Perceived added value by user,yielding market share bene

27、fits (b)With a price premium Perceived added value sufficient to bear price premium The Strategy Clock:Bowmans Competitive Strategy OptionsOption five-focused differentiation Perceived added value to a particular segment warranting a premium price Option six-increased price/standard Higher margins i

28、f competitors do not value follow/risk of losing market share.Option seven-increased price/low values Only feasible in a monopoly situation Option eight-low value/standard price Loss of market share Generic Strategies:Michael Porter(1980)Cost LeadershipThe low cost leader in any market gains competi

29、tive advantage from being able to produce at the lowest cost.Factories are built and maintained,labor is recruited and trained to deliver the lowest possible costs of production.Cost advantage is the focus.Costs are shaved off every element of the value chain.Products tend to be no frills.Differenti

30、ation Differentiated goods and services satisfy the needs of customers through a sustainable competitive advantage.This allows companies to desensitize prices and focus on value that generates a comparatively higher price and a better margin.The benefits of differentiation require producers to segme

31、nt markets in order to target goods and services at specific segments,generating a higher than average price.Focus or Niche strategy The focus strategy is also known as a niche strategy.Where an organization can afford neither a wide scope cost leadership nor a wide scope differentiation strategy,a

32、niche strategy could be more suitable.Here an organization focuses effort and resources on a narrow,defined segment of a market.Competitive advantage is generated specifically for the niche.A niche strategy is often used by smaller firms.Focus or Niche strategyA company could use either a cost focus

33、 or a differentiation focus.With a cost focus a firm aims at being the lowest cost producer in that niche or segment.With a differentiation focus a firm creates competitive advantage through differentiation within the niche or segment.Value Chain AnalysisCASE STUDY FRAMEWORKIntroduction(summary)SWOT

34、I analysisGoal Alternative solutions(Strategy at macro level)Marketing environment analysis(External&Internal)Redefinition of the problemGAPMotivated choice(Strategy at middle level)Implementation(How to do it?)1、有时候读书是一种巧妙地避开思考的方法。3月-233月-23Tuesday,March 28,20232、阅读一切好书如同和过去最杰出的人谈话。04:22:0504:22:05

35、04:223/28/2023 4:22:05 AM3、越是没有本领的就越加自命不凡。3月-2304:22:0504:22Mar-2328-Mar-234、越是无能的人，越喜欢挑剔别人的错儿。04:22:0504:22:0504:22Tuesday,March 28,20235、知人者智，自知者明。胜人者有力，自胜者强。3月-233月-2304:22:0504:22:05March 28,20236、意志坚强的人能把世界放在手中像泥块一样任意揉捏。28 三月 20234:22:05 上午04:22:053月-237、最具挑战性的挑战莫过于提升自我。三月 234:22 上午3月-2304:22Ma

36、rch 28,20238、业余生活要有意义，不要越轨。2023/3/28 4:22:0504:22:0528 March 20239、一个人即使已登上顶峰，也仍要自强不息。4:22:05 上午4:22 上午04:22:053月-2310、你要做多大的事情，就该承受多大的压力。3/28/2023 4:22:05 AM04:22:0528-3月-2311、自己要先看得起自己，别人才会看得起你。3/28/2023 4:22 AM3/28/2023 4:22 AM3月-233月-2312、这一秒不放弃，下一秒就会有希望。28-Mar-2328 March 20233月-2313、无论才能知识多么卓著，如果缺乏热情，则无异纸上画饼充饥，无补于事。Tuesday,March 28,202328-Mar-233月-2314、我只是自己不放过自己而已，现在我不会再逼自己眷恋了。3月-2304:22:0528 March 202304:22谢谢大家谢谢大家