Summary
Strategic Market Management Summary (1-15)
- Course
- Institution
- Book
Summary of Chapter 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, and 15 of the book ''Strategic Market Management''.
[Show more]
Connected book
Book Title:
Author(s):
- Edition:
- ISBN:
- Edition:
More summaries for
-
Strategic Market Management Summary (Key Learnings)
-
Strategic Market Management Summary (1-15)
10 reviews
By: charlotte13 • 1 year ago
By: fabianbriceo • 3 year ago
By: waldie • 4 year ago
By: Maximiliaan17 • 4 year ago
Reply deleted by the user
By: Maximiliaan17 • 4 year ago
Thx for the review!
By: wazhere1 • 5 year ago
By: Maximiliaan17 • 4 year ago
Thank you!
By: timschouten3 • 5 year ago
By: c_norberg • 5 year ago
By: fatin38 • 5 year ago
Seller
FollowMaximiliaan17
Reviews received
Content preview
SummaryStrategic Market Management
Chapter 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, and 15
Maximiliaan Koene
,Table of contents
Chapter 1: An introduction and overview .......................................................................... 3
Key Learnings ....................................................................................................................................................................... 5
Chapter 2: External and customer analysis ......................................................................... 6
Key Learnings ....................................................................................................................................................................... 8
Chapter 3: Competitor analysis .......................................................................................... 9
Key Learnings ..................................................................................................................................................................... 12
Chapter 4: Market/Submarket analysis .............................................................................13
Key Learnings ..................................................................................................................................................................... 17
Chapter 5: Environmental analysis and strategic uncertainty ............................................18
Key Learnings ..................................................................................................................................................................... 20
Chapter 6: Internal analysis ..............................................................................................21
Key Learnings ..................................................................................................................................................................... 24
Chapter 7: Creating advantage, synergy, and commitment versus opportunism versus
adaptability ......................................................................................................................25
Key Learnings ..................................................................................................................................................................... 28
Chapter 8: Alternative value propositions .........................................................................29
Key Learnings ..................................................................................................................................................................... 31
Chapter 9: Building and managing brand equity ................................................................32
Key Learnings ..................................................................................................................................................................... 35
Chapter 10: Energizing the business ..................................................................................36
Key Learnings ..................................................................................................................................................................... 38
Chapter 11: Leveraging the business .................................................................................39
Key Learnings ..................................................................................................................................................................... 40
Chapter 12: Creating new businesses ................................................................................41
Key Learnings ..................................................................................................................................................................... 42
Chapter 13: Global strategies ............................................................................................43
Key Learnings ..................................................................................................................................................................... 46
Chapter 14: Setting priorities for business and brands – the exit, milk, and consolidate
options. ............................................................................................................................47
Key Learnings ..................................................................................................................................................................... 50
Chapter 15: From silos to synergy – harnessing the organization ......................................51
15.10 A recap of strategic market management ................................................................................................. 55
Key Learnings ..................................................................................................................................................................... 55
2
,Chapter 1: An introduction and overview
Strategists need to develop competencies around five management tasks:
1. Strategic analysis
2. Innovation
3. Multiple businesses
4. Creating sustainable competitive advantages (SCAs)
5. Developing growth platforms
1.1 What is a business strategy?
Business: An organizational unit that has (or
should have) a defined strategy and
a manager with sales and profit
responsibility.
-Vertical and horizontal business
units that relate to each other.
Business strategy:
1. The product market investment strategy
2. The customer value proposition
3. The assets and competencies
4. The Functional strategies and programmes
1. The product market investment strategy
• Invest to grow (or enter a product market)
• Invest only to maintain the existing position
• Milk the business by minimising investment
• Recover as many of the assets as possible by liquidating or divesting the business
Product growth market directions:
Present products New products
Present markets Market Product expansion
penetration
New markets Market expansion Diversification
2. The customer value proposition (what is relevant/meaningful for the customer)
• Good value (Aldi) • Product line breadth (Tesco)
• Excellence on an important product or • Innovative offerings (Logitech)
service attribute (El Bulli restaurant in • A shared passion for an activity or a product
Spain) (Ducati)
• The best overall quality (Krug Grande • Global connections and prestige (HSBC)
Cuvée)
3. Assets and competencies
Strategic Asset: A resource; i.e. brand name/customer base.
Strategic Competency: What a business unit does exceptionally well; i.e. customer
relationship program/promotion.
-Has strategic importance to the business
-Based on knowledge or a process
3
,4. Functional strategies and programmes
• Manufacturing strategy • Global strategy
• Distribution strategy • Segmentation strategy
• Brand-building strategy • Quality program
• Communication strategy • Customer relationship program
• Information technology strategy • Social technology strategy
• Sourcing strategy
1.2 Criteria to select business strategies
• Is the ROI – return on investment – attractive?
• Is there a SCA – sustainable competitive advantage?
• Will the strategy have success in the future?
• Is the strategy feasible?
-Should be within the financial and HR of the organization.
• Does the strategy fit with the other strategies of the firm?
1.3 Strategic market management
Strategic vision: A projection of a
future strategy or sets of strategies.
The tasks with the right business strategy:
• Continuously challenge the strategy
in order to make sure that it remains
relevant to the changing marketplace
and responsive to emerging
opportunities.
• Ensure that the organization
develops and retains the necessary
skills and competencies to make the
strategy succeed.
• Implement the strategy with energy and focus; the best strategy badly implemented will
be a failure (or worse, jeopardize the firm)
Strategic market management – The objectives:
• Precipitate the consideration of strategic choices.
• Help a business cope with change.
• Force a long-range view.
• Make visible the resource allocation decision.
• Aid strategic analysis and decision-making.
• Provide a strategic management and control system.
• Provide both horizontal and vertical communication and coordination systems.
The planning cycle; a strategy process should:
• Start with the issues
• Bring together the right people
• Adapt planning cycles to the businesses
• Implement a strategy performance system
4
,Strategic options:
• Quality • Product quality
• Innovation • Product line breadth
• Focus • Corporate social responsibility
• Being global • Brand familiarity
• Product attribute • Customer intimacy
• Product design
A historical perspective:
• Budgeting
• Long-Range Planning
• Strategic Planning
• Strategic Market Management
Characteristics and trends:
• External Market Orientation • Entrepreneurial Thrust
• Proactive Strategies • Implementation
• Importance of Information Systems • Globalisation
• Knowledge Management • Longer Time Horizon
• On-Line Analysis and Decision • Empirical Research
Making • Interdisciplinary Developments
Why strategic market management?
• Precipitate the consideration of strategic choices.
• Force a long-range view.
• Make visible the resource allocation decision.
• Aid strategic analysis and decision-making.
• Provide a strategic management and control system.
• Provide both horizontal and vertical communication and coordination systems.
• Help a business cope with change
Key Learnings
• A business strategy includes the determination of the product-market investment
strategy, the customer value proposition, assets and competencies, and functional area
strategy.
• Strategy needs to be developed and executed in the context of a dynamic market. To
cope, it is important to develop competencies in strategic analysis, innovation, managing
multiple businesses, and developing SCAs.
• Strategic market management is a system designed to help visions. A strategic vision is a
vision of a future strategy or sets of strategies. Strategic market management includes a
strategic analysis of the business to identify existing or emerging opportunities, threats,
trends, strategic uncertainties, and strategic alternatives.
• The CMO role has grown over the years and is now often charged with being a partner in
developing strategies and a vehicle to deal with the dysfunctions of the product market
silos.
5
,Chapter 2: External and customer analysis
2.1 External analysis
The role of external analysis:
It should address the following questions:
o Should existing business areas be liquidated, milked, maintained, or a target for
investment?
o Should new business areas be entered?
o What are the value propositions? What should they be?
o What assets and competencies should be created, enhanced, or maintained?
o What strategies and programmes should be implemented in functional areas? What
should be the positioning, segmentation, distribution, brand-building, and
manufacturing strategies?
Additional analysis objectives: (that can contribute to strategy directly by identifying)
o Significant trends and future events.
o Threats and opportunities
o Strategic uncertainties that could affect strategy outcomes.
Strategic uncertainties: Focus on specific unknown elements that will affect the outcome
of strategic decisions.
Strategic uncertainties: Strategic decisions:
• Will a major firm enter? Ø Investment in a product market
• Will a tofu-based dessert product be Ø Investment in a tofu-based product
accepted? Ø Investment in a technology
• Will a technology be replaced? Ø Commitment to off-shore
• Will the Euro strengthen against other manufacturing
currencies? Ø Investment in a new system
• Will computer-based operations be Ø A strategy of maintaining price parity
feasible with current technology?
• How sensitive is the market to price?
Strategic uncertainties: Second-level strategic uncertainties:
• What will be the future demand? Ø Performance improvements?
Ø Competitive technological developments?
Ø Financial capacity of healthcare industry?
(these three are connected with ‘what will be the
future demand?’)
6
,2.2 The scope of customer analysis (3)
1. Segmentation: Identification of customer groups that respond differently from other
groups to competitive offerings.
-The key to develop a sustainable competitive advantage.
• Who are the biggest customers? The most profitable? The most attractive potential
customers? Do the customers fall into any logical groups based on needs, motivations, or
characteristics?
• How could the market be segmented into groups that would require a unique business
strategy?
2. Customer motivations:
• What elements of the product/service do customers value most?
• What are the customers’ objectives? What are they really buying?
• How do segments differ in their motivation priorities?
• What changes are occurring in customer motivation? In customer priorities?
3. Unmet needs:
• Why are some customers dissatisfied? Why are some changing brands or suppliers?
• What are the severity and incidence of consumer problems?
• What are the unmet needs that customers can identify? Are there some of which
consumers are unaware?
• Do these unmet needs represent leverage points for competitors?
Customer characteristics (7) For example:
1. Geographic Ø Small communities as markets for discount stores
Ø Computer needs of restaurants versus manufacturing firms versus banks
2. Type of organisation versus retailers
3. Size of firm Ø Large hospital versus medium versus small
4. Lifestyle Ø Jaguar buyers tend to be more adventurous, less conservative than buyers of
Mercedes-Benz and BMW
5. Sex Ø Mothers of young children versus adults
6. Age Ø The paper copier needs of lawyers versus bankers versus dentists
7. Occupation
Product-related approaches (7) For example:
1. User type Ø Applieance buyer – home builder, remodeller, homeowner
Ø Concert – season ticket holders, occasional patrons, non-users
2. Usage Ø Dessert eaters – those who are calorie conscious versus those who are
3. Benefits sought more concerned with convenience
4. Price sensitivity Ø Price-sensitive Hyundai buyer versus the luxury Mercedes-Benz buyer
Ø Users of competing products
5. Competitor Ø Professional users of chain saws versus homeowners
6. Application Ø Those committed to Heinz Ketchup versus price buyers
7. Brand loyalty
How should segments be defined?
o Benefits (segmentation)
o Price Sensitivity
o Loyalty
o Applications
o Multiple Segments
versus Focus Strategy
The brand loyalty matrix: ->
7
, 2.3 Customer motivations
Internet retailers have learned that there are distinct shopper segments, and each has a very different set of driving motivations:
o Newbie shoppers; need a simple interface, as well as a lot of hand-holding and reassurance.
o Reluctant shoppers; need information, reassurance, and access to live customers support.
o Frugal shoppers; need to be convinced that the price is good and they do not have to search elsewhere.
o Strategic shoppers; need access to the opinions of peers of experts, and choices in configuring the products they buy.
o Enthusiastic shoppers; need community tools to share their experiences, as well as engaging tools to view the merchandise
and personalized recommendations.
o Convenience shoppers; (the largest group) want efficient navigation, a lot of information from customers and experts, and
superior customer service.
Customer motivation analysis/Determining motivations:
Assign
Group and Assess
Identify strategic
structure motivation
motivations roles to
motivations importance
motivations
‘Some motivations will help to define strategy’
The customer as active partner: (managers should…)
• Encourage Active Dialogue
• Mobilize Customer Communities
• Manage Customer Diversity
• Co-creating Personalised Experiences
Key Learnings
• External analysis should influence strategy by identifying opportunities, threats, trends,
and strategic uncertainties. The ultimate goal is to improve strategic choices – decisions
as to where and how to compete.
• Segmentation (identifying customer groups that can support different competitive
strategies) can be based on a variety of customer characteristics, such as benefits sought,
customer loyalty, and applications.
• Customer motivation analysis can provide insights into what assets and competencies
are needed to compete, as well as indicate possible SCAs.
• Unmet needs that represent opportunities (or threats) can be identified by projecting
technologies, by accessing lead users, by ethnographic research, and by interacting with
customers.
8
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying these notes from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller Maximiliaan17. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $11.82. You're not tied to anything after your purchase.
Can Stuvia be trusted?
4.6 stars on Google & Trustpilot (+1000 reviews)
80189 documents were sold in the last 30 days
Founded in 2010, the go-to place to buy study notes for 14 years now