leading through differentiation
DESCRIPTION
Гостевая лекция Антонины Армашулы (Маркетинг-директора компании Mark Tapley).TRANSCRIPT
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Leading through differentiation
Copyright © Mark Тapley, 2009
Antonina Armashula
Co-founder, Marketing DirectorMark Tapley
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INTRO. ABOUT ME
Copyright © Mark Тapley, 20092
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INTRO. ABOUT MARK TAPLEY
Copyright © Mark Тapley, 20093
We help top managers of Ukrainian companies solve theirbusiness challenges by integrating global expertise intotheir everyday work.
Professional development events
Benchmarking research
Consulting
Marketing and SalesHR and People SkillsCorporate Performance ImprovementInformation Management
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Copyright © Mark Тapley, 2009
INTRO. OUR CLIENTS
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PORTER GENERIC STRATEGIES
Copyright © Mark Тapley, 20095
Cost leadership Differentiation
Market segmentation
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DIFFERENTIATION
Copyright © Mark Тapley, 20096
Process of distinguishing a product or offering from others, to make it more attractive to a particular target market.
Demonstrating unique aspects of a firm’s product and creating a sense of value.
Must be valued by BUYERS
Need to differentiate from competitors’ products as well as firm’s own.
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3V MODEL
Copyright © Mark Тapley, 20097
Valued Customer
Value Proposition
Value Network
London Business School, N.Kumar
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3V. VALUED CUSTOMER
Copyright © Mark Тapley, 20098
Strategic segments that require changes in the
company, not just marketing mix
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VALUED CUSTOMER. EXAMPLE
Large enterprise
Have experience, trust and culture for investing in employees’ development
Have budget fro trainings, consulting
Consider educational events part of compensation or motivation of staff or partners
Events are the major communication channel with clients
Copyright © Mark Тapley, 20099
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Basic Active
Usage Green field Competitor #2
Influence Popular guy Friends
Buyer Together with parents Self
Payer Parents (60%) Parents (40%)
Criteria Functional, Price limit Price to peers, Image
3 year position in segment
Strong Weak
Age 10-18 8-30
Town size Less than 20K More than 20K
Idol Big city students ?
Other comments Regional offers?Wallet share possibly bigger
Heavy VAS users
VALUED CUSTOMER. EXAMPLE
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Copyright © Mark Тapley, 200911
Business travelers (company pays)Entrepreneurs (self-paid)Vacationers (self-paid)Family-related (depends)
AIRLINES. CUSTOMER SEGMENTS
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3V. VALUE PROPOSITION
Copyright © Mark Тapley, 200912
Offer that describes the quantifiable benefits
that individuals or organizations making an offer promise to deliver. Its development is based on a review and analysis
of the benefits, costs and value that an
organization can deliver to its customers.
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Copyright © Mark Тapley, 2009
TO PUT IT SIMPLY
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PRODUCT + SERVICE + PRICE + ATMOSPHERE + SMILE + EMOTIONS… =
EVERYTING THAT CLIENT RECEIVES WHEN MAKING A PURCHASE
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EASYJET CASE
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1. Isolate a relevant point-of-difference between you and one key competitor
2. Identify a single customer solving a specific problem
3. What is worrying the customer?• Costs, time, travel, risk, storage, handling,
downtime, parts and supplies, training, productivity, replacement
4. What are you good at?
5. What are you bad at?
ATTRIBUTE ANALYSIS
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ATTRIBUTE ANALYSIS
Important So-so Not
Food
Safety
Connections
Departure time
Frequent flyer program
Price
Close to city
Internet access
Duty free
…
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FOUR QUESTIONS
1. Which attributes that our industry takes for grantedshould be eliminated?
2. Which attributes should be reduced to belowindustry standards?
3. Which attributes should be increased to aboveindustry standards?
4. Which new attributes should be created that theindustry has never offered?
Kumar N. “Marketing as strategy”
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SafetyPunctualityLow priceComfortConvenienceFrillsMilesDestinations
1. __________________
2. __________________
3. __________________
4. __________________
5. __________________
6. __________________
7. __________________
8. __________________
9. __________________
10. __________________
1. __________________
2. __________________
4. __________________
5. __________________
6. __________________
7. __________________
8. _________________
9. __________________
10. __________________
––
High Med. Low Customer benefitsPerformance
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EXAMPLE: XIAMETER
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Tall Grande Venti
The share of a product increases
when it is the intermediate
option but decreases when it
is an extreme option
DIFFERENTIATION VS CANNIBALIZATION
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OPT-IN VS OPT-OUT
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Value +
Losses
Value -
$2,500 cash back
Cash back is more valuable than a price
reduction.
PSYCHOLOGY AND COMMUNICATION
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3V. VALUE NETWORK
Copyright © Mark Тapley, 200926
How to deliver our offer to our client at
a profit
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Decreasing variable costsUnbundled the offer, eliminating services or reducing performance toNo free food or drink, lower secondary airport fees, lower commissions with direct channels, no printed ticket costs
Decreasing fixed costsLow-cost headquarters, young staff, outsourcing, single plane type (1st
time purchasing, training costs), cost-saving culture
Generating additional revenueVolumes via making fixed costs ‘sweat’
More daily flights via quick plane turn-around times: Boarding (no seat assignments), secondary airports (less congestion), point-to-point (no waiting for connections), one plane type (inter-changeable pilots & attendants, spare parts, technical service), early check-in requirement, staff in-flight cleaning, pilot culture, no kitchenMore seats (no business class, no kitchen, minimal leg room)
Price discrimination (dynamic pricing)Ancillary revenues (food, insurance, car rentals, etc.)
EXAMPLE: EASYJET
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