CLASS LIVE SESSION MM01 Analysis Marketing Opportunities • • • • Marketing planning Demand Measurement & Forecasting Marketing Information System Indian Marketing Environment MARKETING PLANNING Planning – Designing the Blueprint for the Future •Planning is a process of designing the blueprint for the future. •The basic function of management includes planning, organizing, executing, coordination & controlling the future course of action. •Planning is the process of envisioning the future, establishing objectives and goals for the firm, designing organizational & marketing strategies and tactics to be implemented at different points of time in future to achieve the goals. What is Strategic Planning? • It is the managerial process that helps to develop a strategic and viable fit between the firm’s objectives, skills, resources with the market opportunities available. It helps the firm deliver its targeted profits and growth through its businesses and products. Management Level & Focus of Planning Managemen Planning t Level Focus Key Question Marketing Top Level of management Corporate Plan What is the organization’s mission? How do we organize the business? Middle Level of Management Business Unit Plan What is our competitive strategy for growth in that particular business unit? What are our competitive advantages? Lower level of Management Operational Plans How can we best support both the corporate plan and the business unit plan? What are our operational schedules? Corporate Planning Process Steps in Corporate Planning Process 1.Establishing corporate mission, objectives and goals 2.Establishing Strategic Business Units 3.Assigning resources to each Strategic Business Unit 4.Planning for Business Growth Mission statement should posses the following seven characteristics: • • • • It should not be an impossible statement. It should be short and limited. It should be motivating. It should be enough to define the functions, the clientele and the method of operation. • It should be clear and should stress the company’s policy. • It should be distinctive and should define company’s major competitive scope. • It should indicate how objectives are to be accomplished. Corporate Objectives • • • • • • • • • • • A higher market share High growth opportunities Increased ability to compete in global markets Product innovation Recognition as a leader in technology Better customer services Good reputation with customers Low cost compared with competitors High quality goods and services Brand image and loyalty Wider profit margin Corporate Objective of Unilever Operation in India • Unilever objective is to add vitality to life. We meet everyday needs for nutrition, hygiene and personal care with brands that help people feel good, look good and get more out of life. • Our deep roots in local cultures and markets around the world give us our strong relationship with consumers and are the foundation for our future growth. 5 questions that the firm must ask itself • • • • • What is our business? Who is our customer? What does our customer need? What will our business be? What should our business be? Stage 1 Assess Organizational Opportunities and Resources Market Opportunity + “Uncontrollable” Environmental Events (Circumstances) Timing Assessing Organizational Opportunities and Resources Core Competencies (Relative skills) Strategic Windows Marketing Mix Will it fit? • A temporary period of optimal fit between the key requirements of a market and a firm’s capabilities Assessing Organizational Opportunities and Resources …identifies a company’s competitive advantage that can be absolute or relative Physical or Psychological A Competitive Advantage exists when your core competencies (relative to competition) match marketplace opportunities Business Unit Level Strategic Planning Process Business Mission Internal Environment (Strengths/Weakness Analysi) SWOT Analysis Formulation of Business Goal Formulation of Business Strategy Formulation of Programs Implementation of the plan Programs Feedback and control External Environment (Opportunities and Threats Analysis) Levels of Strategic Planning (Stage 1 SWOT Analysis) Stages 3-4 Developing Corporate and Business-Unit Strategies • Market orientation: The organizationwide generation of, dissemination of and responsiveness to market intelligence pertaining to current and future customer needs. Corporate & Business-Unit Strategy Strategic Business Unit (SBU) A SBU is self supporting profit center organized around some meaningful common element such as…. Industry Technology SBU Customer need Target Market • Analyze the current business portfolio & shape the future business portfolio: build, hold, harvest, divest • SBU ‘s change positions overtime Remember The Market What Is A Market ? A market is . . . Access to a Sufficient Number of potential customers sharing similar wants/needs Who Want the Available Product Who have Sufficient Resources (Rs) who are willing to exchange value (Spend Rs) and are eligible (legal) to buy Domestic carriers fly 19% more passengers in February 2011 About 18.5% more passengers flew by domestic airlines in February, but carriers are worried that the steep increase in fuel costs would erode gains. India's seven domestic airlines flew 4.57 million passengers in February, up from 3.86 million a year earlier, data from the directorate general of civil aviation (DGCA) show. Market share for Jet Airways (India) Ltd and its lowfare subsidiary JetLite India Ltd remained static at 26.1%. State-run Air India Ltd's passenger share on domestic routes slumped to 15.8% from 17.2% a year earlier, and Kingfisher Airlines Ltd's fell to 19% from 22.7%. Low-cost carriers saw their market shares rise. IndiGo's passenger traffic in February rose to 18.7% from 14.9% a year earlier, SpiceJet Ltd's to 13.8% from 12%, and GoAir's to 6.6% from 5.5%. Flight occupancy was in the range of 68-88%. The increase in passengers is not providing the airlines any comfort. Fuel costs have risen from about $75 a barrel in December to about US$100. "We are staring at losses this quarter," said an airline executive who declined to be identified. "It's going to be a tough time for everybody." Fuel accounts for 30-40% of an airline's cost in India. The airline regulator received 1,137 complaints from passengers in February. Jet drew the highest number of complaints at 4.1 per 10,000 passengers carried, followed by IndiGo's 3.1, SpiceJet's 2.8, GoAir's 2.2, JetLite's 2.2, Kingfisher's 1.7 and Air India's 1.1. The marketing plan Provides clear and unambiguous statement about the strategies and actions that will be implemented, by whom, when and with what outcomes. Planning - the benefits Planning - the pitfalls • Planning can become technique oriented. • Embracing planning eagerly with dedicated planning departments can divorce the professional planner from those who have to implement them. • Planning can fail if unreliable information is used. The Planning Process • • • • Analysing Market opportunities Developing Marketing strategies Planning Marketing Programs Managing the Marketing Effort The Marketing Process Key Elements • Analyzing marketing opportunities • Selecting target markets • Developing the marketing mix • Managing the marketing effort • The strategic planning and business portfolio analysis processes help to identify and evaluate marketing opportunities. • The purpose of the marketing process is to help the firm plan how to capitalize on these opportunities. The Marketing Process Key Elements • Analyzing marketing opportunities • Selecting target markets • Developing the marketing mix • Managing the marketing effort • The segmentation process divides the total market into market segments. • Target marketing determines which segment(s) are pursued. • The market positioning for the product is then determined. The Marketing Process Key Elements • Analyzing marketing opportunities • Selecting target markets • Developing the marketing mix • Managing the marketing effort • Competitor analysis guides competitive marketing strategy development. • Strategy leads to tactics by way of the marketing mix: – The “Four Ps” – product, price, place, promotion (seller viewpoint) – The “Four Cs” – customer solution, cost, convenience, and communication (customer viewpoint) The Marketing Process Key Elements • Analyzing marketing opportunities • Selecting target markets • Developing the marketing mix • Managing the marketing effort • Marketing analysis – Provides information helpful in planning, implementation, and control • Marketing planning – Strategies and tactics • Marketing implementation – Turns plans into action • Marketing control – Operating control – Strategic control • Marketing audit The marketing planning process SWOT Analysis • • • • Strengths Weaknesses Opportunities Threats Components of SWOT Analysis Strengths Weaknesses Opportunities Threats Resources Deficiencies in resources , skills and capabilities Favourable situation Unfavorable situation Identification of a new market segmentation Entry of new competitors Changes in competitive or regulatory circumstances Slow market growth Relative competitive advantages Financial resources Sources of outfit Image Infrastructure Market leadership Inadequate measures viewed against changes in product/market scope Technological changes Major technological changes Appearance of substitute products Internal Capability Evaluation Internal Resources Rate of return in Excess of the competitve level Industry attractuveness Competitive advantages Barriers to Entry Monopoly Vertical bargaining power Cost Advantages Differentiation Adantages -Patents -Brnads -Retailing capacity - Market share -Firm size Financial resources Process tecj\hnology - Size of plants -Access to low cost inputs - Brands - Product technology -Distribution -Service Capabilities Market Opportunity Analysis (MOA) • Can the benefits involved in the opportunity be articulated to a defined target market? • Can the target market be located and reached with cost-effective media and trade channels? • Does the company have access to the critical capabilities and resources needed to deliver the customer benefits? Market Opportunity Analysis (MOA) • Can the company deliver the benefits better than any actual or potential competitors? • Will the financial rate of return meet or exceed the company’s required threshold for investment? Strategic Planning Portfolio Design • Step 1: Analyze the current business portfolio • Step 2: Shape the future business portfolio • Determine the future role of each SBU and choose the appropriate resource allocation strategy: – – – – Build Hold Harvest Divest • SBUs change positions over time The aim of a portfolio analysis is: 1) Analyze its current business portfolio and decide which SBU's should receive more or less investment, and 2) Develop growth strategies for adding new products and businesses to the portfolio 3) Decide which businesses or products should no longer be retained. The BCG Matrix (Boston Consulting Group Matrix) is the best-known portfolio planning framework. The GE / McKinsey Matrix is a later and more advanced form of the BCG Matrix. Portfolio Analysis Boston Consulting Group’s Market Growth- Market Share Matrix Product-Market Growth (%) High A strategic planning tool based on the philosophy that a product’s market growth rate and market share are important in determining marketing strategy Low Relative Low Market Share Increase market share, increase economies of scale, increase profits High Market Growth – Market Share Matrix Product-Market Growth (%) High PROBLEM CHILD STARS Low market share in growth mkt needs much cash to incr mkt sh CASH COWS DOGS Low High Relative Market Share Low Source: Perspectives. No. 66. “The Product Portfolio.” Reprinted by permission from the Boston Consulting Group, Inc. Boston, MA Copyright 1970. The Boston Consulting Group’s Strategic Business Unit Classification & Suggested Strategies S.B.U Classification S.B.U Characteristics Strategy 1. Dogs (Low share,low growth) •Generate low Divest profits or losses •Consume more management time Sell or liquidate the business because resources can be better used elsewhere 2.Question Marks (Low share, high growth) •Requires a lot of Build/Harvest cash for fast growth •Continue investing in the SBU or withdraw form the market Increase the SBU’s market share or shortterm cash flow and eliminate R & D expenditure 3.Stars (High share, high growth) •Generate large Build amount of cash •Competitors attack on SBU Increase the SBU’s market share 4.Cash Cows High share, low growth •Generate considerable sums of cash •Enjoy economies of scales and higher profit margins Preserve the SBU’s market share or increase the short-term cash flow and involve eliminating R&D expenditure Hold/Harvest Strategy Characteristics G.E. Model and Strategies High Market Attractiveness Medium Low Protect Position Invest to build Build selectively Build Selectively Selectivity/ Manage for Earnings Limited expansion for harvest Protect and Refocus Manage for Earnings Divest Medium Business Strength Weak Strong Typical (external) factors that affect Market Attractiveness: - Market size - Market growth rate - Market profitability - Pricing trends - Competitive intensity / rivalry - Overall risk of returns in the industry - Entry barriers - Opportunity to differentiate products and services - Demand variability - Segmentation - Distribution structure - Technology development Typical (internal) factors that affect Competitive Strength of a Strategic Business Unit: Strength of assets and competencies - Relative brand strength (marketing) - Market share - Market share growth - Customer loyalty - Relative cost position (cost structure compared with competitors) - Relative profit margins (compared to competitors) - Distribution strength and production capacity - Record of technological or other innovation - Quality - Access to financial and other investment resources - Management strength Strategic Planning Product/Market Expansion Grid Existing Products New Products Existing Markets Market Penetration Product Development New Markets Market Development Diversification Present market Product Strategy Present product Market Penetration • Increase share of existing product in existing market • Two strategies: • Persuade users to buy more product OR • Take business from competitors Product Strategy New market Present product Market Development • Find new uses for existing product • Two strategies: • Find new markets for product OR • Aim at a broader market • Major modification of the product for the current market Present market Product Strategy New product Product Development • Launch new products in new market to minimize risk New market New product Diversification (minimize risk) Planning Is a Continuous Cycle 1. Assess Marketing Opportunities and Resources 2. Develop or Revise Mktg. Goals Relative to Performance 5. Implement Marketing Plan 4. Develop or Revise Plan for Implementation and Control 3. Revise or Formulate Marketing Strategy Short Range – Medium Range - Long Range The Strategic Marketing Process 6. Execute the plan 7. Control set performance standards, evaluate the results & reduce any gaps Theory Reality Intended Strategy Desired Performance Implementation Realized Strategy Actual Performance Marketing Unit Organization There is no single best way! It depends… Alternatives for Organizing the Marketing Unit Centralized or Decentralized Marketing Functions Product Groups Geographic Regions Low delegation of responsibilities, top management delegates little authority to levels below it. Decentralized has high delegation of authority Customer Types Measuring Marketing Plan Performance • • • • Sales analysis Market share analysis Marketing expense-to-sales analysis Financial analysis Qualitative targets Figure 21.3 Sales analysis Figure 21.8 Tracking Market Share • Overall market share • Served market share • Relative market share Methods of Improving Return on Assets • Method 1: Increase the profit margin by increasing sales or cutting costs • Method 2: Boost the asset turnover by increasing sales or reducing assets that are held against sales levels Objective trade offs • Short term v long-term growth. • Profit margin v market positioning. • Direct sales effort v market development. • Penetrating existing markets v developing new ones. • Profit v non-profit goals. • Growth v stability. • Change v stability. • Low risk v high risk. (2)- The marketing audit • Takes stock of a company’s marketing health. • Is the launching pad for the marketing plan. • Encourages management to reflect on the environment and company’s ability to respond. • Encompasses the external and internal audit. Marketing costs and profitability analysis Marketing Decisions Flowing to the Marketing Marketing Environment •Market Potential •Target Market •Competitive Environment Intermediaries Marketing Information Systems Internet Record System Marketing Intelligence System Analytical Marketing System Marketing Research System Marketing Mix Factors •Product •Price •Place •Promotion •Packaging •People •Process •Physical Evidence Marketing Decisions Flowing to the Marketing Environment Major Environmental Factors Influencing Business External Environment Demographical Environment Economic Environment Competitive Environment Cultural Environment Internal Internal Organizational Organizational Processes Processes Social Environment Legal Environment Technological Environment Dimensions of Marketing Environment Technological Environment •To what extent are existing technologies maturing? •What technological developments or trends are affecting or could affecting or could affect our industry? Political Environment •What changes in regulation are possible? •What will their impact be? •What tax or other incentives are being developed that may affect marketing strategy? •What are the political risks of operating in a government jurisdiction? Economic Environment •What are the economic prospects and inflation outlets for the countries in which the firm operates? •How will they affect our marketing strategy? Cultural Environment •What are the current, emerging trends in lifestyles, fashions and other components of culture? •Why are they emerging? •What are their implications? Demographic Environment •What demographic trends will affect the market size of the industry or its sub-markets? •What demographic trend represents opportunities and threats to our business? Income Classes (at 2001-02 prices) Income class Rs per annum 48/$) $ per annum (@ Rs Low <=45.000 <=940 Lowermiddle 45,000 – 90000 941 – 1,875 Middle 90,001 – 135,000 1,876 – 2,810 Uppermiddle 135,001 – 175,000 2,811 – 3,650 High >175,000 >3,650 Mapping India’s Income Class The Classes 1994-95 1999-00 2005-06 Rich (Above Rs. 2,15,000) Benefit Maximisers : Own car, PCs 1 million household s 3 million household s 6 million household s Consuming (Rs. 45,000 – 2,15,000) Cost benefit optimizers: Have bulk of branded consumer goods, 70% of two – wheeler , refrigerators, washing machines 29 million household s 55 million household s 75 million household s Climbers (Rs. 22,000 – 45,000) 48 million Cash – constrained benefit seekers : Have at household s least one major durable mixer, sewing machine/ television) 66 million household s 78 million household s Aspirants (Rs. 16,000 –22,000) New entrants into consumption : Have bicycles, radio, fans 48 million household s 32 million household s 33 million household s Destitute (Less than Rs.16,000) Hand-to-mouth existence: Not buying 35 million household s 24 million household s 17 million household s Urban India’s Income Classes by Size (in million) 1995-96 2001-02 2006-07 The very rich 0.8 (5) 1.9 (11) 4.0 (23) The consuming class The climbers 16.6 (93) 16.8 (94) 26.5 (150) 40.8 (230) 17.4 (98) 13.7 (77) The aspirants 7.1 (40) 3.9 (22) 0.7 (4) The destitute 5.3 (30) 2.7 (16) 0.9 (5) Rural India’s Income Classes by Size (in million) 1995-96 2001-02 2006-07 The very rich 0.4 (2) 0.7 (4) 1.2 (7) The consuming class The climbers 15.9 (92) 19.9 (115) 37.3 (216) 57 (331) 34.8 (202) 68.1(395) The aspirants 36.9 (214) 29.3 (170) 19.5(113) The destitute 27.7 (161) 21.4 (124) 15.5 (90) Indian Market in a Transition The Important Phase 1988 -93 Infancy ECONOMY/ INCOME Runway growth GROWTH 1993-98 1998-00 Adolescence Slowing Down of Growth Cooling Down After 2001 Maturity Recovery but not like before CONSUMER DEMAND Spurting discontinuous growth COMPANY PERFORMANCE Abundance for all Early bird find worms Worms are harder to find COMPANY RESPONSE Ride the wave Operational Make Strategic performance choices/priorities improvement s COMPANY’S STRATEGIC POSITION Being there Ride faster on a slower wave Being better Steady and slow with ups and downs Winner and losers begin to emerge Unique Members of Competitive Environment General Public Competitors Suppliers Company Intermediaries Other Players •Consumers Potential •Consumers Past Consumers Market Entry Decisions If we are in Business Should we Compete ? In what ProductMarket should We compete? How Should we Compete? If Yes Demand Forecasting • Demand forecasting is a process of estimating the future demand or sales patterns of a firm by taking into account the past information, opinion of industry observers and evolving consumption pattern for a desired time period. Company Demand and Sales Forecast • Company demand is the company’s estimated share of market demand at alternative levels of company marketing effort in a given time • Company sales forecast is the expected level of company sales based on a chosen marketing plan and an assumed marketing environment Market Potential • Market potential refers to the upper limit of market demand . It is important for us to understand that there are three key terms involved in defining the market potential. These include market, market expenditure by the industry and defined market environment. Measures of Market Demand Potential Market Available Market Qualified Available Market Target Market Penetrated Market Market Forecast: Market forecast refers to the estimates of future sales of a company’s products in the market. Primary demand gap Market Potential Industry Sales Sales (in units) Company Sales Actual Forecast Secondary demand gap Current Time Period Forecasting and Demand Measurement • Which market to measure? – Potential market – Available market – Target market – Penetrated market Estimating Current Demand • Total market potential is the maximum number of sales that might be available to all of the firms in an industry during a given period, under a given level of industry marketing effort and environmental conditions • Area market potential is the market potential of a specific location: – Market buildup method – Multiple-factor index method Market Demand • Market demand is always defined with reference to a price and a time period. • Demand for a commodity may be defined as the ‘Quantity of a commodity that will be bought at a particular price and during a given period or point of time. Estimating Future Demand • • • • • Survey of buyers’ intentions Composite of sales force opinions Expert opinion Past-sales analysis Market-test method Sales Forecasting • Accurate sales forecasting is essential for a firm to enable it to produce the required quantities at the right time and arrange well in advance for the various factors of production, viz., buildings, equipment, machine accessories, raw materials, labor etc. nsumer Survey Method Forecasting Methods Forecasting Methods Survey Methods Statistical Methods Collective Opinion Method Reasoned Opinion (Delphi) Method Market Experiments Method Time Series Analysis Regression Analys Graphical Method Semi Averages Method Moving Averages Method Least Squares Marketing Information System A marketing information system (MIS) consists of people, equipment, and processes to gather, sort, analyze, evaluate, and distribute needed, timely, and accurate information to marketing decision makers MIS Resources • Internal company records • Marketing intelligence • Marketing research Internal Records • • • • Order-to-payment cycle Sales information system Databases and warehouses Data mining Improving the Quality of Marketing Intelligence • Train sales force to scan for new development • Motivate channel members to share intelligence • Network internally • Establish a customer advisory panel • Utilize government data resources • Purchase information • Collect customer feedback online MARKETING RESEARCH What is Market Research? • Simply a matter of finding out as much as you can before committing yourself to an irretrievable step • When you do not have answers through your own Market Information and Intelligence System What to find out? • What does the customer need? • Who is the target audience and how much can you find out about them? • What is the competition? • Are there any gaps in the market? • Would the product be acceptable in the market? The MR Process • • • • • • • • What is the Marketing Problem? What is the Research Problem? Developing the Research Plan Research Approach Research Instruments Collecting the Information Analysing the information Presentation of findings Marketing Research Defined Systematic design, collection, analysis, and reporting of data and findings relevant to a specific marketing situation facing a company The Marketing Research Process • • • • • • Define the problem Develop research plan Collect information Analyze information Present findings Make decision Step 2 • • • • • Identify data sources Design research approach Develop research instruments Design sampling plan Select contact methods Data Sources • Secondary data • Primary data Research Approaches • • • • • Observation Focus group Survey research Behavioral data Experimentation Research Instruments • Questionnaires • Qualitative research techniques • Mechanical devices Sampling Plan • Sampling unit: Who is to be surveyed? • Sample size: How many people should be surveyed? • Sampling procedure: How should the respondents be chosen? Contact Methods • • • • Mail questionnaire Telephone interview Personal interview Online interview THANKYOU