Post on 26-Mar-2015
Strategic market choices and targets:Where to compete and where not to
Lecture 6
A route-map for market-led strategic change
Value-basedmarketingstrategy
New marketing
meetsold
marketing
Strategicthinking and
thinkingstrategically
Customer valuestrategy andpositioning
The strategic pathway
Strategicmarket choices
and targets
Market sensingand learning
strategy
Strategicrelationshipsand networks
Change strategy
Strategicgaps
Organizationand processes
for change
Implementationprocess and
internalmarketing
Part ICustomer value
imperatives
Part IIDeveloping a value-based
marketing strategy
Part IIIProcesses for managingstrategic transformation
The Customeris always
right-handed
The strategic pathway
Marketsensingandlearningstrategy
Strategicmarketchoicesandtargets
Customervaluestrategyand positioning
Strategicrelationshipsandnetworks
Strategic thinking andthinking strategically
Strategictransformationand strategyimplementation
Agenda
• Market definition and the competitive box• Market segmentation and targeting• Market positioning• Market choices
Strategic market choices and targets
Strategic marketchoices and
targets
Market definitionand the
competitive box
Marketsegmentation
andtargeting
Marketpositioning
Marketchoices
Market definition and the competitive box
• Markets are not fixed or static• The way they are defined should not be either• The danger is being trapped inside the competitive box
while the important changes occur outside the box
The trap of the competitive box
Conventional value propositions
Existing customer base
New customer base
The competitive box
The usual suspects
Known competitors, operatingin traditional ways with the
existing, known customer baseand competing for market sharethrough incremental innovationNew types of
competitorNew business
models
Newcustomers New
customers
Market definition and the competitive box
• Re-thinking market boundaries is a high priority• The way management understands and defines its
markets is one of the most significant strategic issues• The product-customer matrix
– a practical tool for looking at markets in new ways
The product-customer matrix
CustomersProducts 1. 2. 3. 4. 5. 6. 7. Total
Market:
1.
2.
3.
4.
5.
6.
7.
Total
Market definition and the competitive box
• Mapping market structure and change– insights into drivers of change– fundamental to looking at market segmentation and
targeting
Mapping market structure and trends for central heating units
ProductionOf Central
HeatingUnits
IndependentDistributors
ConstructionSub-
Contractors
SmallHardwareRetailers
LargeHardwareRetailers
CommercialConstructionCompanies
(85,000 units)
DomesticCustomers
(15,000 units)Direct sales = 1,000 units
Direct sales = 10,000 units
84,000 units
5,000 units
42,000 units
42,000 units
40,000units
2,000units
7,000units
75,000 units
Production =100,000 units
Consumption =100,000 units
5,000 units
Market segmentation and targeting
• Market segmentation– dividing market into groups of buyers who make
coherent targets, e.g., by demographics for consumers to industry type for companies
– aims to develop consistent marketing programmes for segments with potentially different approaches for each
Consistency versus differentiation in market segmentation
Market segments
Marketingactions
A B C D
Product
Price
Communications
Distribution& service
Differentiatedmarketingactions acrossmarketsegments
Consistent value offerings foreach market segment
Market segmentation and targeting
• Insightful segmentation is based on the customer benefit from the product or service– e.g., customer loyalty-based segmentation– e.g., customer relationship-based segmentation
Customer loyalty-based segmentation
Loyalty segments Our customersCompetitors’ customers
Satisfied stayers
Hostages
Happy wanderers
Dealers
Committed to us and rateus highly, they show little
interest in competitors
Loyal customers, but thismay only be inertia, may
be vulnerable to competitors
Show little positivecommitment, may becomeinterested in alternatives
Show strong preference forthe best “deal” on the market,
with low supplier loyalty
Committed to competitorsand rate them highly, show
little interest in us
Repeat buyers forcompetitors, but may be
interested in us
Little commitment tocompetitors, may be interested in our offer
No commitment tocompetitors - open to
superior offers
Customer relationship-based segmentation
Relationshipsegments Our customers Competitors’ customers
Relationshipseekers
Loyal buyers
Relationshipexploiters
Arm’s lengthtransactionalcustomers
Invest in customer relationshipmanagement and loyalty
programmes to give a closerelationship that is long term
Find ways to offer a relationship that is superior inthe customer’s terms to attract
away from competitors
Focus on retention throughthe value offering and not
through relationship emphasis
Emphasize superiority invalue offering and rewards
for long-term retention superiorto those of competitors
Control expenditures on loyalty incentives and provide
economic contact, e.g. throughInternet
Offer relationship-basedincentives to switch suppliers,but control costs to allow for
short retention
Emphasize value offering andavoid relationship investments
unless can be converted toLoyal Buyers
Demonstrate superior valueoffering and lack of ties or
barriers to switching
Market segmentation and targeting
• Broad segments and micro-segments• Strategic market segmentation
– distinction between strategic and managerial issues in segmentation
Strategic and managerial segmentation
Strategicsegmentation
Managerialsegmentation
Corporate mission
Values
Strategic intent
Market position
Marketing plans
Resource allocation
Operational management (sales, advertising)
Market segmentation and targeting
• Conventional views of market segmentation– methodology to identify– criteria for evaluation– segmentation approach (differentiated, concentrated,
undifferentiated)• An extended model of market segmentation
– a diagnostic framework to distinguish between strategic and operational issues and address implementation questions
An extended model of market segmentation
Explicitness and focus
Organizationaldecision makinglevel
Explicit/external Implicit/internal
Strategic
Operational
Strategic segmentation
Managerial segmentation
• Customer benefits• Qualitative approach• Links to mission and vision
• Organizational structure• Information processing• Corporate culture and history
• Conventional segmentation bases• Quantitative approach• Conventional tests and criteria of choice
• Sales and distribution organization• Advertising and promotion• Media buying• Pricing tactics
Market segmentation and targeting
• Market segment attractiveness and internal compatibility– consider not just how attractive a segment is as a
target, but also how well it fits with company capabilities
– a significant implementation question
Segment attractiveness and internal compatibility
Internal compatibility
Market segmentattractiveness
High Low
High
Low
Attractive segmentsthat match with
companycapabilities
Attractive segmentsbut with poor match
with companycapabilities
Unattractive segmentsthat do not match withcompany capabilities
Unattractive segmentsbut with match to
companycapabilities
Market positioning
• How customers compare you to the competition and what they decide
• The logic of blue oceans and red oceans– finding spaces where there is no competition
Market positioning
• Creating new market space– looking across substitute industries– looking across strategic groups within the industry– redefining the buyer group– look across to complementary products/services– re-think the functional/emotional orientation of the industry– participate in shaping external trends
Market positioning
• But, will the big idea work?– buyer utility– strategic pricing– business model– adoption hurdles
Market choices
• Usually there are choices – which markets/segments to target?– how do we set priorities?
• Portfolio approaches compare – market/segment attractiveness (how well the
opportunity fits our goals and capabilities– market position (how well we believe we can do in this
market/segment)
Market attractiveness and position
Market attractiveness
Marketposition
High Low
Strong
Weak
Corebusiness
Peripheralbusiness
Illusionbusiness
Dead-endbusiness
Market choices
• Portfolio approach identifies– core business – targets with a good fit and where we can do well– peripheral business – market is less attractive to us but we will
take a strong position– illusion business – attractive markets where we can take only a
weak position– dead-end business – unattractive markets where we do badly.
• Provides a basis for making investment choices