Маркетинговые тренды
· A-COMMERCE
the buying and selling of goods using augmented reality to visualize products virtually in the real-world environment before purchasing
· ASSISTED DEVELOPMENT
Post-demographic consumers are crafting new narratives of adulthood.
· VIRTUAL COMPANIONS
Virtual entities make the leap from assistants to companions.
· FORGIVING BY DESIGN
Post-purchase forgiveness is a must-have feature.
· GLASS BOX WRECKING BALLS
In 2017, a business is a glass box. Outsiders can easily see inside. They can see the people, the processes and the values.
PESTLE analysis (рынки)
1. Political factors.
These factors determine the extent to which a government may influence the economy or a certain industry. Political factors include tax policies, Fiscal policy, trade tariffs etc. that a government may levy around the fiscal year and it may affect the business environment (economic environment) to a great extent.
2. Economic factors.
These factors are determinants of an economy’s performance that directly impacts a company and have resonating long term effects. Economic factors include inflation rate, interest rates, foreign exchange rates, economic growth patterns etc. It also accounts for the FDI (foreign direct investment) depending on certain specific industries who’re undergoing this analysis.
3. Social factors.
These factors scrutinize the social environment of the market, and gauge determinants like cultural trends, demographics, population analytics etc. An example for this can be buying trends for Western countries like the US where there is high demand during the Holiday season.
4. Technological factors.
These factors pertain to innovations in technology that may affect the operations of the industry and the market favorably or unfavorably. This refers to automation, research and development and the amount of technological awareness that a market possesses.
5. Legal factors.
These factors have both external and internal sides. There are certain laws that affect the business environment in a certain country while there are certain policies that companies maintain for themselves. Legal analysis takes into account both of these angles and then charts out the strategies in light of these legislations. For example, consumer laws, safety standards, labor laws etc.
6. Environmental factors.
These factors include all those that influence or are determined by the surrounding environment. This aspect of the PESTLE is crucial for certain industries particularly for example tourism, farming, agriculture etc. Factors of a business environmental analysis include but are not limited to climate, weather, geographical location, global changes in climate, environmental offsets etc.
Ansoff Matrix
Market penetration (Existing market & product)
In market penetration strategy, the organization tries to grow using its existing offerings (products and services) in existing markets. In other words, it tries to increase its market share in current market scenario. This involves increasing market share within existing market segments. This can be achieved by selling more products or services to established customers or by finding new customers within existing markets. Here, the company seeks increased sales for its present products in its present markets through more aggressive promotion and distribution
This can be accomplished by:
- Price decrease
- Increase in promotion and distribution support
- Acquisition of a rival in the same market
- Modest product refinements
This is the least risky growth option.
Market development (new market & existing product)
In market development strategy, a firm tries to expand into new markets (geographies, countries etc.) using its existing offerings and also, with minimal product/services development.
This can be accomplished by:
- Different customer segments
- Industrial buyers for a good that was previously sold only to the households;
- New areas or regions of the country
- Foreign markets.
This strategy is more likely to be successful where:
- The firm has a unique product technology it can leverage in the new market
- It benefits from economies of scale if it increases output
- The new market is not too different from the one it has experience of
- The buyers in the market are intrinsically profitable.
This additional quadrant move increases uncertainty and thus increases the risk further.
Product development (new product & existing market)
In product development strategy, a company tries to create new products and services targeted at its existing markets to achieve growth. This involves extending the product range available to the firm's existing markets. These products may be obtained by:
- Investment in research and development of additional products;
- Acquisition of rights to produce someone else's product;
- Buying in the product and “badging” it as one’s own brand;
- Joint development with ownership of another company who need access to the firm's distribution channels or brands.
This also consists of one quadrant move so is riskier than Market penetration and a similar risk as Market development.
Diversification (new product & market)
In diversification an organization tries to grow its market share by introducing new offerings in new markets. It is the most risky strategy because both product and market development is required.
Related Diversification— there is relationship and, therefore, potential synergy, between the firms in existing business and the new product/market space.
Unrelated Diversification: This is otherwise termed conglomerate growth because the resulting corporation is a conglomerate, i.e. a collection of businesses without any relationship to one another. A strategy for company growth by starting up or acquiring businesses outside the company’s current products and markets.
Diversification consists of two quadrant moves so is deemed the riskiest growth option.
Задание: выработать стратегию для компании на основе матрицы, учитывая обстоятельства
BCG Matrix
The general purpose of the analysis is to help understand, which brands the firm should invest in and which ones should be divested.
Relative market share. One of the dimensions used to evaluate a business portfolio is relative market share. Higher corporate’s market share results in higher cash returns. This is because a firm that produces more, benefits from higher economies of scale and experience curve, which results in higher profits. Nonetheless, it is worth to note that some firms may experience the same benefits with lower production outputs and lower market share.
Market growth rate. High market growth rate means higher earnings and sometimes profits but it also consumes lots of cash, which is used as investment to stimulate further growth. Therefore, business units that operate in rapid growth industries are cash users and are worth investing in only when they are expected to grow or maintain market share in the future.
1. Dogs: Dogs hold low market share compared to competitors and operate in a slowly growing market. In general, they are not worth investing in because they generate low or negative cash returns. But this is not always the truth. Some dogs may be profitable for a long period of time, they may provide synergies for other brands or SBUs or simply act as a defense to counter competitors' moves. Therefore, it is always important to perform deeper analysis of each brand or SBU to make sure they are not worth investing in or have to be divested. Strategic choices: Retrenchment, divestiture, liquidation
2. Question marks or Problem Child: Question marks are the brands that require much closer consideration. They hold low market share in fast growing markets consuming large amounts of cash and incurring losses. It has potential to gain market share and become a star, which would later become a cash cow. Question marks do not always succeed and even after large amounts of investments they struggle to gain market share and eventually become dogs. Therefore, they require very close consideration to decide if they are worth investing in or not.
Strategic choices: Market penetration, market development, product development, divestiture
3. Stars: Stars operate in high growth industries and maintain high market share. Stars are both cash generators and cash users. They are the primary units in which the company should invest its money, because stars are expected to become cash cows and generate positive cash flows. Yet, not all stars become cash flows. This is especially true in rapidly changing industries, where new innovative products can soon be outcompeted by new technological advancements, so a star instead of becoming a cash cow, becomes a dog.
Strategic choices: Vertical integration, horizontal integration, market penetration, market development, product development
4. Cash cows: Cash cows are the most profitable brands and should be “milked” to provide as much cash as possible. The cash gained from “cows” should be invested into stars to support their further growth. According to growth-share matrix, corporates should not invest into cash cows to induce growth but only to support them so they can maintain their current market share. Again, this is not always the truth. Cash cows are usually large corporations or SBUs that are capable of innovating new products or processes, which may become new stars. If there would be no support for cash cows, they would not be capable of such innovations.
Strategic choices: Product development, diversification, divestiture, retrenchment
SWOT analysis
SWOT – a strategic planning technique used to help a person or organization identify strengths, weaknesses, opportunities, and threats related to business competition or project planning. It is intended to specify the objectives of the business venture or project and identify the internal and external factors that are favorable and unfavorable to achieving those objectives.
Strengths and weakness are frequently internally-related, while opportunities and threats commonly focus on the external environment. The name is an acronym for the four parameters the technique examines:
1. S trengths: characteristics of the business or project that give it an advantage over others.
2. W eaknesses: characteristics of the business that place the business or project at a disadvantage relative to others.
3. O pportunities: elements in the environment that the business or project could exploit to its advantage.
4. T hreats: elements in the environment that could cause trouble for the business or project.
Marketing mix
It is about putting the right product or a combination thereof in the place, at the right time, and at the right price. The difficult part is doing this well, as you need to know every aspect of your business plan.
AIDA
1. Attention
2. Interest
3. Desire
4. Action
5. (Satisfaction)
Задание: сформулировать промо для бренда в Social Media, расписать по каким каналам проходит каждый из блоков. Придумать слоган.
Magic marketing formula
V= F +VAF/C+P
V - value
F - product/service basic features
VAF - value added features
C - cost to the consumer (paid price + consumption costs) P - process of purchase and consumption
Задание: описать consumer value в не более чем 5 словах для каждой переменной
Strategic marketing process
1. Organization mission determination
Defining the organizational mission refers to a long- term commitment to a type of business and a place in the market. It “describes the scope of the firm and its dominant emphasis and values,” based on a firm’s history, current management preferences, resources, and distinctive competence, and on environmental factors.
2. Setting marketing objectives
Marketing objectives establish the firm’s goals for each SBU. Objectives are described in both quantitative terms (dollar sales, percentage profit growth, and market share), and qualitative terms (image, level of innovativeness, and industry leadership role). Without clearly identified objectives, firms often fail.
3. Situation analysis
4. Marketing strategy development
5. Tactical implementation planning
A tactical plan specifies the short-run actions (tactics) that a firm undertakes in implementing a given marketing strategy. It has three basic elements:
· specific tasks
· time frame
· resource allocation
6. Monitoring results
Monitoring results compares the actual performance of a firm, SBU, or product against the planned performance for a specified period. Successful companies often employ the following strategies to assure success:
· continuous monitoring of performance
· regular use of proper strategy adjustments
· maintenance of a customer-oriented focus
· stressing positive written and oral communication among employees and channel members.