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MKT PLANNING, SEGMENTATION & POSITIONING STRATEGIES
- 1. Planning, Market Intelligence and Segmentation and Positioning Strategies in International Marketing
- 2. Objectives • To identify and make use of virtual tools for market intelligence. • To understand the planning process in International Marketing • To distinguish between segmentation and positioning and their use in the design of a positioning strategy.
- 3. Global Segmentation Fads • “Standardization vs. Adaptation” 1970s • “Globalization vs. Localization” 1980s • “Global integration vs. Local responsiveness" 1990s
- 4. The Nestlé Way: Evolution Not Revolution Think and plan long term Decentralize Stick to what you know Adapt to local tastes
- 5. Global Strategy • Disney Princesses: • Jazmin (Arabic) • Mulan (Asian) • Aurora (Western Europe)
- 6. Company Objectives and Resources Foreing market opportunities Corporate objectives and resources Change themShort term profit vs. Long term run Solution: Clear objectives
- 7. International Commitment • Management preparation. • Long-term marketing plan with realistic time goals for sales growth. • Regions vs. Countries. • Competition and digital communication force global commitment.
- 8. International Planning Process Phase 1 • Preliminary analysis and screening: Matching Company/ Country needs Phase 2 • Defining market segments and adapting the marketing mix accordingly. Phase 3 • Developing the Marketing Plan Phase 4 • Implement. and control
- 9. 12-9
- 10. Phase 1: Preliminary Analysis and Screening • A critical first step in the planning process is deciding in which existing country market to make a market investment • A company’s strengths and weaknesses, products, philosophies, modes of operation, and objectives must be matched with a country’s qualities • First, countries are analyzed and screened to eliminate those that do not offer sufficient potential for further consideration • Second, screening criteria are established against which prospective countries can be evaluated • Third, a complete analysis of the environment within which a company plans to operate is made
- 11. Phase 2: Defining Target Markets and Adapting the Marketing Mix • A more detailed examination of the components of the marketing mix is the purpose of Phase 2 • The primary goal of Phase 2 is to decide on a marketing mix adjusted to the cultural constraints imposed by the uncontrollable elements of the environment that effectively achieves corporate objectives and goals • The answers to three major questions are generated in Phase 2: – Are there identifiable market segments that allow for common marketing mix tactics across countries? – Which cultural/environmental adaptations are necessary for successful acceptance of the marketing mix? – Will adaptation costs allow profitable market entry?
- 12. Phase 3: Developing the Marketing Plan • A marketing plan is developed for the target market—whether it is a single country or a global market set • The marketing plan begins with a situation analysis and culminates in the selection of an entry mode and a specific action program for the market • The specific plan establishes what is to be done, by whom, how it is to be done, and when. Included are budgets and sales and profit expectations
- 13. Phase 4: Implementation and Control • The planning process is a dynamic, continuous set of interacting variables with information continuously building among phases • An evaluation and control system requires performance-objective action; bringing the plan back on track should standards of performance fall short • The system encourages the decision maker to consider all variables that affect the success of a company’s plan • It provides the basis for viewing all country markets and their interrelationships as an integrated global unit
- 14. Alternative Market-Entry Strategies • A company has four different modes of foreign market entry from which to select: exporting, contractual agreements, strategic alliances, and direct foreign investment Exhibit 12.2 Alternative Market-Entry Strategies
- 15. Strategic Marketing – STP Model SEGMENTATION Identifiying meaningfully different groups of customers TARGETING Selecting which segment(s) to serve POSITIONING Implementing chosen image and appeal to chosen segment Product Price Distribution Promotion
- 16. Global Market Segmentation • Separate consumers into groups using macro and micro variables. Macro Country Factors Geographical Factors Macro-economics F. Macro-cultural F. Micro Behavior Lifestyle Psychographics Demographics Attitude and Usage Micro-Cultures Brand Loyalty
- 18. Targeting • Targeting is choosing which segment would be the most beneficial for the company to focus on based upon segment size, growth, profitability, current and potential competitors as well as the core capabilities of the business and then selecting which segment(s) to target.
- 19. Positioning POSITIONING Implementing chosen image and appeal to chosen segment PRODUCT PRICE PROMOTION DISTRIBUTION Premium Basic Durable Prestige Fun Powerful Premium Low Price Value Intensive Selective Exclusive
- 20. Positioning • Positioning involves selecting the target market and creating and sustaining a differential advantage in relation to the competition. • This involves the use of the marketing mix. Top of Mind Top of Heart
- 22. Marketing Strategy •Goals •Core Messages •Integrated Campaign Demand Generation Reputation Development Employee and Community Outreach Events Public Relations eMarketing Positioning Strategy Business Goals
- 23. Positioning Cost Leadership Cost Focus Product Differentiation Differentiation Focus Cost Differentiation SCOPE OF ACTIVITIES Broad Market Narrow Market HigherBenefitsEqualBenefits BASISOFADVANTAGE http://freelancerconsulting.com/business-frameworks/positioning-strategy-scope-cost- differentiation-focus.html
- 24. Cost Leadership • It is a strategy, by which a business offers an average product at a low cost to the broadest possible market. Economies of scale result in cost savings, partially passed to consumers. (e.g. Wal-Mart)
- 25. Cost Focus • It is a strategy, by which a business offers an average product at a low cost to a specific customer group. Customer relationship largely depends on the cost of the product and a unique connection with a customer. (e.g. Virgin brands)
- 26. Product Diferentiation • It is a strategy that focuses on offering a unique product to the broadest possible market. The product offering necessitates continuous innovation in light of the highly competitive market forces. (e.g. Apple's iPhone, iPad, iPod line-ups)
- 27. Differention Focus • It is a strategy that focuses on offering a unique product to a specific customer group. The customer relationship largely depends on the uniqueness of the product and the way the customer is being served. (e.g. Rolex watches; Rolls Royce cars)
- 28. Cost Differentiation • It is the most difficult strategy to attain. It requires offering a unique product at a low cost to a relatively broad market. This strategy creates the highest benefits and is consistent with the Blue ocean strategy, a strategy that reinvents its market place and competes in entirely new dimension. (e.g. Ikea; Henry Ford's assembly line; Motorola Moto G)
- 29. Positioning Cost Leadership Cost Focus Product Differentiation Differentiation Focus Cost Differentiation SCOPE OF ACTIVITIES Broad Market Narrow Market HigherBenefitsEqualBenefits BASISOFADVANTAGE http://freelancerconsulting.com/business-frameworks/positioning-strategy-scope-cost- differentiation-focus.html
- 30. Virtual Tools for Market Research • CIA World Fact Book • Kwintessential • Legiscomex • Procolombia
Notes de l'éditeur
- Top of Heart: Emotional attachment