Contemporary Applications of Marketing Intelligence

1

Marketing Research

Aaker, Kumar, Day

Ninth Edition

Instructor’s Presentation Slides

Marketing Research 9th Edition Aaker, Kumar, Day

http://www.drvkumar.com/mr9/2

Chapter Twenty-five

Contemporary Applications of Marketing Intelligence



Competitive Advantage

Source: http://www.brs-inc.com/porter.asp

Michael Porter’s Five Forces Model



Assessing Competitive Advantage

Market share Marketing skills audit

Recall share Comparison of relative costs

Advertising share Comparison of winning versus losing competitors

R&D share Identifying high-leverage phenomena

Market-based Process-based



Brand Equity

Defined as a set of brand assets and liabilities linked to a brand, its name and symbol, that add or subtract from the value provided by the product

The Assets Are

Brand Loyalty

Name Awareness

Perceived Quality

Brand Associations

Other Proprietary Brand Assets



Brand Equity

Source: David A. Aaker, ‘‘Managing Brand Equity.’’ New York: The Free Press, 1994.



Measuring Brand Equity

Excess- Price Approach

Observation

Customer Research

Trade-off Analysis

Impact on Customer Evaluation



Measuring Brand Equity (Cont.)

Replacement Cost Approach

Stock Price Approach

Future Earnings Approach

Discounting the future profit stream

Applying an earnings multiplier



Customer Satisfaction Research

Customer satisfaction research should be done at planned

intervals so as to track satisfaction over time

Measurement Process

Define goals and specify how information will be used

Discover what is important to customers and employees

Measure critical needs

Act on the information

Measure performance over time



Total Quality Management

The process of managing complex change in the

organization with the aim of quality improvement

Characteristics of an organization that has successfully implemented TQM

• Continuous training and education of everyone in the

organization• Establishment of quantifiable measures of progress• Formation of cross functional teams that are empowered

and motivated• Use of formal tools, techniques to maintain quality



Total Quality Management (Contd.)

Information Requirements

Measurement must be specific

Track the correct measure

Measure the outputs of the highest value to the customer

Measure process and results

Anticipate future customer and process requirements




Analysis of Data in a TQM Company Who performs the analysis?

What analytical techniques are used?

Which data are analyzed and at what level of detail?

How are data aggregated, and how are relations between

data groups cross-referenced?

How does the company improve its analytical capabilities?




Managing complex change

Source: American Productivity Council



Benchmarking

Identify what is to be benchmarked

Identify comparative companies

Determine data collection method, and collect data

Determine current performance levels

Project future performance levels



Communicate benchmark findings, and gain acceptance

Establish functional goals

Develop action plans

Implement specific actions, and monitor progress

Recalibrate benchmarks

Benchmarking (Contd.)



Buyer-centricity

Provide services that help customers make informed

decisions on buying better and cheaper products more

easily

Help buyers to buy rather than help sellers to sell

Help consumers maximize the efficiency, productivity, and

marketable value of personal assets as money, time,

information, attention and emotional commitment

Present offerings relevant to the buyer’s unique individual

characteristics and that recognize what customers

currently seek to achieve

Contemporary Applications of Marketing Intelligence

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