Apetising mashup of different modules
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Transcript of Apetising mashup of different modules
Too much Info1
Keep one point per slide Keep it relevant Don’t ever do with senseless data Turn data into meaningful
Visual Vomit3
Be mindful spacing and alignment Give a cohesive look Use collection of visual assets
belonging together Stick to color scheme
Lack of Preparation5
Craft a perfect story Have a system for collecting ideas
to rework them into master piece Become a great story teller
A Marketing Management: A South Asian Perspective 14th Edition textbook
Philip KotlerKevin Lane KellerAbraham KoshyMithileshwar Jha
Sustaining Growth and Value
Communicating value
Delivering value
Designing Value
Choosing Value
Assessing Market Opportunities and Customer Value
Understanding Marketing Management
Develop Market Strategies and Plan
Capturing Marketing Insights
Connecting with Customers
Building Strong Brands
Shape the market offerings
Strategic Business Units
Strategic Business
Unit
Define Market
Size
Define Market
Opportunity
Perform Customer
Need Assessmen
t
Determine Overhead and Cost Structure
Define Gross and Net Profit
Assessing Market Opportunities and Customer Value
Market research
Creating Customer value and relationship
Analysis of Consumer Market
Analysis of Business Market
Measure and Forecast Demand
Macro Environment Development
Market Intelligence System
Useful Internal Records of such system
Components of Modern Marketing Information System
Market research
1. Components of a modern marketing information system?
2. Useful internal records for such a system?
3. Make up of marketing intelligence system?
4. Macro-environmental developments?
5. Measurement and forecast of demand
6. Good marketing research
7. Best matrices for measuring marketing productivity
8. Assessment of ROI of market expenditures
Consumer characteristics influencing buying behavior
Major psychological responses influencing consumer responses
Purchasing decisions
Ways of straying from deliberative, rational decision making
Analyzing consumer market
How do institutional buyers and government agencies do their buying?
How can companies build strong relationships with business customers?
How do business buyers make their decisions?
Who participates in the business-to-business buying process?
What buying situations do organizations face?
What is business market and how does it differ from consumer market?
Analyzing business market
Design Integrated Marketing Channel
Manage Marketing Channel
Understand Private Label
Brand
Manage Retailing,
Wholesaling & Logistics
Design and Manage
Marketing Communication
Managing Mass Communication
Managing Personal
Communication
UnME Jeans stands for “you and me”, a brand that is designed to
encourage women to forge their own unique identities and to promote toleranceand appreciation for differences of opinions and tastes.
Margaret foley is Brand Manager of UnME Jeans
Foley had been struggling to justify the money she wasspending to advertise her brand in traditional mediaoutlets.
Brand Story was delivered to target customers via 30 –second television advertising spots on the most popularprograms for teenage girls and different other sources.
Her media plan was designed to maximize reach andfrequency among her target market of women 12 to 24and to obtain media placements that were consistentand supported fashion brand.
Situation Analysis (1/2)
Foley asked her advertising agency to investigate fewof emerging Web 2.0 social media options to explore
Biggest challenge can be cutting through all of thetype surrounding Web 2.0 and analyzing itspotential for her brand from media prospective.
Situation Analysis (2/2)
Objective
• To find consumption and growth rate of different media
• To understand the importance of communication channels for consumers
• What kind of communication channels do the consumers prefer most?
• Most visited social media by consumers
• What are the benefits and risks of each channel?
• Analyze different media channels to find best suitable media plan for branding of UnME
• Budgeting of the media plan
Foley realized
following trends to bedriving radical change inthe media markets havingpotential to reduce theeffectiveness of her currentmedia plan.
23% online media consumption
5% newspapers3% magazines
12 hours per week spending online
10/6 hours per week watching television
Consumer co-creation1
A user generated video sharing website attracted 66 million U.S.
visitors in 2005, spending an average of 50 minutes on site per month
Digital Self-expression3
Capturing the desire for
people to express their
identities online by
creating digital
representations
Example:
Building peer to peer
relationship enabling
consumers to quickly share
information with each other
and collaborate with others
If you are interested in branding, you don’t want to double up and do online the same way as offline.
Foley believed to do less “talking at” andmore “talking with” her consumers
Foley wanted to go for media plan which
Is most receptive to her brand story
Would foster most constructive dialogue about her brand
Seamlessly integrate with and support her existing media plan
Making an impact on sales
Would develop a line of virtual UnME Jeans thatwould be sold to Avatars on Zwinktopiathrough a virtual UnME Jeans retail store
Bu d g et f o r t h e Zw in kt o pia pr o g r am$200,000 for upfront creative development$100,000 per year for operation, maintenance and updating
1
UnME purchasing targeted bannersadvertising on Facebook, targeting womenages 12 to 24 with an interest in Fashion
Bu d g et f o r t h e Fac ebo o k pr o g r am$350,000 for creative development of profile page, widget & banner ads$150,000 for a three month advertising program
Agency would develop an UnME brandprofile page for Facebook having featuresof fictional character Sasha who wouldembody the UnME brand personality.
2
3
Agency would develop 3-4 minute YouTube video ads telling the storiesof teen girls who embodied the brand essence of UnME
Bu d g et f o r t h e Yo u Tu be pr o g r am$300,000 for creative development of brand channel and video ads$300,000 for buying media with YouTube, which sold the brand channel
and in-video ads at a CPM of $40.
Comparison of Media Plan
Media Budget / year
Zwinktopia $200,000 + $100,000 / year
Facebook $350,000 + $600,000 / year
YouTube $300,000 + $40 CPM
Existing Media Plan of Foley’s UnME Jeans
Budget (in 000’s) CPM
Television $10,000 $29.95
Magazines $2,000 $11.91
Radio $1,000 $11.55
Online Banner Advertising $250 $3.50
Google Search Advertising $250 $8.52
Comparative Study of Media Plans (1/3)
Potential user base Low cost advertising Direct interaction with
consumers
Virtual product validation Limited user base High risk
Potential user base Good for teen age group Less time taking
High cost involvement Not necessary to reach target market Less growth rate
High user base Customer reach based cost
involvement Good for video lovers
Attractive videos required Long videos may be rejected
from consumers
can be a good option to reach target customer but……
Possesses high growth rate butEffective only for video lovers
Having high video quality with short timeduration targeting teen age girls
Can be a good option but only for ashort duration of time because of lessgrowth rate
Disparity of Ad spending and Household spent with Media
Media TypeAd spending
(%)Household
spending (%)Household / Ad
TV 43 31 0.73
Newspapers 30 8 0.27
Radio 12 20 1.67
Magazines 8 7 0.88
Online 7 34 4.86
Budgeting of Media Plan
Media Type
Ad spending
(%)
Householdspending
(%)Household / Ad
BudgetRequired (in
000’s)
TV 43 31 0.73 $2,396,000
Newspaper 30 8 0.27 $866,000
Radio 12 20 1.67 $5,480,000
Magazines 8 7 0.88 $2,908,000
Online 7 34 4.86 $1,850,000
$13,500,000
Most of the manufacturers have overreacted to the threatposted by the private labels without fully recognizing twosalient points
Variation of private label strength with economic conditions
Manufacturers tempering challenge posted by private label goods
Reactions to private label
success can have major
repercussions
Exampl e:
Wall street analysis interpreted the price cut by Philip Morris as the death knell of brands
Meeting the
private-label
challenge
requires the same
consideration a
company would
give to any
other company
The Private Label Threats
Improved quality of Private-Label Products
Development of Premium Private-Label Brands
European Supermarkets’ success with Private Labels
Emergence of New Channels
Creation of New Categories
Factors favoring Private-Label Penetration
Product category characteristics
New-product activity
Private Label characteristics
Price and promotions factors
Retailer characteristics
For manufacturers seeking only to use excess capacity, private-label production can eventually become a narcotic.
Manufacturers tempted by private-label production should understand that-
Managers invariably examine private-label production opportunities on an incremental marginal cost basis
Private-label production can result in additional manufacturing and distribution complexities
Efficiencies of selling private-label contracts are exaggerated
It is easy to overstate the relative contribution of private-label goods and to understate the cost of cannibalization
Evaluating Private-Label Business
Close excess capacity
Examine the impact of private labels on the market share of national brands
Calculate private-label profitability on both full-cost and marginal-cost basis
Conduct a private-label audit
Invest in brand equities
Innovate wisely
Use fighting brands sparingly
Build trade relationships
Manage the price spread
Exploit sales-promotion tactics
Manage each category
Use category profit pools as a performance measure
Take private labels seriously
Ways to win