Hooley Marketing in the 21st-Century
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![Page 1: Hooley Marketing in the 21st-Century](https://reader034.fdocuments.us/reader034/viewer/2022051515/552aa62155034675428b46b8/html5/thumbnails/1.jpg)
Marketing Challenges for the 21st Century
with
Graham HOOLEY Aston Business School
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Marketing in the 21st Century
• A research project involving 5,638 firms in 13 countries to date:– UK; Netherlands; Greece; Austria; Finland;
Ireland; New Zealand; Australia; Hungary; Poland; Slovenia; Hong Kong; China
• Ongoing in Germany, Brazil, Korea, Taiwan
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The changing marketplace
21%*44%Competition is well established and entrenched
65%55%The Internet and e-commerce is having a significant impact on business practices
63%68%Competition is now global rather than just domestic
86%90%Competition for sales is intense
75%80%New products and services are coming to market more quickly than in the past
26%*41%We operate in a market where all customers want essentially the same thing
69%64%Customer wants, needs and expectations are changing more rapidly
93%93%Customers are increasingly demanding better quality and reliability in the products and services they buy
UK (487)
Total (5638)
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Pressures on Marketing
Increasingly demanding customers
Rapid technological
change
Intense, global, fluid competition
Heterogeneous & fragmenting
markets
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Financial Performance
Overall Profit, ROI, Profit Margin
Market Performance
Sales Volume, Market Share, Customer
Satisfaction
Overall Performance
Financial and Market
Top vs Bottom 10%
How do the better performers manage?
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Country differences in Performance
• Best performing countries:– Greece; New Zealand; China; Ireland;
Austria; Australia; Poland• Average performing countries:
– United Kingdom; Finland• Weaker performing countries:
– Hong Kong; Hungary; Slovenia; Netherlands
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Marketing Strategy Basics
Create a LEARNING
ORGANISATION
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39
50
42
23
26
27
22
9
24
35
25
13
0 10 20 30 40 50 60
Top Bottom UK
Learning Orientation
We continually question our own We continually question our own views of the market placeviews of the market place
Our organisational values include Our organisational values include learning as a key to improvementlearning as a key to improvement
Employee training is seen as an Employee training is seen as an investment rather than as a costinvestment rather than as a cost
Our ability as an organisation to Our ability as an organisation to learn is a key competitive advantagelearn is a key competitive advantage
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3.773.88
4.274.22
4.023.8
3.2
3.954.1
4.414.23
3.853.97
3 3.2 3.4 3.6 3.8 4 4.2 4.4 4.6
United KingdomIrelandAustriaFinland
New ZealandAustraliaHungary
PolandHong Kong
ChinaSloveniaGreece
NetherlandsAverage
Our company’s ability to learn is a key competitive advantage
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14
27
34
28
2
11
7
1
9
18
20
10
0 5 10 15 20 25 30 35 40
Top Bottom UK
Market research
We are good at using information We are good at using information about markets, customers and about markets, customers and
competitorscompetitors
We understand customer needs and We understand customer needs and requirements wellrequirements well
Our market research focuses on Our market research focuses on understanding customer needs and understanding customer needs and
requirementsrequirements
We make extensive use of market We make extensive use of market research in our organisationresearch in our organisation
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2.853.17
2.962.62
2.722.8
2.62.9
2.663.46
3.123.37
2.532.93
2.5 2.7 2.9 3.1 3.3 3.5 3.7
United KingdomIrelandAustriaFinland
New ZealandAustraliaHungary
PolandHong Kong
ChinaSloveniaGreece
NetherlandsAverage
We make extensive use of market research
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Look for developing trends
Economic
Political
Technological
SocialLegal
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Put your customers under the microscope
What really What really gives them gives them
value?value?
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Understand what drives your competitors and their
strategies
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The Learning Organisation
Data Acquisition
Information Processing
Information Dissemination
Take action as a result!
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Create a LEARNING ORGANISATION
Heightened market orientation and a focus
on creating superior customer satisfaction
Marketing Strategy Basics
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50
54
48
45
23
31
21
19
26
33
27
25
0 10 20 30 40 50 60
Top Bottom UK
Market Orientation
Customer satisfaction is systematically Customer satisfaction is systematically and frequently assessedand frequently assessed
Our people know how to add value for Our people know how to add value for our customersour customers
Our strategies are driven by the Our strategies are driven by the creation of customer satisfactioncreation of customer satisfaction
Our commitment to serving customer Our commitment to serving customer needs is closely monitoredneeds is closely monitored
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4.344.6
4.415.33
4.344.42
4.554.41
4.524.83
4.264.78
4.224.52
4 4.2 4.4 4.6 4.8 5 5.2 5.4
United KingdomIrelandAustriaFinland
New ZealandAustraliaHungary
PolandHong Kong
ChinaSloveniaGreece
NetherlandsAverage
Customer satisfaction is systematically and frequently
assessed
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What do we What do we make?make?
Whatever it is, Whatever it is, make them make them
want it!want it!
Product-Led Marketing
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What do they want?
Whatever it is, give it to them!
Customer-Led Marketing
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What are we good at that What are we good at that customers value?customers value?
Find a profitable match Find a profitable match between market needs and between market needs and
company resources!company resources!
Resource-Based Marketing
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Create a LEARNING ORGANISATION
Heightened market orientation and a focus
on creating superior customer satisfaction
Positioning built on exploiting marketing resources, assets and
capabilities
Marketing Strategy Basics
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Get your targeting and positioning right!
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Basic Positioning Options
Low Price
Premium Quality
Innovation
Superior Service
Customised
High Price
Basic Quality
Imitation
Limited Service
Standardised
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23
35
15
23
22
5
5
27
5
13
12
17
16
12
18
0 5 10 15 20 25 30 35 40
Technical product/service quality
Customer service provided
Low Price Offerings
Degree of innovation
Degree of Customisation
Top Bottom UK
Competitive Positioning
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3.243.32
3.232.97
3.313.31
3.04
3.263.35
3.143.31
3.253.22
2.9 3 3.1 3.2 3.3 3.4
United KingdomIrelandAustriaFinland
New ZealandAustraliaHungary
PolandHong Kong
ChinaSloveniaGreece
NetherlandsAverage
Price Positioning
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3.713.63
3.723.62
3.763.76
3.35
3.553.71
3.563.95
3.633.64
3.25 3.35 3.45 3.55 3.65 3.75 3.85 3.95 4.05
United KingdomIrelandAustriaFinland
New ZealandAustraliaHungary
PolandHong Kong
ChinaSloveniaGreece
NetherlandsAverage
Quality Positioning
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3.813.78
3.633.58
3.883.84
3.29
3.563.76
3.73.91
3.853.7
3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 4
United KingdomIrelandAustriaFinland
New ZealandAustraliaHungary
PolandHong Kong
ChinaSloveniaGreece
NetherlandsAverage
Service Positioning
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3.523.44
3.63.39
3.683.66
3.15
3.373.56
3.293.71
3.413.46
3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8
United KingdomIrelandAustriaFinland
New ZealandAustraliaHungary
PolandHong Kong
ChinaSloveniaGreece
NetherlandsAverage
Innovation Positioning
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3.693.563.56
3.763.69
3.643.58
3.613.66
3.773.82
3.693.67
3.5 3.55 3.6 3.65 3.7 3.75 3.8 3.85
United KingdomIrelandAustriaFinland
New ZealandAustraliaHungary
PolandHong Kong
ChinaSloveniaGreece
NetherlandsAverage
Customization Positioning
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Low Price
Quality
ServiceInnovation
Customization
Low price, Low price, no frillsno frills
Quality Quality leaderleader
Positioning Examples
Low Price
Quality
ServiceInnovation
Customization
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Positioning Examples
Low Price
Quality
ServiceInnovation
Customization
Low Price
Quality
ServiceInnovation
Customization
Innovation & Innovation & CustomizationCustomization
Service leaderService leader
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Key Marketing Resources
RESOURCESRESOURCES
CULTURECULTURE ASSETSASSETS CAPABILITIESCAPABILITIES
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37
36
51
55
11
9
14
25
18
36
3713
0 10 20 30 40 50 60
Relationships with key target customers
Superior levels of customer service andsupport
Credibility through being established inthe market
Company or brand name and reputation
Top Bottom UK
Customer Based Marketing Assets
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3.933.99
3.893.96
3.983.96
3.673.61
3.783.87
3.74.13
3.843.86
3.5 3.6 3.7 3.8 3.9 4 4.1 4.2
United KingdomIrelandAustriaFinland
New ZealandAustraliaHungary
PolandHong Kong
ChinaSloveniaGreece
NetherlandsAverage
Customer Based Marketing Assets
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17
15
15
16
4
3
1
7
4
5
85
0 5 10 15 20
Copyrights and Patents
Superior cost control systems
Superior marketing informationsystems
Cost advantage in production
Top Bottom UK
Marketing Support Assets
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3.053.13
3.113.25
3.173.08
33
3.163.25
2.983.21
3.053.11
2.9 2.95 3 3.05 3.1 3.15 3.2 3.25 3.3
United KingdomIrelandAustriaFinland
New ZealandAustraliaHungary
PolandHong Kong
ChinaSloveniaGreece
NetherlandsAverage
Marketing Support Assets
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14
21
29
24
3
2
4
5
7
10
105
0 5 10 15 20 25 30 35
Relationships with distribution channelintermediaries
The uniqueness of the distributionapproach
Extent or nature of distribution network
Good relationships with suppliers
Top Bottom UK
Channel Based Marketing Assets
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3.193.35
3.133.3
3.293.31
3.093.14
3.173.33
3.193.36
3.263.24
3.03 3.08 3.13 3.18 3.23 3.28 3.33 3.38
United KingdomIrelandAustriaFinland
New ZealandAustraliaHungary
PolandHong Kong
ChinaSloveniaGreece
NetherlandsAverage
Channel Based Marketing Assets
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10
13
15
17
2
2
2
5
4
4
72
0 5 10 15 20
Access to partner's finance
Access to partner's managerial know-how
Access to partner's technology
Market access through alliances
Top Bottom UK
Alliance Based Marketing Assets
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3.13.18
3.113.06
3.183.17
2.973.02
3.083.31
2.973.27
3.163.11
2.9 3 3.1 3.2 3.3 3.4
United KingdomIrelandAustriaFinland
New ZealandAustraliaHungary
PolandHong Kong
ChinaSloveniaGreece
NetherlandsAverage
Alliance Based Marketing Assets
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41
42
34
28
6
8
7
23
24
20
101
0 10 20 30 40 50
Maintaining and enhancing customerrelationships
Creating relationships with keycustomers
Understanding customer wants andneeds
Using information about markets,customers and competitors
Top Bottom UK
Customer Linking Capabilities
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3.753.8
3.733.65
3.833.77
3.63.54
3.663.84
3.673.97
3.593.72
3.45 3.55 3.65 3.75 3.85 3.95 4.05
United KingdomIrelandAustriaFinland
New ZealandAustraliaHungary
PolandHong Kong
ChinaSloveniaGreece
NetherlandsAverage
Customer Linking Capabilities
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The Relationship Marketing Ladder
Prospect
Customer
ClientSupporter
Advocate
Partner
Emphasis on Emphasis on customer customer catchingcatching
Emphasis on Emphasis on customer keepingcustomer keeping
(Source: Adrian Payne 1995)(Source: Adrian Payne 1995)
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27
24
21
31
2
3
3
11
11
8
144
0 5 10 15 20 25 30 35
Good marketing management capability
Good operations management expertise
Effective human resource management
Strong financial management
Top Bottom UK
Management Capabilities
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3.463.55
3.413.24
3.593.57
3.183.3
3.213.46
3.283.75
3.373.41
3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8
United KingdomIrelandAustriaFinland
New ZealandAustraliaHungary
PolandHong Kong
ChinaSloveniaGreece
NetherlandsAverage
Management Capabilities
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21
19
23
26
3
3
4
5
7
8
116
0 5 10 15 20 25 30
Effective new product developmentprocesses
Good internal communications
Good at pricing both for demand andfinancial return
Ability to launch successful newproducts/services
Top Bottom UK
Organisation Spanning Capabilities
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3.253.38
3.33.26
3.393.28
3.123.26
3.393.55
3.283.65
3.143.33
3.05 3.15 3.25 3.35 3.45 3.55 3.65 3.75
United KingdomIrelandAustriaFinland
New ZealandAustraliaHungary
PolandHong Kong
ChinaSloveniaGreece
NetherlandsAverage
Organisation Spanning Capabilities
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17
16
16
23
3
3
2
5
6
5
53
0 5 10 15 20 25
Shared commitment with partners
Mutual trust with partners
Good at pooling expertise with partners
Ability to manage relationships withsuppliers
Top Bottom UK
Networking Capabilities
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3.333.39
3.463.43
3.483.4
3.34
3.513.63
3.563.72
3.373.44
3.3 3.4 3.5 3.6 3.7 3.8
United KingdomIrelandAustriaFinland
New ZealandAustraliaHungary
PolandHong Kong
ChinaSloveniaGreece
NetherlandsAverage
Networking Capabilities
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Create a LEARNING
ORGANISATION
Heightened market orientation and a focus
on creating superior customer satisfaction
Positioning built on exploiting marketing resources, assets and
capabilities
Establish closerelationships with key customers and groups
Rethink the role of marketing in the organisation
Marketing Strategy Basics
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Market Orientation
Managerial Capabilities
Customer Linking
Capabilities
Market Innovation Capabilities
Human Resource
Assets
ReputationalAssets
Customer Performance
Market Performance
Financial Performance.50
.26.37
.16
.40
.26
.42
.44
.22
.25
.20
.38
.27
.21
.49
Chi-square=34.68. sig=.05, RMSEA=.07. GFI=.97, NNFI=.89,
CFI=.95
UK Performance Model
Hooley, Greenley, Cadogan, Fahy J. (2005) "The performance impact of marketing resources"
forthcoming Journal of Business Research
Marketing Support Resources
Market Based Resources
Performance