marketing research

Marketing ResearchAaker, Kumar, DayNinth EditionInstructor’s Presentation Slides

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Marketing Research 10th Edition http://www.drvkumar.com/mr10/

Chapter Twenty-five

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Contemporary Applications of Marketing Intelligence


Competitive Advantage

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Source: http://www.brs-inc.com/porter.asp

Michael Porter’s Five Forces Model


Assessing Competitive Advantage

Market-based Process-based

Market share Marketing skills audit

Recall share Comparison of relative costs

Advertising share

Comparison of winning versus losing competitors

R&D share Identifying high-leverage phenomena

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Brand Equity• Defined as a set of brand assets and liabilities

linked to a brand, its name and symbol, that add or subtract from the value provided by the product

• The Assets Are▫ Brand Loyalty

▫ Name Awareness

▫ Perceived Quality

▫ Brand Associations

▫ Other Proprietary Brand Assets

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Brand Equity (Contd.)

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Source: David A. Aaker, ‘‘Managing Brand Equity.’’ New York: The Free Press, 1994.


Measuring Brand Equity• Excess-Price Approach• Observation• Customer Research• Trade-off Analysis• Impact on Customer Evaluation

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Measuring Brand Equity (Contd.)• Replacement Cost Approach• Stock Price Approach• Future Earnings Approach• Discounting the future profit stream• Applying an earnings multiplier

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Customer Satisfaction Research• Customer satisfaction research should be done at

planned intervals so as to track satisfaction over time

• Measurement Process▫ Define goals and specify how information will be used

▫ Discover what is important to customers and employees

▫ Measure critical needs

▫ Act on the information

▫ Measure performance over time

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Total Quality Management• The process of managing complex change in the

organization with the aim of quality improvement

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Characteristics of an organization that has successfully implemented TQM

• Continuous training and education of everyone in the organization

• Establishment of quantifiable measures of progress• Formation of cross functional teams that are empowered and

motivated• Use of formal tools, techniques to maintain quality


Total Quality Management (Contd.)Information Requirements

• Measurement must be specific

• Track the correct measure

• Measure the outputs of the highest value to the customer

• Measure process and results

• Anticipate future customer and process requirements

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Total Quality Management (Contd.)Analysis of Data in a TQM Company• Who performs the analysis?

• What analytical techniques are used?

• Which data are analyzed and at what level of detail?

• How are data aggregated, and how are relations between data groups cross-referenced?

• How does the company improve its analytical capabilities?

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Total Quality Management (Contd.)

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Managing complex change

Source: American Productivity Council


Benchmarking

• Identify what is to be benchmarked

• Identify comparative companies

• Determine data collection method, and collect data

• Determine current performance levels

• Project future performance levels

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Benchmarking (Contd.)• Communicate benchmark findings, and gain

acceptance

• Establish functional goals

• Develop action plans

• Implement specific actions, and monitor progress

• Recalibrate benchmarks

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Buyer-centricity• Provide services that help customers make informed

decisions on buying better and cheaper products more easily

• Help buyers to buy rather than help sellers to sell

• Help consumers maximize the efficiency, productivity, and marketable value of personal assets as money, time, information, attention and emotional commitment

• Present offerings relevant to the buyer’s unique individual characteristics and that recognize what customers currently seek to achieve

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