MEASUREMENT OF MARKETING / MARKET ÖLÇÜMLEMELERİ

8/14/2019 MEASUREMENT OF MARKETING / MARKET LMLEMELER

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Measuring Marketing

Difficulties

Requires specific, analytical skill set

Difficult to measure some areas, ie

advertisings effect on sales:

Lag effect

Multiple distribution channels

Intervening Variables


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Measuring Marketing

Benefits

Improved product or service

Determination of new customer segments

Increased information on those things that

influence salesOverall increases opportunity

Must be considered as means to an end


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Market Characteristics

Industry: Set of all actual sellers of aproduct or service

Market: Set of all actual and potential

buyers of a product or serviceAvailable market is set of buyers with interest

income and access to product

Served market is that part of the availablemarket a company has decided to pursue

Penetrated market is that set of consumers who

have already bought the product or service


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Market Demand

Market Demand is the total volume that would bebought by a defined customer group in a defined

market environment under a defined level or mix

of industry marketing effort Mkt Demand is a function of a set of conditions,

not a fixed, solid concrete number, and those

conditions are constantly changingEconomics

Technology

Socio-cultural factors


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Markets

Potential who might be a candidate

Available who is not currently connectedto another brand or substitute product

Qualified available who has access andincome

Served which segment(s) of all possible

candidates are you able to reach Penetrated who are currently your

customers


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Market Characteristics, contd

Expandable markets: Size is strongly

affected by level of industry marketing

expenditures/efforts

Opportunity to build Primary Demand for

product or service category

Non-expandable: Size is not much affected

by level of industry marketing effort.Need to increase selective demand for that

particular service or brand


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Competitive Environment

Market Share is that % of the total

penetrated market (buyers) held by a

particular company, product or brand.

Mkt Share allows comparison with

competitors within reason:

Differences in served markets


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Competitor Analysis: Industry

Perspective

Industry Structure

Entry Barriers

Mobility Barriers Exit/shrinkage Barriers

Industry Cost Structures

Vertical Integration Global Reach


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Competitor Analysis: Industry

Slow Growth market High Growth market

Strategic shift signals

R & D effortsRelationship Building

Geographic refocusing

Management changes

Changes in Spending

Realignment of SBUs


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Competitor Analysis: Market

Perspective Segments by Customer Needs

Segments by Geography

Who is selling a product where?

Substitute Products

What else meets the same need? How is it alike or different?


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Competitor Analysis

Assess Strengths and Weaknesses (Competitive

SWOT)

Estimate Competitor Reaction Patterns

Laid back & complacent?

Selective, pick their battles?

Tigers, aggressive fighters for markets?

Stochastic, unpredictable?

Determine Own Companys Strategy based on

own SWOT and above information


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Competitive Strategies

Cost Leadership: low COST (not price) Producer Differentiation: differentiated product line(s) or

unique customer benefits

Focused: narrow concentration on a smallsegment of a larger market

M-O-R or Unfocused: Non-specific customer

base or no clear strategy Value Leadership: superior customer value

Cost, operational or product quality leadership

Strong customer relationships


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Competitive Positions

Market Leader largest market share

Market Challenger runner up which is

poised to overtake leader

Market Follower runner up which is

maintaining share or status quo

Market Nicher serves small segments

other overlook or choose to ignore


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Market Leader Strategies

Expand Total MarketNew users, new uses, increased usage of

product or serviceBenefit from increased sales

Protect Market ShareDefensive strategies

Expand Market ShareAggressively pursue available markets or

competitors share


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Defensive Strategies

Position Defense

Flanking Defense

Pre-emptive Defense

Counteroffensive

Mobile Defense Contraction Defense


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Position Defense

Attempt to Maintain Status Quo in Mkt Share

May require significant commitment in

company resources Inherent problems

Competitor Innovation

Changing Customer needs/tastes/expectations


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Flanking Defense

If Competitors choose weak areas of

business to attack

Shore up weaker flanks:

Expansion of product lines

Product improvements

Image management for company, products orbrands


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Pre-emptive Defense

Competitor Scanning

Anticipate competitor strategies and actions

Reposition ahead of time to prevent loss of

share/sales

No need to outrun any one you can

outsmart - Garfield


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Mobile Defense

Approach customers from a broader

perspective than competitors

Adjust products/services accordingly

Identify and pursue new, additional markets

with same or modified product

Diversify


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Counteroffensive

Assess damage fro a competitive

attack Respond with a stronger impact


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Contraction Defense

Controlled, intentional reduction of market

activity

Reduce operational demands

Refocus efforts, perhaps on more core

businesses


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Challenger Strategies

First define target and strategic actions:

Attack

Avoid

Acquire

Choose an attack strategy if required:

Frontal, flanking, encircling: attack leading, weak or

all productsBypass: use technological innovation to leapfrog

Guerilla: sporadic, unexpected attacks to draw focus


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Follower Strategies

Clone

Closely copy all or part of competitors

marketing mix

Imitate

Copy some aspects but differentiate in others

AdaptBuild on, improve competitors offerings


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Nicher Strategies

End Use Specialist

Vertical Level Specialist

Customer Size Specialist

Customer Specific Specialist

Geographic Specialist

Product/Feature Specialist

Quality/Price Specialist

Service Specialist

MEASUREMENT OF MARKETING / MARKET ÖLÇÜMLEMELERİ

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