Strategic marketing for competitive advantage

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Gain deeper insight into your competitors, customers and your technology capabilities Benefits include understanding of market needs, targeted selling to desirable customer segments, and strategic R&D to close technology gaps By Yekemi Otaru, Founder and Principal Strategist, YO! Marketing TM

Transcript of Strategic marketing for competitive advantage

Page 1: Strategic marketing for competitive advantage

Gain deeper insightinto your competitors, customers and your technology capabilities

Benefits include understanding of market needs, targeted selling to desirable customer segments, and strategic R&D to close technology gaps

By Yekemi Otaru, Founder and Principal Strategist, YO! MarketingTM

Page 2: Strategic marketing for competitive advantage

Why do it?

◉ Company Alpha has a small sales team operating globally

◉ The team try to go after every lead without deep understanding of their customer segments

◉ Assume they get a map that shows them how to approach different customer groups

◉ They know how and who to chase and where to conserve resources

◉ They can lower costs and increase profitability with targeted selling

Note: Company Alpha is a fictional company used for illustration purposes only.

Page 3: Strategic marketing for competitive advantage

The Big IdeaCombine your understanding of customers, competitors and your technology capabilities to create the ultimate

competitive advantage for your organisation

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Comprehensive market strategyCustomer segmentation

Technology capabilities

Competitor analysis

Content development strategy

© YO! Marketing Limited, 2016

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Comprehensive market strategy

◉Targeted customer value propositions◉Market growth opportunities◉Strategic R&D planning◉Targeted sales efforts◉Efficient utilisation of sales resources◉Content aligned with market goals

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How We HelpWe deliver relevant marketing insights for competitive advantage

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Case studies

Company X

◉ Increased profitability by focusing on

customers with higher lifetime value

and fewer support needs

◉ Added new revenue streams by

identifying other adjacent services

required already loyal customers

Company Y

◉ Identified technology gaps in

current capability

◉ Determined that technology gaps

was worth several millions if closed

◉ Revised R&D plans to support

revenue aspirations over three years

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