营销专题研究

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

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

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

4、 of technology transferRates 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

5、with fully depreciated 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 exi

6、sting playersExisting players 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 performa

7、nce of substitutesCurrent 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 f

8、rom one supplier to another 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.- Forwar

9、d integration provides economies 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

10、a concentration of buyers.The supplying 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 co

11、sts.Bargaining Power of Customers (II)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 custome

12、r integrating backwards.Competitive Rivalry 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

13、 company is possible only at the expense of a competitor)Barriers for exit are high (e.g. expensive and highly specialized equipment)Five Forces Analysis: Key Questions and Implications What are the key forces at work in the competitive environment? Are there underlying forces driving competitive fo

14、rces? Will competitive forces change? What are the 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 MoneyMachineryMa

15、terialminutesSWOTI analysisStrengths (internal analysis)Weaknesses (internal analysis)Opportunities (external analysis)Threats (external analysis)Issues (getting from SWOT)Opportunity matrix1432Success ProbabilityHigh LowLowHighAttractivenessThreat matrix1432Probability of OccurrenceHigh LowLowHighS

16、eriousnessFour outcomesAn ideal businessHigh in major opportunity 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/w

17、eakness analysisMarketingCompany reputation; market share; customer satisfaction; customer retention; product quality; service quality; pricing effectiveness; promotion effectiveness; sales force effectiveness; innovation effectiveness; geographical coverage FinanceCost or availability of capital; c

18、ash flow; financial stabilityManufacturingFacilities; economies of scale; capacity; able, dedicated workforce; ability to produce on time; technical manufacturing skillOrganizationVisionary, capable leadership; dedicated employees; entrepreneurial orientation; flexible or responsiveRedefinition of t

19、he problemConclusion of the SWOTI analysisFind out the problem(s) you will focus 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 cont

20、rol processCorporate planningDivision planningBusiness planningProduct planningOrganizingImplementingMeasuring resultsDiagnosing resultsTaking corrective actionPlanning Implementing Controlling 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 STRENGTH

21、Low MediumHigh MARKET ATTRACTIVENESSThe General Electric Model: (b) StrategiesProtect PositionBuild SelectivelyInvest to Build Build SelectivelySelectivity/Managefor EarningsLimited Expansionor HarvestDivestManage for EarningsProtect and RefocusAnsoffs Matrix: Planning for Growth Ansoffs matrix offe

22、rs strategic choices to achieve the objectives. There 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

23、 a new market. Product Development This is a new product 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 ma

24、rket or industry with which the marketer is familiar. Unrelated 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 offer

25、ings of competitors. Bowman considers competitive advantage in 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 adde

26、d value Likely to be segment specific Option two - low price Risk of 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) Wit

27、hout a price premium Perceived added value by user, yielding market share benefits (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 segme

28、nt warranting a premium price Option six - increased price/standard Higher margins if 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 Stra

29、tegies: Michael Porter (1980)Cost LeadershipThe low cost leader in any market gains competitive 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.

30、 Costs are shaved off every element of the value chain. Products tend to be no frills.Differentiation 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 comparat

31、ively higher price and a better margin. The benefits of differentiation require producers to segment 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 organiz