Where is Ambassador car now?
Brylcream has vanished?
Jawa Byke skidded?
Metal Box the blue chip co collapsed?
BSNL finds itself out of range?
Where is Garden Vareily sarees?
Kellogstruggles, but Maggie
smiles.Why?
HMT vs Titan
Dell zoomed ahead
Radio FM has picked up momentum
fm nowhere
Promise fm balsara, a small co had a
good start.USP of Clove , association
with grandma
Yesterday..............Today
Jawa/Yezdi motor
Hero Honda,TVS
cycle
Coffee day,
Indian Coffee Barista
house
Binny Fabrics
Raymonds
Kores
Modi Xerox
Photocopier
Brand is an expression of your
Personality....top brands
Coca cola
Intel
Pepsi
Disney
Microsoft
Ford
IBM
Mc Donald
GE
AT&T
Celebrity Ads
Amitabh
Snny
Bachan...ICICI,PEPS Deol...tractor
I,Reid&Taylor,Hajm
ola,Dabur
Akshay
Chyvanaprash,Park Kumar...genes
er
Film stars(beauty
SRK..Santro platform)...Lux
Abhishek..Idea
Sachin.boost
Hema Malini.Water
Imran
filter Khan.cinthol
Brand perception..country
correlation?
UK.class
India..spices,cas
,heritage hew
France..fashion
germany..sturdy,
qlty,reliability
Switzerland..wat
ches
Brand Associations
Van
Ad:Find a new
Heusen..aspirational,in
ner confidence, gove,Dance to a
stylishand new beat,Be
sophisticated bold.
Saffola...association
with health has created
Maggie..covenien
a memorable ce platform,USP
association in the
psyche of consumers
Brand Associations
Fair&Lovely..positioned
Reynolds...reliabi
in the fairness platform
,now at marrid women lity,though high
Cadburys...for children,
priced
now at adults(change
scooty...tgt.youn
in the
imagery...Bachan g, upwardly
taking chocolate along mobile working
with diff girls
people..togetherness ...
for adults
Brand feelings
Warmth,pride.Com
Socialappeal
plan..pride of ..Ford car for the
mother when child upcoming
carrying moher in professional
cycle.
Warmth..Johnsons
baby powder
Fun..cola
excitement..byke
ads
positioning
Titan's Nebula
Product line
jeweellery watches extns..rasna with
Fastrack fm variants
titans.for the
Johnsons
fashionable
extendin to baby
Dash for children soaps, powders
fm titans
Liril to powders
LG air
conditioners ..pure
Nirma det to
air toilet soaps?
Brand attributes and benefits
lifebuoy.germ killing action ia
the a, hygiene is the b
Cinthol.deodoren
Samsung tv.extra space view t qlty is the a,
is the a enlarged clear tv view
is the b hygiene,
Vguard.quality,tech is the a, socilisng is the b
relibility is the b
ICICI.technology is the a ,
convenience is the b
Some stray thoughts
Relationship
I make cream in
management...dog the factory , sell
Why kellog hope in the shop
failed,when maggie
Ford ..refused to
won..cold milk is
the cobination for give what
corn flakes ,why consumer
hot milk here? wanted..failed
Culture plays ..subtly
bru..taste of filter
coffee(why venket)
vicco..brides to
margo.remembering hr
be complexion
childhood, mother's traditional
advice on neem tumeric
MTR..traditional recipes
for modern busy
Gorej Almirah
consumer in covenient, wedding gift
hygine form
Asian
paints..festivals
like Pongal
Charms and close up
Heralding the arrival of a vicks...emotional bond
new youth culture between mother and
Life Buoy...family soap son.
Big small functional Matiz failed..big and
attribute.Johns Umbrella small confusion
succeeded Maruti van ,,,spacious
Lubricant..we sell more car ,family car
by selling less ,affection,family ties
revived it.
What is Marketing…??
Selling?
Advertising?
Promotions?
Making products available in stores?
Maintaining inventories?
March 12, 2000 Private & Confidential 15
Marketing = ?
Marketing is the process of planning and executing the
conception, pricing, promotion, and distribution of
ideas, goods, services to create exchanges that
satisfy individual and organizational goals
American Marketing Association
March 12, 2000 Private & Confidential 16
Marketing = ?
March 12, 2000 Private & Confidential 17
Simple Marketing System
Communication
Goods/services
Industry Market
(a collection (a collection
of sellers) of Buyers)
Money
March 12, 2000 Information
Private & Confidential 18
Marketing = ?
Marketing is the sum of all activities that take you to a
sales outlet. After that sales takes over.
Marketing is all about creating a pull, sales is all about
push.
Marketing is all about managing the four P’s –
product
price
place
promotion
March 12, 2000 Private & Confidential 19
The 4 Ps & 4Cs
Marketing Convenience
Mix
Place
Product
Customer
Solution Price Promotion
Customer Communication
Cost
March 12, 2000 Private & Confidential 20
Difference Between - Sales &
Marketing ?
Sales
trying to get the customer to want what the
company produces
Marketing
trying to get the company produce what the
customer wants
March 12, 2000 Private & Confidential 21
Scope – What do we market
Goods
Services
Events
Experiences
Personalities
Place
Organizations
Properties
Information
Ideas and concepts
March 12, 2000 Private & Confidential 22
Core Concepts of
Marketing
Based on :
Needs, Wants, Desires / demand
Products, Utility, Value & Satisfaction
Exchange, Transactions & Relationships
Markets, Marketing & Marketers.
March 12, 2000 Private & Confidential 23
Core Concepts of Marketing
March 12, 2000 Private & Confidential 24
Core Concepts of Marketing
Need – food ( is a must )
Want – Pizza, Burger, French fry's ( translation of a need
as per our experience )
Demand – Burger ( translation of a want as per our
willingness and ability to buy )
Desire – Have a Burger in a five star hotel
March 12, 2000 Private & Confidential 25
In order to understand Marketing let us begin
with the Marketing Triangle
Customers
Company Competition
March 12, 2000 Private & Confidential 26
Who is a Customer ??
CUSTOMER IS . . . . .
Anyone who is in the market looking at a product /
service for attention, acquisition, use or consumption
that satisfies a want or a need
March 12, 2000 Private & Confidential 27
Customer –
CUSTOMER has needs, wants, demands and
desires
Understanding these needs is starting point of the
entire marketing
These needs, wants …… arise within a framework
or an ecosystem
Understanding both the needs and the ecosystem is
the starting point of a long term relationship
March 12, 2000 Private & Confidential 28
How Do Consumers Choose Among
Products & Services?
Value the value or benefits the customers gain from
using the product versus the cost of obtaining the
product.
Satisfaction Based on a comparison of performance
and expectations.
Performance > Expectations => Satisfaction
Performance < Expectations => Dissatisfaction
March 12, 2000 Private & Confidential 29
Customers - Problem
Solution
As a priority , we must bring to our customers
“WHAT THEY NEED”
We must be in a position to UNDERSTAND their
problems
Or in a new situation to give them a chance to AVOID
the problems
March 12, 2000 Private & Confidential 30
Customer looks for Value
Value = Benefit / Cost
Benefit = Functional Benefit + Emotional
Benefit
Cost = Monetary Cost + Time Cost +
Energy Cost + Psychic Cost
March 12, 2000 Private & Confidential 31
Analysis Of Competition
Who are your competitors?
What are their strengths and weaknesses?
What have been their strategies?
How are they likely to respond to your
Marketing plan?
March 12, 2000 Private & Confidential 32
Strategic Marketing
Strategic marketing management is concerned with
how we will create value for the customer
Asks two main questions
What is the organization’s main activity at a
particular time? – Customer Value
What are its primary goals and how will these be
achieved? – how will this value be delivered
March 12, 2000 Private & Confidential 33
Strategic Planning
Strategic Planning is the managerial process of
creating and maintaining a fit between the
organization’s objectives and resources and the
evolving market opportunities.
Also called Strategic Management Process
All organizations have this
Can be Formal or Informal
March 12, 2000 Private & Confidential 34
The StrategicPlanning, Implementation,
and Control Process
March 12, 2000 Private & Confidential 35
Business Strategic-Planning
Process
External environment
(Opportunity &
Threat analysis)
Business Mission Goal Formulation
Internal Environment
(Strength/ Weakness analysis)
March 12, 2000 Private & Confidential 36
Strategy Formulation
Environmental Analysis
Competitor Internal Analysis
Customer
Supplier Technology KnowHow
Regulatory Manufacturing KnowHow
Social/ Political Marketing KnowHow
Distribution KnowHow
Logistics
Opportunities & Threats
Strength & Weaknesses
Identity Core Competencies
Identify opportunity
Fit internal Competencies with external opportunities
March 12, 2000 Private & Confidential 37
Firm Strategies
The Marketing Plan
A written document that acts as a guidebook of
marketing activities for the marketing manager
March 12, 2000 Private & Confidential 38
CONTENTS of MARKETING PLAN
Business Mission Statement
Objectives
Situation Analysis (SWOT)
Marketing Strategy
Target Market Strategy
Marketing Mix
Positioning
Product
Promotion
Price
Place – Distribution
People
Process
Implementation, Evaluation and Control
March 12, 2000 Private & Confidential 39
The Marketing Process
Business
Mission
Stateme
nt
Objectiv
es
Situation
or SWOT
Analysis
Marketing Strategy
Target Market
Strategy
Marketing Mix
Product Place/Distribution
Promotion Price
Implementation
March 12, 2000 Evaluation,
Private & Confidential 40
Control
Marketing Environment
Why a product like radio
declined and now once again
emerging as an entertainment
medium ?
March 12, 2000 Private & Confidential 42
What Were the Drivers of This Change ?
Technology ?
Government policy ?
Other media substitutes ?
March 12, 2000 Private & Confidential 43
Why Market Leaders
Suffered ?
HMT vs. Titan
HLL vs. Nirma
Bajaj vs. Honda
Dot.com boom, then bust and now resurgence
Market leadership today cannot be taken for
granted.New and more efficient companies are able to
upstage leaders in a much shorter period.
March 12, 2000 Private & Confidential 44
Factors
Influencing
Company’s
Marketing
Strategy
March 12, 2000 Private & Confidential 45
External Marketing Environment
External Environment
Social EverChanging
is not controllable Change Marketplace
Demographics
Economic
Product Physical / Natural Conditions
Distribution
Promotion
Price
Competition
Target Market
Political &
Legal Factors
Technology
Environmental
Scanning
March 12, 2000 Private & Confidential 46
The macro-environment
is the assessment of the external forces that act upon the
firm and its customers, that create threats & opportunities
March 12, 2000 Private & Confidential 47
P r o d u c t
March 12, 2000 Private & Confidential 48
Product is . . . . .
Anything that is offered to the market for
attention, acquisition, use or consumption that
satisfies a want or a need
March 12, 2000 Private & Confidential 49
Types of Products
PRODUCTS
Consumer Industrial
Services
Products Products
March 12, 2000 Private & Confidential 50
Product Items, Lines, and Mixes
A specific version of a product
that can be designated as a
Product Item
distinct offering among an
organization’s products.
A group of closelyrelated
Product Line
product items.
All products that an
Product Mix
organization sells.
March 12, 2000 Private & Confidential 51
Product Mix
Width – how many product lines a company has
Length – how many products are there in a product line
Depth – how many variants of each product exist within a
product line
Consistency – how closely related the product lines are in
end use
March 12, 2000 Private & Confidential 52
Gillette’s Product Lines & Mix
Width of the product mix
Depth of the product lines
Blades and Writing
razors Toiletries instruments Lighters
Fusion – 5 blade
Mach 3 Turbo
Mach 3 Series Paper Mate Cricket
Sensor Adorn Flair S.T. Dupont
Trac II Toni S.T. Dupont
Atra Right Guard
Swivel Silkience
DoubleEdge Soft and Dri
Lady Gillette Foamy
Super Speed Dry Look
Twin Injector Dry Idea
Techmatic Brush Plus
March 12, 2000 Private & Confidential 53
What is a Service?
Defining the Essence
An act or performance offered by one party to another
(performances are intangible, but may involve use of
physical products)
An economic activity that does not result in ownership
March 12, 2000 Private & Confidential 54
Some Industries - Service
Sector
Banking, stock broking Health care
Lodging Education
Restaurants, bars, Wholesaling and retailing
catering Laundries, drycleaning
Insurance Repair and maintenance
News and entertainment Professional (e.g., law,
architecture, consulting)
Transportation (freight and
passenger)
March 12, 2000 Private & Confidential 55
Classification of Services
Pure Intangible
Banking
Service
Good Transportation
Major Service with
Minor Product
Business Hotels
Product = Service
Computers
Major Product with
Minor Services
Materials / Components
Pure Tangible Product
March 12, 2000 Private & Confidential 56
Major Characteristic of Services
Intangibility – Services are intangibility cannot be seen,
tasted, felt, heard or smelled before purchase.
Inseparability Services are produced and consumed
simultaneously.
Variability or Heterogeneity – Services are highly variable
Perishability – Services cannot be stored.
Non Ownership Services are rendered but there is no
transfer of title
March 12, 2000 Private & Confidential 57
The Marketing Mix
The conventional view of the marketing mix consisted of
four components (4 Ps): Product, Price, Place/
distribution and Promotion.
Generally acknowledged that this is too narrow today;
now includes , Processes, Productivity
[technology ]People [employees], Physical evidence
Marketers today are focused on virtually all aspects of
the firm’s operations that have the potential to affect
the relationship with customers.
March 12, 2000 Private & Confidential 58
The “8Ps” of Integrated Service
Management vs. the Traditional
“4Ps”
► Product elements
► Place, cyberspace, and time
► Process
► Productivity and quality
► People
► Promotion and education
► Physical evidence
► Price and other user outlays
March 12, 2000 Private & Confidential 59
The Give and Get of Marketing
March 12, 2000 Private & Confidential 60
Great Words on Marketing
March 12, 2000 Private & Confidential 61
Drivers of Customer Satisfaction
Many aspects of the firm’s value proposition contribute
to customer satisfaction:
The core product or service offered
Support services and systems
The technical performance of the firm
Interaction with the firm and it employees
The emotional connection with customers
Ability to add value and to differentiate as a firm focuses
more on the top levels
March 12, 2000 Private & Confidential 62
Marketers and Markets
Marketers are focused on stimulating
exchanges with customers who make up
markets – B2C or B2B.
The market is comprised of people who
play a series of roles: decision makers,
consumers, purchasers, and
influencers.
It is absolutely essential that marketers
have a detailed understanding of
consumers, their needs and wants.
Much happens before and after the sale
to affect customer satisfaction
March 12, 2000 Private & Confidential 63
Stages of Customer Interaction
March 12, 2000 Private & Confidential 64
What Changed in Marketing…
Old Economy New Economy
• Organize by product units • Organize by customer segments
• Focus on profitable transactions • Focus on customer lifetime value
• Look primarily at financial • Look also at marketing scorecard
scorecard
• Focus on shareholders • Focus on stakeholders
• Marketing does the marketing • Everyone does the marketing
• Build brands through advertising • Build brands through performance
• Focus on customer acquisition • Focus on customer retention
• No customer satisfaction • Measure customer satisfaction and
measurement retention rate
• Overpromise, underdeliver • Underpromise, overdeliver
March 12, 2000 Private & Confidential 65
Are Banks truly
marketing-savvy and
customer - centric?
March 12, 2000 Private & Confidential 66
Myth 1 – The larger the range of products, the
more customer-centric I am.
Mythbuster – The range of products has
emerged from being
competitioncentric.
March 12, 2000 Private & Confidential 67
Myth 2 – Better technology (read CRM) leads to
better customer service.
Mythbuster – Technology
alone does not deliver,
helps people do.
March 12, 2000 Private & Confidential 68
Myth 3 – Launch a product and the customer will start
using instantly.
- Give a customer a card and he will learn how to play
with it immediately
Mythbuster – Customers need
To be educated too…
March 12, 2000 Private & Confidential 69
Myth 4 – The only way to get a customer is
from
competition.
Mythbuster – Customers are
not only present where
competition is.
March 12, 2000 Private & Confidential 70
Myth 5 – Just advertise and - You will sell.
Mythbuster – Advertising will only sell,
Not retain customers.
March 12, 2000 Private & Confidential 71
Myth 6 – No difference between marketing &
selling
Mythbuster – “Selling focuses on the needs of the seller;
marketing on the needs of the buyer.
March 12, 2000 Private & Confidential 72
Myth 7 – In the absence of relationships ‘trust’
builds financial brands
Mythbuster – Trust is not a differentiator at all…
it is the very minimum that the customer expects!!
March 12, 2000 Private & Confidential 73
So what will the differentiators be :
• Technology ?
• Brand ?
March 12, 2000 Private & Confidential 74
The real differentiator of
customer – centricity in a
commoditised world of
financial products -
Customer Service !
March 12, 2000 Private & Confidential 75
Chapter 12: Channels and Distribution Strategies
Learning Objectives:
• Understand the channel structure and the linkages between the
buyer and the seller
• The Channel Design (11 C’s)
• Selection of Intermediaries
• Channel Management
• International Shipment
Documentation
Support Agencies for international shipment
• Importance of Distribution Channels
• Channels configurations
Consumer goods
Industrial goods
Services
• In international distribution, The firm sells to it’s customers
Through its own sales force
Through independent intermediaries
Through an outside distribution system with regional/global
coverage
• Channels structure should be designed to manage
Physical flow of goods and services
Transactional flows
Information flows
• Channels Design
Customer Characteristics
Distribution culture
Competition
Company objectives (for market share and profitability)
Character (nature of product, positioning of the product)
Capital (financial requirement)
Cost (cost incurred in maintaining the channel)
Coverage (intensive, selective, exclusive distributions)
Control (product/service presentations, quality, image)
Continuity
Communication
• The concept of channel captain and power
Reward
Coercive
Legitimate
Referent
Expert
• Type of “Distance” that cause communication problem
Social Distance
Culture Distance
Technological Distance
Time Distance
Geographical Distance
• Selection of Intermediaries
Agent
Foreign (Direct)
Brokers
Manufacturer’s Representative
Factors
Managing Agents
Purchasing Agents
Domestic (Indirect)
Brokers
Export Agent
EMCs
WebbPerformance Association
Commission Agents
Distribution
Foreign (Direct)
Distribution/Dealers
Import Jobbers
Wholesalers/retailer
Domestic (Indirect)
Domestic wholesalers
EMCs
ETCs
Complementary marketers
Types of Distributors
Indirect Exporting
Direct Exporting
Integrated Distribution
• Sources for finding Intermediaries
Govt. Agency
Private Sources
• Criteria for Screening Intermediaries
Performance
Professionalism
• Distributors agreement includes
Contract duration
Geographic boundaries
Compensation
Products and conditions of sale
Communication between parties
• Channel management
Coordination
Long term relationship
• Factor in channel management
Ownership
Geographic, culture and economic distance
Difference in rules of law
• Gray Market (Parallel Imports)
Why Gray markets occur
How to handle Gray markets
• Typical reasons for termination of channel relationship
Change in international marketer’s distribution strategy
Lack of performance by the intermediary
Make the terminators conditions explicit in the agreement
Documents Required for International Shipments
• Documents required by U.S Government
Shipper export declaration
Export license
• Commercial Documents
Commercial Invoice
Packing list
Inland bill of lading
Dock receipt
Bill of lading
Insurance Certificate
Shipper’s declaration of dangerous goods
• Import Documents
Import license
Foreign exchange license
Certificate of Origin
Consular Invoice
Customs Invoice
• Support Agencies for International Shipments
Freight forwarder
Customs broker
Common carrier
The Marketing Mix
The Marketing Mix
The Marketing Mix
Price
Price
• Pricing Strategy
• Importance of:
– knowing the
market
– elasticity
– keeping an eye
on rivals
Image copyright: www.freeimages.co.uk
Pricing Strategies
Pricing Strategies
Penetration Pricing
Penetration Pricing
Market Skimming
Market Skimming
• High price, Low volumes
• Skim the profit from the
market
• Suitable for products that
have short life cycles or
which will face
competition at some
point in the future (e.g.
after a patent runs out)
• Examples include:
Playstation, jewellery,
Many are predicting a firesale in
laptops as supply exceeds
digital technology, new
demand. DVDs, etc.
Copyright: iStock.com
Value Pricing
Value Pricing
• Price set in
accordance with
customer
perceptions about
the value of the
product/service
• Examples include
status
products/exclusive Companies may be able to set prices
products according to perceived value.
Copyright: iStock.com
Loss Leader
Loss Leader
Psychological Pricing
Going Rate (Price Leadership)
Going Rate (Price Leadership)
• In case of price leader, rivals have difficulty in
competing on price – too high and they lose
market share, too low and the price leader
would match price and force smaller rival out
of market
• May follow pricing leads of rivals especially
where those rivals have a clear dominance of
market share
• Where competition is limited, ‘going rate’
pricing may be applicable – banks, petrol,
supermarkets, electrical goods – find very
similar prices in all outlets
Tender Pricing
Tender Pricing
• Many contracts awarded on a tender basis
• Firm (or firms) submit their price for carrying
out the work
• Purchaser then chooses which represents best
value
• Mostly done in secret
Price Discrimination
Price Discrimination
• Charging a different
price for the same
good/service in
different markets
• Requires each
market to be
impenetrable
• Requires different
Prices for rail travel differ for the same
journey at different times of the day
price elasticity of
demand in each
Copyright: iStock.com market
Destroyer Pricing/Predatory Pricing
Destroyer/Predatory Pricing
Absorption/Full Cost Pricing
Absorption/Full Cost Pricing
Marginal Cost Pricing
Marginal Cost Pricing
• Marginal cost – the cost of producing ONE
extra or ONE fewer item of production
• MC pricing – allows flexibility
• Particularly relevant in transport where fixed
costs may be relatively high
• Allows variable pricing structure – e.g. on a
flight from London to New York – providing the
cost of the extra passenger is covered, the
price could be varied a good deal to attract
customers and fill the aircraft
Marginal Cost Pricing
• Example:
Contribution Pricing
• Contribution = Selling Price – Variable
(direct costs)
• Prices set to ensure coverage of
variable costs and a ‘contribution’ to the
fixed costs
• Similar in principle to marginal cost
pricing
• Break-even analysis might be useful in
such circumstances
Target Pricing
Target Pricing
Cost-Plus Pricing
Cost-Plus Pricing
Influence of Elasticity
Influence of Elasticity
Influence of Elasticity
• Price Inelastic:
• % change in Q < % change in P
• e.g. a 5% increase in price would be
met by a fall in sales of something less
than 5%
• Revenue would rise
• A 7% reduction in price would lead to a
rise in sales of something less than 7%
• Revenue would fall
Influence of Elasticity
• Price Elastic:
• % change in quantity demanded > %
change in price
• e.g. A 4% rise in price would lead to sales
falling by something more than 4%
• Revenue would fall
• A 9% fall in price would lead to a rise in
sales of something more than 9%
• Revenue would rise
Product
Product
• Methods used to
improve/differentiate
the product and increase
sales or target sales more
effectively to gain
a competitive advantage
e.g.
– Extension strategies
– Specialised versions
– New editions
– Improvements – real or
otherwise!
– Changed packaging
– Technology, etc. Image copyright: www.freeimages.co.uk
Promotion
Promotion
• Strategies
to make the
consumer aware
of the existence
of a product
or service
• NOT just
advertising
Place
Place
People
People
Process
Process
• How do people consume services?
• What processes do they have to go through to
acquire the services?
• Where do they find the availability
of the service?
– Contact
– Reminders
– Registration
– Subscription
– Form filling
– Degree of technology
Physical Environment
Physical Environment
Sales Promotion
Whereas advertising gives a
reason to buy, SP gives an
incentive to buy
It is part of the Marketing spend of
all companies and these days SP
spends in many companies
exceed that of the adspends
Why?
• Internal
• External
Internal reasons
External reasons
SP is a push strategy
SP is of two types
• Trade
• Consumer
Trade promotion
Consumer promotion
• Stimulate purchase
• Induce trial
• Create new users
• Increase repurchase from
occasional customers
• Reward loyal customers
Forms of trade promotion
• Bulk discounts
• Free materials
• Display windows
• Shelf hiring
• Lucky draws
• ‘Mystery’ customer
• Redistribution incentives
• Shop salesmen incentives
Forms of consumer promotion
• Free samples
• Free gifts
• Coupons
• In-packs
• Price packs
• Price-offs
• Sweepstakes
• Bundling offers
SP spurs action because they
are supposed to run for a
limited time
The more the product’s
quality and its advertising
persuasiveness fail to meet
competition, the greater is
the need for promotion to
improve the price – value
relationship
Promotion at different stages
of the PLC
• Introduction – wise to use heavy promotion to
induce trials and promote brand franchise
• Growth – promotion should be limited ,if any
• Maturity – Higher promotions required since the
brand is under attack from competitors or product
quality or advertising effectiveness is tapering off
• Decline – Heavy promotions. Used only to retain
a set of loyal customers. Prior to withdrawal of the
product, it could be used as a one time stock
clearance from the trade
Essential elements for an
effective SP programme
• Significant value before promotion is effective
• Promotions must be part of an overall plan
• Every brand must have a promotion objective and a
strategy statement
• A written tactical plan – time frame, costs, evaluation
yardsticks
• Factual knowledge must be gathered to plan
• Specialised professional skill and knowledge must be
applied to every promotion operations
Final considerations
Cont’d
Strategic Marketing
1. Imperatives for MarketDriven Strategy
2. Markets and Competitive Space
3. Strategic Market Segmentation
4. Strategic Customer Relationship Management
5. Capabilities for Learning about Customers and Markets
6. Market Targeting and Strategic Positioning
7. Strategic Relationships
8. Innovation and New Product Strategy
9. Strategic Brand Management
10. Value Chain Strategy
11. Pricing Strategy
12. Promotion, Advertising and Sales Promotion
Strategies
13. Sales Force, Internet, and Direct Marketing Strategies
14. Designing MarketDriven Organizations
15. Marketing Strategy Implementation And Control
CHAPTER 12
Promotion, Advertising, and Sales
Promotion Strategies
Promotion Strategy
Advertising Strategy
Sales Promotion Strategy
The Composition of Promotion Strategy
Developing Promotion Strategy
Communications Objectives
Deciding the Role of the Promotion Components
Determining the Promotion Budget
Promotion Component Strategies
Integrating and Implementing the Promotion Strategy
Effectiveness of Promotion Strategy
Promotion Strategy:
Interactive/Internet
Marketing
Direct Advertising
Marketing
Promotion
Components
Personal Sales
Selling Promotion
Public
Relations
U. S. Annual Expenditures (billions)
$600
Sales Promotion
Personal Selling
$400
Advertising
$200
0
INTERNET Brand Advertising OnLine Has Taken
FEATURE Off
SEARCH WORKS
Google and Yahoo! Have demonstrated the power of the Web by using customers’ search queries to
connect them with advertisers.
CUSTOMERS ARE ONLINE
More than half of American households have alwayson Net connections. And the Web reaches
millions at the office. The Big Three portals—Yahoo, AOL, and MSN—reach a combined 50 million
a day–twice the TV audience of a World Series game.
VIDEO ROCKS
The adoption of broadband, which can handle videos, lets advertisers put TVlike ads online. Longer
spots by BMW and Adidas have reached cult status. As demand for video soars, portals sell choice
slots in advance, much like TV’s upfront sales.
FEEDBACK IS INSTANT
Marketers and online publishers have tools to track an ad’s performance in real time allowing them to
make quick adjustments if customers aren’t clicking. This turns the Net into a vast marketing lab. And
as video grows, it becomes a test bed for TV ads.
CUSTOMERS LEAVE TRAILS
It was an empty promise during the dotcom days, but now advertisers have the technology to follow
customers, click by click, and to hit them with relevant ads. The upshot? No wasted money peddling
dog food to cat owners.
Source: Stephen Baker, “The OnLine Ad Surge,” BusinessWeek, November 22, 2004, 79.
DESIGNING THE PROMOTION STRATEGY
MARKET TARGETING AND POSITIONING
STRATEGIES
COMMUNICATION
OBJECTIVES
ROLE OF PROMOTION
COMPONENTS
Advertising Sales Promotion Public Relations Personal Selling Direct Marketing Interactive/ Internet
Marketing
PROMOTION
BUDGET
Coordination
PROMOTION COMPONENT with Product,
STRATEGIES Distribution,
and Price
INTEGRATE AND IMPLEMENT PROMOTION Strategies
COMPONENT STRATEGIES
EVALUATE EFFECTIVENESS OF
PROMOTION STRATEGY
Illustrative Communications Objectives
Need Recognition
Finding Buyers
Brand Building
Evaluation of Alternatives
Decision to Purchase
Customer Retention
Deciding the Role of the Promotion
Components
Expected contribution for each of the
promotion components.
Which communication objective(s) will be
the responsibility of each component?
What part of the budget will go to each
component?
Factors Guiding the Role Assigned to Each
Component
Market Target(s)
Desired Positioning
Role of Promotion in Positioning
Product Characteristics
Stage of Life Cycle
Situation Specific Factors
Determining the Promotion Budget
Objective and Task
Follow the
Competition
Budgeting Methods
Features Limitations
Percent of Sales Percent of Sales
Fixed percent of sales, often based on past The method is very arbitrary. Budget may be
expenditure patterns. too high when sales are high and too low
when sales are low.
Comparative Parity Comparative Parity
Budget is based largely Differences in marketing strategy may require
upon what competition is doing. different budget levels.
Objective and Task Objective and Task
Set objectives and then determine tasks The major issue in using this method is
(and costs) necessary to meet the deciding the right objectives so measurement
objectives. of results is important.
Integrating and Implementing Promotion
Strategy
Avoiding fragmentation
Difficulty in evaluating productivity
Differences in priorities
Separate organizational units
Assigning integration responsibility
Illustrative Factors Affecting Promotion
Strategy
Advertising/ sales Balanced Personal selling driven
promotion driven
Number and dispersion of buyers Small
Large
Buyers’ information needs High
Low
Size and importance of purchase Large
Small
Distribution
Channel Direct
Product Complexity High
Low
No Postpurchase contact required Yes
Promotion Strategy Issues
Expense/Response Relationships
Allocation
Impact on Brand Equity
Integration of Promotion Components
Effectiveness of the Strategy
ADVERTISING STRATEGY
Setting Objectives and Budgeting
Creative Strategy
Media/Scheduling Decisions
Role of the Advertising Agency
Program Implementation and Measuring
Effectiveness
The Internet is Shifting the Power
Position to the Customer
• How the Money is Spent is Changing.
• The Amount Spent on Internet Advertising is a
Small Fraction of the Total, but Very Powerful and
Growth is Accelerating.
• Consumers Spend 10 hrs/person/day with Media
of all Kinds—How Much is Media Multi-Tasking?
• Ad Spending Versus Consumers’ Time Allocations.
• Advertising Agency Consolidation and
Reorganization—the Big 4.
• Do Companies Recognize the Revolutionary
Implications of Newly Empowered Consumers?
• The Internet Will be the Most Prominent Medium
in the Lives of the 18-34 Age Group.
Source: The Economist, “Crowned at Last: A Survey of Consumer Power,” April 2, 2005, 116.
Advertising Strategy
Target Audience
Advertising
Objectives
Advertising Budget
Creative Strategy
Advertising Media and Programming
Schedules
Evaluate the Effectiveness of the Strategy
Advertising Objectives
Expose communication to target
audience
Create awareness
Change attitude(s)
Increase Sales
Generate profits
Alternative Levels for Setting Advertising
Objectives
Increasing Uncertainty
About Impact on
Purchasing Behavior
Type of Objective
• Exposure
• Awareness
• Attitude
Change
• Sales
Increasing Difficulty • Profit
of Measurement
Budget Determination
OBJECTIVE AND TASK METHOD HAS THE MOST
SUPPORT
Budget
Determination
Media/ Creative
Scheduling Strategy
Decisions
The Vuitton Machine*
Inside the world’s biggest, most profitable luxury brand
BENCHMARKING VUITTON
Brand 2003 SalesPercent Operating
Billions Change* Margin
Louis Vuitton $3.80 +16% 45.0%
*At constant rate of exchange **Gucci division of Gucci Group Data: Company reports. BW
Vuitton increased advertising 20% in 2003—spends only 5% of
revenues on advertising—about half the industry average
*BusinessWeek, March 22, 2004, 98102.
CREATIVE STRATEGY
The creative strategy is guided by the market target and
the positioning strategy.
Advertising
(How to communicate intended
positioning to buyers and others
influencing the purchase.)
Provide a unifying concept that binds
together the various parts of the
Creative Strategy
advertising campaign.
Media/Scheduling Decision
t Television
Radio
Magazines
Online
Website
Outdoor
Relative access
to the target
audience
Favorable zone
Unfavorable zone
Relative cost of
reaching the target
group(s)
Advertising Agencies in Perspective
Fast change has come to the advertising industry.
Huge, integrated agencies face a challenging future.
Do clients want a fullservice agency?
The business model is in need of change.
The basis of compensation continues to be debated and altered.
Specialists (e.g. media buying services) are being used.
Importantly, the core of the creative process is the agency.
Several methods are available to evaluate advertising results.
Role of the Advertising Agency
Target Audience
Advertising Objectives
Advertising Budget
Creative Strategy
Advertising
Agency
Advertising Media and
Programming
Evaluate the Effectiveness of the Strategy
Advertising Strategy Implementation and
Effectiveness
Decide how to measure effectiveness before implementing
the strategy.
Assign responsibility for tracking performance.
Assessing the quality of advertising is important.
Exposure to advertising is not a very sensitive measure of
effectiveness.
Several methods are available to evaluate
advertising results.
Rating
Services
Sales and
Test Expense Analysis
Marketing MEASURING
ADVERTISING
EFFECTIVENESS
Controlled Recall
Tests Tests
SALES PROMOTION STRATEGY
SALES PROMOTION
consists of various incentives, mostly short term,
intended to stimulate quicker and/or greater purchase
of particular goods/services by consumers or the
trade.
STRATEGY
FEATURE
The Realities of Mailin
•
Rebates
Consumers hate the hassles, companies love unredeemed rebates,
and regulators are investigating the consumer complaints.
• As much as 40% of rebates never get redeemed.
• Some 400 million rebates are offered each year with a total value of
$6 billion.
• Unclaimed rebates translate into more than $2 billion of extra revenue
for retailers and their suppliers each year.
• Complex filing rules and long delays discourage consumers.
• Companies emphasize the filing processes are intended to discourage
fraud.
• The largest rebate processor monitors 10,000 addresses suspected of
submitting bogus rebates.
• Rebates offer companies an opportunity to promote small discounts
without marking the products down.
• Rebates have become very popular with computer and consumer-
electronics companies.
• The value of rebates has also increased.
• Regulators are intensifying their scrutiny of the companies offering
rebates.
• The developing back-lash against rebates is pushing some companies
to halt rebate strategies.
• Others are encouraging online filing.
• Fulfillment houses are revising their processing systems, using
computer technology to validate claims.
• Consumers would like mail-in rebates to go away but want the best
price they can get.
Source: Brian Grow, “The Great Rebate Runaround,” BusinessWeek, December 5, 2005, 34, 36, and 37.
Sales Promotion Activities and Targets
Activities include trade shows, specialty
advertising, contests, displays, coupons,
recognition programs, and free samples.
SALES
PROMOTION
TARGETS
Consumer Salespeople
Buyers
Business Value Chain
Buyers
Reliance & Retail
Jerry Jose
"Growth has no limit at Reliance.
I keep revising my vision.
Only when you can dream it, you can do
it."
Dhirubhai H. Ambani
Founder Chairman Reliance Group
December 28, 1932 July 6, 2002
Foundation
• Chemical Engineer
from the University
of Bombay and
pursued MBA from
Stanford University,
USA.
• Joined Reliance in
1981 and initiated
backward
integration from
textiles into
polyester fibers and
further into
petrochemicals
Mukesh Ambani
Conferred the World Communication Award for the
'Most Influential Person in Telecommunications in
2004' by Total Telecom, October, 2004.
Chosen 'Telecom Man of the Year 2004' by Voice and
Data magazine, September, 2004.
Ranked 13th in Asia's Power 25 list of 'The Most
Powerful People in Business' published by Fortune
magazine, August, 2004. 30 Growth is Life
Mukesh Ambani
• Anil D Ambani
joined Reliance in
1983 as Co-Chief
Executive Officer,
and was centrally
involved in every
aspect of the
company’s
management over
the next 22 years.
Anil Ambani
Credited with a number of pathbreaking
financial innovations in the Indian capital
markets.
Spearheaded the country’s first forays into the
overseas capital markets with international
public offerings of global depositary receipts,
convertibles and bonds.
1991, directed Reliance Industries in its efforts
to raise over US$ 2 billion.
Anil Ambani
The Broadband Centre
With 241 Reliance World outlets across
105 cities in the country.
Qwiky's, has 22 outlets, apart from 76
Java Green coffee outlets in the Reliance
Web World chain across the country.
Reliance communication
“This is our effort to take financial
instruments to rural masses and give
them an opportunity to invest in various
financial products like mutual funds,
stocks and gold coins and secure their
lives and other valuables by taking
adequate insurance cover.
Reliance Money
The company, at present, has presence in
727 cities and towns across India.
1,000 talukas across five states in the
country.
The five states have been covered.
Madhya Pradesh, Maharashtra, Gujarat,
Andhra Pradesh and Karnataka.
Future
20,000 outlets and 10,000 kiosks across the
country by the end of this year.
10,000 outlets in over 5,165 talukas across the
country by the end of this fiscal in Rural Area.
Extend its presence in Tamil Nadu,
Chhattisgarh, Uttar Pradesh, Uttarakhand and
Rajasthan.
Reliance key Petrol Pumps
Dhabbas
Food restaurant aimed at anyone and
everyone.
Charpais, khats, and normal tables.
Separate sections for family.
Showers for the long distance riders
including truck drivers.
Reliance key Petrol Pumps
Dhabbas
Reliance Infocomm tower.
Soon Reliance WebWorld
Free lunch/dinner to truck drivers getting
in more than 100 litters of diesels and
other schemes like these.
Future Reliance Petrol pumps.
• agriculture to retail.
Reliance Mart steps up realty deals
The hypermarket arm of Reliance Retail
Plans to set up mega retail stores.
Reliance Mart
Inked acquisition deals for over 50
million sq ft via franchise & direct routes.
Target of a 100 million sq ft by 2011 to
develop its hypermarket business.
Would cover areas ranging between 1,65,000 to
2,00,000 sq ft.
40 % floor space will be earmarked for garment
brands
The rest to stock home goods, white goods,
footwear and food products.
Reliance mart
a range of over 95,000 products
categories fresh produce, food and grocery,
home care products, apparel and accessories,
nonfood FMCG products, consumer durables
and IT, automotive accessories, lifestyle
products and footwear.
Unique services Tailoring, shoe repair, watch
repair, a photo shop, gifting services and
laundry services.
Reliance mart
automotive accessories, fine jewellery
and fashion jewellery in a retail format
for the first time.
The hypermarket also launched a host of
Reliance's inhouse brands
EDLP (every day low price) basis at
prices 1520% lower than market prices.
Reliance Mart
house a health and wellness store providing
pharmaceutical drugs and other wellness
products.
Reliance Mart will also sell as a part of its
Lifestyle section.
cafeteria providing quality food and beverages,
an ATM machine
consumer service / membership desk.
Reliance Mart.
61 check out counters
first time in India introduced the Mobile
POS system for faster check outs.
The store planning, atmospheres and
layout has been designed to provide “a
complete solution”
Reliance mart
open from 10:00 a.m. to 10:00 p.m. seven days
a week.
Reliance One, a common membership and
loyalty program, Earn Anywhere, Spend
Anywhere.
Attractive finance options, including 0%
financing for your purchases on select products.
Future
Plan to open one or two new stores every
month during this financial year.
Reliance Mart is a part of the Reliance group’s
$5.5billion retail initiative, targeting revenues
of 1 trillion rupees ($24.6 billion) by March
2011.
Reliance Retail is expecting a topline of
Rs1,000 per sq ft/month.
Future
a panIndia presence
opening 30 Stores by the end of the year
500 by the end of 2010.
Reliance fresh.
Reliance Retail 240 neighbourhood and
convenience stores under the Reliance Fresh
chain.
1.31 lakh Reliance loyalty customers, across
Punjab, Andhra Pradesh, Rajasthan, Tamil
Nadu, Delhi, Jharkhand, Karnataka, Gujarat,
Maharashtra, Madhya Pradesh and Kerala.
Introducing retail apparel, footwear, women
wear and lingerie at its stores.
Reliance Fresh
‘Reliance One’, customers can earn 1
RelianceOne point for every Rs 100
spent.
Open from 8 am to 9 pm, 7 days a week.
Fresh fruits and vegetables, staples, top
up grocery and ‘Reliance Select’, the
Reliance brand of products.
Reliance Fresh
Unmatched affordability, quality, and
service to the consumers.
Prosperity to the farmers.
Diageo, the world’s leading premium
Drinks Company has announced a tieup
with Reliance Fresh to retail its
international wines portfolio in India.
Reliance Fresh
20 trained sales
associates attending
to the customers.
Provide direct
employment to 5
lakh young Indians
and indirect job
opportunities to a
million people
Future
Plans to add more stores across different
geographies, and eventually have a pan
India footprint by year 2011.
seamless supply chain infrastructure,
unprecedented even by world standards.
Reliance is aiming to touch almost every
Indian customer and supplier.
Reliance Retail Future
Aims to launch 700 Reliance Town Centre
(RTC) in the country to cater to population
below 3 lakh.
These centres will house everything that a town
needs. first Centre by December.
More centres next year across the country and
the company aims to introduce first RTC in
north India.
Future
From health centre to vocational training
to multiplexes and retail, RTC is poised
to become a centre point for various
segments dwelling in town.
an autocentre
60,000 to 2 lakh sq ft depending on the
size of the town,
Future
plans to introduce rural business hubs (RBH)
for the rural population and it aims to add 1,600
RBHs in the next few years.
Reliance Retail will soon have around 100
private labels across product categories
cheaper than mainstream brands.
Pharma major Cipla is in talks with Reliance
Retail for an outsourcing arrangement
Future
Reliance Retail is getting ready for the launch
of its pharma retail business next month.
The first pharma retail outlet in Reliance
Retail hypermarket in Ahmedabad.
The group’s first exclusive Reliance Health and
Wellness store will come up in Hyderabad.
Reliance Textiles.