Basic Concepts, Segmentation, Targeting, Positioning, Global Marketing Flashcards
What are the main segmentation variables?
Geographic: nations, states, regions, counties, cities, or neighbourhoods
Demographic: age, family size, family life cycle, gender, income, occupation, education, religion, race, generation, nationality, and social class
Psychographic: psychological/personality traits, lifestyle, values (innovators, thinkers, achievers, experiencers, believers, strivers, makers, survivors)
Behavioural: needs and benefits, decision roles, user and usage, loyalty status, attitude
What are the requirements for effective segmentation? In accordance to MASDA.
Segments should be:
* Measurable: size and purchasing power
* Accessible
* Substantial: large and profitable enough to serve; homogenous group with tailored marketing program
* Differentiable
* Actionable: effective programs can be formulated
What are segmentation variables for B2B markets?
Demographic: industry, company size, location
Operating variables: User or no user status, Technology, Customer Capabilities
Purchasing approaches: purchasing-function organisaiton, power structure
Define STP.
Segmentation: identify customer segments based on demo, psycho, geographic and behavioural criteria
Targeting: select target segments
undifferentiated, differentiated, focused or customised marketing
Positioning: identify positioning concept within each target segment
Define marketing and its importance.
- Acceptance of new products
- Inspire enhancement in existing products and services
- Building strong brands and a loyal customer base
Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners and society at large.
What are steps in the marketing process.
- Understand the marketplace and customer needs.
- Design a value-driven strategy
- Construct an integrated marketing program that delivers superior value.
- Engage customer, build profitable relationship and create customer delight.
Define the core marketing concepts: needs, wanrs, demands.
Needs = basic human requirements, e.g., air, food, water, clothing, shelter
Strong needs for recreation, education and entertainments
Wants = needs become wants when they are directed to specific objects that might satisfy the need
Demands = wants for specific products backed by the ability to pay
- Needs preexist – markets shape wants (along with other societal factors)
- Type of needs: stated needs, real needs, unstated needs, delight needs, secret needs
Define the 4 Ps.
Product: Design, technology, usefulness, value, packaging, quality, branding, warranties, accessoires
Price: skimming, penetration, psychological, loss leader, cost-plus, etc.
Place: retail, wholesaler, mail, internet, direct sales, etc.
Promotion: offers, advertising, endorsements, user trials, gifts, competition, etc.
Define the additional 3 Ps in marketing.
People: employees, management, company culture, customer service
Processes: creativity, discipline, and structure brought to marketing management; especially for services
Physical evidence/environment: smart, interface, facilities, comfort
What is the value chain?
= tool for identifying key activities that create value and costs in specific business
Maximising value exploration by
identifying new customer benefits
company competence space: utilising core competencies from its business domains and managing business partner
becoming sufficient in CRM, internal resource management, and business partnership management
What are core competencies?
1) source of competitive advantage and makes a significant contribution to perceived customer benefits
2) has implications in a wide variety of markets
3) is difficult for competitors to imitate
Explain the VALS framework.
main diemnasion: consumer motivation adn consumer resources
Primary motivations: ideals, achievement, self-expression
* Those motivated by ideals are primary guided by knowledge and principles
* Those motivated by achievement look for products and services that demonstrate success to their peers
* Those whose motivation is self-expression desire social or physical activity, variety and risk
Explain the VALS framework.
main diemnasion: consumer motivation adn consumer resources
Primary motivations: ideals, achievement, self-expression
* Those motivated by ideals are primary guided by knowledge and principles
* Those motivated by achievement look for products and services that demonstrate success to their peers
* Those whose motivation is self-expression desire social or physical activity, variety and risk
How can companies establish an effective positioning in the market?
- Study competitors as well as actual and potential customers
- Identify competitors’ strategies, objectives, strengths, and weaknesses
Developing a positioning requires the determination of a frame of reference
– by identifying the target market and the resulting nature of the competition
– and the optimal points-of-parity and points-of-difference brand associations
What does an internal analysis in positioning require?
Analysis of resources, capabilities, and core competences
Resources = all assets, organisational processes, firm attributes, knowledge etc. that enable the firm to improve its efficiencies and effectiveness
Capabilities= complex bundle of resources through which comapneis achieve superior coordination of functional activities and processes to provide valuable products/services
Core competencies = combination of capabilities that critically underpin the firm’s competitive advantage
What are the characteristics of competitive advantage?
VRIO
Value
Rareness
Imitability
Organisational exploration
How do companies conduct external analysis?
Microenvironemnt: Porter’s five forces
> Suppliers, competitors, customers, the public
Macroenvironment: PESTEL
Political, economical, social, technological, ecological, legal factors
Define the PESTEL framework.
Political: government stability, interventions, economical systems, etc.
Economical: population development/aging, income, economic growth, inflation rate, interest rate, labour cost, unemployment
Social: language, religion, values, customs and traditions, eduction, CSR
Techonological: innovation, existing technology, government spending on research
Ecological: climate change, pollution, raw materials, scarce resources, recycling
Legal = tariffs, legal system, product safety, competitive regulation, codes of practice
Define Porter’s five forces.
New entrants: entry barriers like eos, brand identity, switching cost, capital requirements, access to inputs, learning curve, governmental policy
Bargaining power of suppliers: differentiation of inputs, switching cost, substitute products, forward integration
Substitution: switching csot, buyer propensity to substitute
Buyer power: buyer concentration, swichting, buyer informaiton, price sensitivity, product differences, brand identity
Rivalry/Competition: industry growth, fixed csots, product differences, exit barriers
How can companies identify and analyse competition?
- Determine the competitive frame of reference = defines which other brands a brand competes with > focus for competitive analysis
- Identify competitors: category membership
- Closest competitors > those seeking to satisfy the same customers and needs and making similar offers
- Latent competitors > may offer new or other ways to satisfy the same needs
Identify competitors by using both industry- and market-based analyses
* Industry = group of firms offering a product or class of products that are close to substitutes for one another number of sellers; degree of product differentiation; presence or absence of entry; mobility, and exit barriers; cost structure; degree of vertical integration; degree of globalisation
* Market = competitors defined as companies that satisfy the same customer need
Analyse competitors using SWOT Analysis and benchmarking
Explaing SWOT analysis.
Strength: internal, e.g., people, time management, organised, creativity, skills
Weaknesses: internal, e.g., self-doubt, inexperience, people, skills
Opportunities: external, e.g., social media, networking, international market, product development
Threats: external, e.g., price competition, copyright, trends changing, etc.
Why do companies go global? Define proactive and reactive motives.
Proactive = based on firm’s interest in exploiting unique competences or market possibilities
* Profit and growth goals: selling more or buying cheaper
* Managerial urge: ability to take risks, experience
* Technology competence/unique product
* Foreign market opportunities: attractiveness, knowledge of customers, marketplace
* Economies of scale: more output > reduce unit cost
* Extended sale of seasonal products, e.g. sun screen
* Proximity of international customers/psychological distance
* Tax benefits: either higher profit or produce at lower cost in foreign market
> Problem: may overlook barriers that could hinder profits (expected and initialised profit can be different), e.g. changes in exchange rates, hidden and fluctuating costs, etc.
Reactive = emerge from pressure/competition; firms react under pressure or threats in its home market or foreign market and adjusts to them
* Competitive pressure
* Small domestic market and lack of domestic demand: extending the product life, some less developed countries may still find this product attractive prolong the life cycle of the product
* Overproduction or excess capacity
* Unsolicited foreign orders
* Possibility to extend sales of seasonal products
* Proximity to international customers or psychological distance: social factors, political, etc. may let the geographical distance appear smaller; less geographic boundaries
What factors should companies review before deciding to go abroad?
Development of a global marketing strategy based on similarities and differences between markets (understand how markets operate)
Worldwide diffusion (learning) and adaptations
Transfer of knowledge and best practices across markets
What factors drive companies to go gloval and what are the risks
Factors that drive a company into the international area:
* Some international markets present better profit opportunities than the domestic market
* Larger customer base to achieve economies of scale
* Reduce dependence on any one market
* Counterattack global competitors in the home market
* Customer go abroad and require international service
Weight several risks:
* Understand foreign preferences; offer a attractive product
* Understand the business culture
* Do not underestimate foreign regulations that incur unexpected costs
* Managers with international expertise
* Foreign country may change commercial laws, devalue its currency, undergo a political revolution and expropriate foreign property
What approaches can be used to enter foreign markets?
waterfall approach (gradually entering countries in sequence)
sprinkler approach (entering many countries simultaneously
born global (especially technology-intensive firms, market to the entire world from the outset)
On what criteria should comapnies rate foreign countries to enter?
- Market attractiveness: market size, growth, buying power, competitive condition, governemnt, infrastructure, political and political stability, psychic distance
- Competitive strength: market share, product’s fit, price, contribution margins, image, market sipport, financial resources
- Risk
- Readiness and attractiveness depend on demographic, economic, sociocultural, natural, technological, and political-legal environment
- Psychic proximity (=more familiar language, laws, and culture) and cultural distance
What is cultural distance and how does the sociocultural environment affect the attractiveness of a potential market?
Cultural distance = average distance between two markets, related to cultural values
- Culture can influence ethical decision making; affects how an individual perceives ethical problems, alternatives and consequences
- Firm’s code of ethics should include: organisational, economic, employee, customer, industrial, and political relations
What are the major ways of entering foreing markets?
Exporting: low risk, low control, high flexbiility
> indirect, direct, cooperative exporting
Intermediate modes: shared control and risk, split ownership
> licsensing (franchising), joint ventures
Hierarchical modes: high control, high risk, low flexiblity
> sales subsidiary, direct investment/ownership
What favours standardisation vs. adaptation in global marketing?
Standardisation:
EOS, learning curve
Global competition
Convergence of tastes and consumer needs
Centralised management
High degree of transferability of competitive advantages from amrket to market
Adaptation:
Local environment-induced adaptation: sociocultural, cultural, economic differences
Local competition
Variation of consumer needs
Adapted concept is used by competitors
Legal issues and technical standards
Describe Hofstede’s six cultural dimensions that differentiate countries
Power Distance: Inequality
* High vs. low power distance = high power distance cultures tend to be more egalitarian (high: Russia; low: Nordic countries)
Uncertainty Avoidance
= indicates how risk-averse people are (high: Greece; low: Jamaica)
Individualism/Collectivism: dependent on family
= self-worth of an individual rooted more in the social system than in individual achievement (high collectivism: Japan; low: US)
Masculinity/Feminity
= how much the culture is dominated by assertive make vs. nurturing females (high: Japan; low: Nordic countries)
Long/short-term orientation
Indulgence/restraint: fun or serious life
Explain the international 4 Ps.
Strategies when deciding how much to adapt a marketing program:
* Straight extension: standard product and promotion
* Product adaptation
* Product invention: new product (either reintroduce earlier product adapted or develop new product for new market)
Communication level:
* Communication adaptation
* Dual adaptation: adapt product and communication
Pricing strategies:
Price escalation = added costs and currency-fluctuation risk - add cost of transportation, tariffs, importer margin, wholesaler margin, and retailer margin
- Options: set a uniform price (but then too high in poor countries and too low in rich); set a market-based price in each country; set a cost-based price in each country
Transfer pricing
* Dumping = charging less than its costs or less than it charges at home in order to enter or win a market
Distribution strategies
Need to take a whole-channel view of distributing products to the final users
Limitations for consideration:
* Cultural
* Social
* Political
* Technological
* Environmental
* Legal
