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Richard Jo

The document discusses how SWOT analysis can be used at different levels for marketing strategy and tactics, providing examples of how SWOT analysis type I can be applied for long-term strategy setting while SWOT analysis type II is more suitable for short-term tactical decisions and performance monitoring on a quarterly basis. It also outlines the key components of SWOT analysis including identifying opportunities/threats, determining root causes, developing hypotheses for improvement, and setting resolution plans.

Data & Analytics
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1 Analysis (II) Training for Marketing Tactics Richard Jo Feb 2010 *****.
2 Introduction: Usage of ***** analysis For SBU’s business issues on marketing & sales, ***** analysis can be the core ingredient throughout the whole business development Tactic reshaping Implementation monitoring Growth Strategy Set- up Business Environment Audit Reshaping direction Actionable items Implementing Monitoring by 4P Core competency Strategic positioning Gap analysis Strategy direction Strategy alternatives Implementation plan Industry mega trend Industry attractiveness Competitive position ***** analysis I for Strategy purpose -Long term -Invest/ Divest -Strategy Positioning -Competency review -Yearly/ Half yearly ***** analysis II for Tactic purpose -Short term -Resource reallocation -Tactical Positioning -Competency enhancement -Quarterly/ Bi-monthly/ Monthly Business development process Main approaches Use of ***** Analysis *Approaches underlined: What ***** analysis can provide Scope of ***** analysis
3 Business Environment Audit Growth Strategy Set up Introduction: ***** Analysis I Industry Mega Trend Market Size & Growth Value Chain Structure Key Change Drivers (9 Forces) Industry Attractiveness Maturity Competition Intensity Competitive Positioning Quantitative criteria positioning (M/S) Qualitative criteria positioning (KSF) Strategy Positioning Scenario Analysis Gap Analysis Strategy Direction Implementation Plan (Competition& Consumer) Who (Consumer) What (Brand, Product, Price) How (Place, Promotion) Define the Problem Structure the Problem Find the Solution • Is there a opportunity or risk factors? • If so, where does it lie? • Why does it exist ? • What are the root causes? • What could we do? (Hypotheses) • What should we do? (Hypothesis-test) • Resolution set out Analysis Frequency Half yearly, Yearly, 3 years
4 Introduction: ***** Analysis II Marketing& Sales Measurement Product Price Place Benchmarking with target competitor Product Price Identification of root causes for performance Product Price Reshaping Direction Brand Consumer 4P Short-term expected outcomes Financial Performance Competitive Positioning Additional activities required Place Place Implementation Monitoring Reshaping Tactics Define the Problem Structure the Problem Find the Solution • Is there a opportunity or risk factors? • If so, where does it lie? • Why does it exist ? • What are the root causes? • What could we do? (Hypotheses) • What should we do? (Hypothesis-test) • Resolution set out Analysis Frequency Monthly, Quarterly
5 Introduction: Performance measurement & Benchmarking index by ***** Power (Numeric) Value (Weighted) Resource Allocation Sales unit Sales value Growth Unit Share Value Share Numeric Distribution Weighed Distribution In-store share Sales importance Effective Share BDI& CDI Price index How effectively we go? How far we go? How efficiently we go?
Agenda 1 Marketing& Sales measurement2 Benchmarking with competitors3 Concept of Marketing measurement
7 Concept of market share Abso. Unit ASP Brand +- - + Mass PremierCost leader Niche player How to achieve critical mass? How to retain the customer? Just Follower How to achieve critical mass? How to penetrate to the laggard? How to achieve higher profit? How to maximize customer spend? How to survive? How to attract the customer? Unit/Value share Customer share Price index Wallet share Unit/Value share Distribution share Unit/ Value Mind share
8 Concept of market share Definition of Market Share Is the company Market Share 40% or 50% ? The percentage or proportion of the total available market or market segment that is being serviced by a company. (Carlton O'Neal) 100 80 Where the company play Where all companies play 40 Proportion of a company Definition of Market Share Winning RatioCoverage 40% 80% 20% Key Factors for Market Share 40%100% Total Available Win 50% Cover 80% Marketing& Sales Competency Distribution Advertisement Sales forces …. Overall Competency Product Quality Design Price A/S …..
9 Concept of market share Unit Market Share Value Market Share Relative Market Share* Effective Market Share Mind Share Customer Share ( Numeric Distribution) Wallet Share ( Turnover share) Comparative sales performance in unit Comparative sales performance in Value Our performance strength against market leader Effectiveness of sales performance considering sales importance Comparative ratio in consumer consideration Comparative ratio of buyer holding Comparative ratio of buyer spending How strong we are in a numeric situation How strong we are in a weighted situation How strong we are against market leader How effective we are considering our resource allocation How much we can improve our sales from prospective How much we reach to the actual customer How much we earn from actual customer Mass players, Cost leader Niche players, Mass premier All players All players All players, Followers All Players All Players Type of Market Share Definition Implications Whom The most stable position (at least in FMCG markets) is for the brand leader to have a share double that of the second brand, and triple that of the third. Brand leaders in this position tend to be very stable— and profitable e.g. No.1 50%, No.2 25%. No.3 17% (Relative Market Share) The Rule of 123
10 Concept of market share Desire Interest Awareness Action Desire Interest Awareness Action First Buy Re-Buy Mind ShareMind Share Mind Share Wallet Share Customer Share 대상시장내에서 고객 확보 비율 대상시장내에서 고객 구매금액 비율 고객의 마음 점유율 (인지도, 연상율 등) 구매단계
11 Concept of market share Winning Ratio AVG. Numeric Distribution of Brand (in related Segments) AVG. In-store share of Brand (in related Segments) Brand Sum of segment Brand selling/ ***** Total ***** audit ***** Coverage Sum of segment Brand selling/ ***** Total ***** Coverage Wallet Share Customer Share Coverage 50% 30% 80% 30% 20% 20% 50% 20% 80% 30% 30% 20% Customer Share Wallet Share 대상시장내에서 고객 확보 비율 대상시장내에서 고객 구매금액 비율 80% 62.5% 60%X X = 30% 80% 62.5% 40%X X = 20% Customer& Customer wallet을 소매점으로 가정시,
12 Concept of market share Product Competitiveness Price Acceptance Channel Effectiveness Market Share Unit or dollar sales User base (since piracy and brand switching effect) Market definition (scope of definitions) Product definition (brand, product line, or strategic business unit) Scope of denominator (which other brands included) Time frame length
Agenda 1 Marketing& Sales measurement2 Benchmarking with competitors3 Concept of Marketing measurement
14 Identify emerging market Implication: 시장점유율, Weighted Dist., In-store Share를 교차 분석하여 오판을 배제한 Emerging segment 파악. 54% 51% 44% 43% 44% 78% 73% 70% 65% 59% 08-May 08-Jun 08-Jul 08-Aug 08-Sep Slide Shell SWL Block TAB Weighted Distribution(%) 24% 25% 26% 24% 29% 25% 24%23% 26% 27% 26% 24% 22% 21%22% 08-May 08-Jun 08-Jul 08-Aug 08-Sep Slide Shell SWL Block TAB Market Share(%) • Slide & TAB is growing segments. 37% 31% 32% 36% 34% 57% 55% 52%52% 50% 33% 33% 31%32% 38% 08-May 08-Jun 08-Jul 08-Aug 08-Sep Slide Shell SWL Block TAB In-store Share(%) • In fact, SWL is getting consumers’ acceptance. Marketing& Sales measurement: Overall Effectiveness
15 Seasonal Index Calculation (S.I.) Jan. = ( (sales Jan.T-2, Jan.T-1, Jan.T)) / AVG monthly sales (36 months) Implication: 1) 전체 시장의 월별 계절적 판매 지수는? 2) 자사 영업이 전체 시장의 계절적 수요에 적절히 대응하는지? 3) 만약, 그렇지 않다면 대응 전략은? 0.91 0.87 0.81 0.99 0.91 0.92 0.96 0.9 0.84 1.01 0.93 0.95 0.86 1.08 1.03 1.3 1.06 1.26 0.86 0.98 1.11 1.19 1.04 1.23 Jan. Feb. Mar. Apr. May Jun. July Aug. Sep. Oct. Nov. Dec. Total Market Hankook 계절적 (Seasonality) 수요에 적절히 대응하지 못해 판매기회 상실. Marketing& Sales measurement: Performance with seasonality
16 Marketing& Sales measurement: Product - Segment Portfolio Effectiveness Purpose: 자사의 제품군에 대한 자원 집중도와 시장내 성과가 적합한지에 대한 측정 측정을 바탕으로 Portfolio 재구성 방향 설정 높은 상대적 자원 집중도 높은 상대적 점유율  ROI 측정에 따른 향후 방향 설정 낮은 상대적 자원 집중도 높은 상대적 점유율  단기간 자원 집중 필요 높은 상대적 자원 집중도 낮은 상대적 점유율  전략제품이 아닌 경우 Harvest필요 낮은 상대적 자원 집중도 낮은 상대적 점유율  시장추이에 따른 유지전략 내부요인 높음 예측가능 외부요인 높음  예측불가능 Relative Sales Importance Share Relative Market Share (by Product Segment) Relative Sales Importance share (%) = Corporate Sales Importance/ Sales importance of Largest competitor Relative Market Share (%) = Corporate Market Share/ Share of Largest competitor Over 100% Less 100% 100% 0%
17 Marketing& Sales measurement: Product - Model Portfolio Effectiveness Purpose: 자사의 주력제품에 대한 자원 집중도와 시장내 성과가 적합한지에 대한 측정 측정을 바탕으로 Portfolio 재구성 방향 설정 높은 상대적 자원 집중도 높은 상대적 점유율  ROI 측정에 따른 향후 방향 설정 낮은 상대적 자원 집중도 높은 상대적 점유율  단기간 자원 집중 필요 높은 상대적 자원 집중도 낮은 상대적 점유율  전략제품이 아닌 경우 Harvest필요 낮은 상대적 자원 집중도 낮은 상대적 점유율  시장추이에 따른 유지전략 내부요인 높음 예측가능 외부요인 높음  예측불가능 Relative Sales Importance Share Relative Market Share (by Model) Relative Sales Importance share (%) = Model’X’ Sales Importance/ Sales importance of No.1 Model Relative Market Share (%) = Model’X’ Market Share/ Share of No.1 Model Over 100% Less 100% 100% 0%
18 Marketing& Sales measurement: Place - Effectiveness Purpose: 자사의 전략 Segment의 유통이 효율적인가를 측정 Customer Traffic 을 Segment (세부시장)수준까지 반영하여 비교함으로서 Segment별/ 경쟁사간 유통 효율성 측정  (SDPI) Segment distribution Performance Index = Segment weighted distribution/ Total weighted distribution  Segment weighted distribution = Segment sales of stores carrying X/ Segment sales of all stores  Total weighted distribution = Sales of stores carrying X/ Sales of all stores Total weighted distribution Segment weighted distribution a b a. 특정 Segment의 유통의 효율이 상대적으로 우수함 b. 특정 Segment의 유통 효율이 상대적으로 열악함 기울기=1 개별 Segment
19 Marketing& Sales measurement: Price - Pricing effectiveness Purpose: 자사의 유통가격 정책이 효율적인가를 측정 판매가 이루어진 유통의 범위과 높은 판매빈도의 가격대를 비교하여 유통가격 효율성 측정  (DAI) Distributors Price Acceptability Index = Price Distributed/ Weighted average price  Price Distributed = {(Channel 1 ASP*Numeric Distribution)…+… (Channel n ASP*Numeric Distribution)}/Sum of Numeric distribution  Weighted average price = ASP with weight adjusted (AVG Price in GSE) Weighted average price Price Distributed a b a. 특정 Segment의 유통침투 가격인상의 거부가 강하지 않을 수 있음 b. 특정 Segment의 유통침투 가격 인하 (마진율 조정)가 필요할 수 있음 기울기=1 개별 Segment
Agenda 1 Marketing& Sales measurement2 Benchmarking with competitors3 Concept of Marketing measurement
21 7 10 12 10 15 18 12 15 2 21 15 26 8 12 4 4 4 5 0 5 10 15 20 25 30 < 100 <150 <200 <250 <300 <350 <400 <500 >=500 % of models Market Share In 1,000 KRW 기회 Benchmarking Competitors: Product – Opportunity (or Threat) Area Issue 1) What is the price structure of the category? 2) Does the price structure differ across shop types? 3) What is the trend of the price structure across time? 4) What is the consumer demand per price segment? 5) How many competitors are present per price segment? 6) Is there a gap in a retailer assortment?
22 8.8 9.1 9.3 9.4 9.5 9.5 9.5 9.4 9.5 9.5 8.68.5 8.1 8.58.2 8.88.88.58.58.88.88.9 8.5 9.59.79.69.6 9.5 1.6 2.12.5 2 2.52.32.122.11.82 2.3 2.9 2.5 0 5 10 15 Jan. 08 Feb. 08 Mar. 08 Apr. 08 May. 08 Jun. 08 Jul. 08 Aug. 08 Sep. 08 Oct. 08 Nov. 08 Dec. 08 Jan. 09 Feb. 09 LG Samsung Motorola Average No. of model carried Calculation Numeric Dist. (Model A + Model B + Model C -----.) / Numeric Dist. Of Brand Total Implication: 각 제조사별 취급 점포 당 취급하는 모델 수를 측정 및 비교하여 제품 취급상의 질을 관리함. 취급 모델수 8 초반으로 하락 Benchmarking Competitors: Product – Quality of portfolio mgt.
23 Model Development Review Calculation Market Share and Growth rate Implication: 1) 어떤 모델들이 현 시장에서 winner 인지 또는 loser 인지 파악? 2) 전략적으로 집중해 야할 모델은(Low share but big growth)? 3) Drop 또는 자원 배분을 줄여야 할 ‘problem child’는? -8 -4 0 4 8 12 0 5 10 15 20 Growth Rate(%) Model A Model B Model C Model D Model E Share(volume, Value) Benchmarking Competitors: Product – Portfolio performance
24 Per Model In-store Share Calculation In-store Share/ No. of Models Implication: 해당 브랜드의 모델수와 점포내 점유율을 활용하여 모델단위당 판매효율성 및 집중도를 파악. 4.5% 4.0% 4.0% 4.2% 4.2% 3.9% 3.0% 3.2% 2.8% 2.6% 2.6% 2.6% 2.8% 2.8% 0 4 8 12 16 Jan. 08 Feb. 08 Mar. 08 Apr. 08 May. 08 Jun. 08 Jul. 08 Aug. 08 Sep. 08 Oct. 08 Nov. 08 Dec. 08 Jan. 09 Feb. 09 0% 1% 2% 3% 4% 5% No. of Model Per Model Instore Share 투입 모델의 수는 증가 vs. In-store Share 감소. 판매간섭 발생  자기잠식율 Check Benchmarking Competitors: Product - Cannibalization
25 A B C D E F G H J K L I 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Numeric Distribution Weighted Distribution Focused on Big Shops Small Shops only Many Shops but, a lot of small shops Almost all Shops carry these brands Numeric Dist. Vs. Weighted Dist. Implication: 모델별로 단순한 취급율의 비교 뿐 아니라, 모집단내 제품이 분포된 특성을 파악하여 취급율 향상의 방향 결정. Benchmarking Competitors: Place - Distribution Status
26 100806040200 28 26 24 22 20 18 16 14 12 10 8 6 4 2 0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 In-store Share Weighted Distribution Model B, First Encounter: Aug-2008 Model A, First Encounter: May-2008 경쟁관계의 경쟁사 모델B와 상대비교. 출시 3개월 이후 전개과정 차이를 보임. In-store 정체  Take action Benchmarking Competitors: Place - New Launching monitor 2.4 4.4 4.9 5.8 6.1 1.1 1.7 1.9 2.9 4.6 0 1 2 3 4 5 6 7 Jan. 03 Fab. 03 Mar. 03 Apr. 03 May 03 Share in handlers Market Share Issue 1) Early indicator for success or failure of a newly launched product 2) Is the level of supply adequate related to the sales to the consumers? 3) Should we take action to prevent out of stocks? 4) Should we adjust the consumer price?
27 BDI and CDI Calculation Implication: 세분 시장별 카테고리 및 브랜드의 시장 개발 정도를 지수화. 자원 배분의 기초 참조 요소로 활용. 60 70 80 90 100 110 120 130 0 20 40 60 80 100 120 140 160 180 200 Brand Development Index Category Development Index Pusan Chungnam/ Taejeon Technomart Taegu Jeonbuk Kyungbuk Yongsan Kangbuk Kangwon Jeonnam/Kwangju Chungbuk Kyunggi/Inchon CDI = Market Importance of demographic Market Importance of Category  100 BDI = Market importance of category Market importance of Brand  100 Benchmarking Competitors: Place – BDI/CDI
28 Adjusted Avg. Sales per store Calculation Sales/(Numeric Dist.*No. of Store)*(Numeric Dist./Weighted Dist.) Implication: 점포의 규모를 감안하여 각 제조사별 실제 취급 점포당 월평균 판매량을 나타냄. Samsung LG Motorola SKY Weighted Distribution 69 42 65 27 Numeric Distribution 41 15 28 11 Monthly Sales Unit 37,113 22,602 11,301 9,850 Avg. Sales per store 163 271 72 161 No. of Store 557 557 557 557 Adjusted Avg. Sales per store 97 97 31 65 * LG 의 경우 Weighted 가 높은 매장에서 주로 판매가 되므로 Avg. Sales per Store가 가장 높음. 1. 단순 Avg. Sales per Store로는 판매력 과대 혹은 과소 오판의 여지가 있음. 2. 판매매장의 수와 규모를 감안하면 LG 와 Samsung 의 판매력은 동일. 3. LG 의 경우 Distribution 확산 시 판매기회 확대의 여지가 큼. LG는 경쟁사 대비 판매력이 동일하므로 Distribution 확산을 통해 판매기회 확보 가능. Benchmarking Competitors: Place - Channel Direction
29 Turnover potential Calculation Sales per point of weighted distribution * Additional distribution Implication: 추가 취급율 확대를 통한 판매 증가 예측. 자원 분배 및 목표 설정에 활용. Model A Region 1 Region 2 Region 3 Region 4 Weighted Distribution 56 69 25 27 Numeric Distribution 48 51 13 11 Monthly Sales Value (KRW '000,000) 1,865 2,375 97 1,010 Sales per point weighted Dist. 33 34 4 37 Sales per point Numeric Dist. 39 47 7 92 Targetted weighted distribution 65 75 50 50 Additional distribution if hit target 9 6 25 23 Additional Sales value (KRW Mil.) 300 207 97 860 Distribution index 로 보면 Region4의 Potential이 2.8배 높음 Benchmarking Competitors: Place – Turnover Potential Implication 1. What will be the additional turnover if I increase the distribution of my product? 2. Is it worthwhile to increase my distribution, taken into account my additional cost?
30 Average Product Life Cycle Calculation Implication: 대표 모델의 Product Life Cycle 을 분석하여 전개 단계별 점유율 변화와 체류기간 분석. 응용  Average Distribution Life Cycle Market Share with Synchronized Period vs. Average Selling Price Erosion APLC Price Erosion 3% 9% 12% 12% 12% 13% 14% 12% 11% 9% 8% 2% 1% 2% 8% 10% 13% 14% 14% 14% 9% 2% 1% 0% 2% 4% 6% 8% 10% 12% 14% 16% D D+1 D+2 D+3 D+4 D+5 D+6 D+7 D+8 D+9 D+10 D+11 D+12 SS Best 3 LG Best 3 100 102 97 96 94 88 87 86 85 84 80 80 72 100 97 94 93 92 91 86 86 86 86 86 82 80 70 75 80 85 90 95 100 105 D D+1 D+2 D+3 D+4 D+5 D+6 D+7 D+8 D+9 D+10 D+11 D+12 LG Best 모델은 평균 출시 6개월 이후에 Decay를 직면. 하지만 Decay 기울기가 상대적으로 큼. 후속 모델 조기 안착에 효과적인 모형. 조기/신속 Replacement? 다(多) 모델 전략 ? Samsung Best 모델은 Decay에 진입한 D+7~D+10 시기에 판가인하 조치로 Decay 가속화에 마찰력 부여. 후속 Replacement 부재? Benchmarking Competitors: Price - Life Cycle with Price erosion
The End of Document

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Data analysis methods

  • 1. 1 Analysis (II) Training for Marketing Tactics Richard Jo Feb 2010 *****.
  • 2. 2 Introduction: Usage of ***** analysis For SBU’s business issues on marketing & sales, ***** analysis can be the core ingredient throughout the whole business development Tactic reshaping Implementation monitoring Growth Strategy Set- up Business Environment Audit Reshaping direction Actionable items Implementing Monitoring by 4P Core competency Strategic positioning Gap analysis Strategy direction Strategy alternatives Implementation plan Industry mega trend Industry attractiveness Competitive position ***** analysis I for Strategy purpose -Long term -Invest/ Divest -Strategy Positioning -Competency review -Yearly/ Half yearly ***** analysis II for Tactic purpose -Short term -Resource reallocation -Tactical Positioning -Competency enhancement -Quarterly/ Bi-monthly/ Monthly Business development process Main approaches Use of ***** Analysis *Approaches underlined: What ***** analysis can provide Scope of ***** analysis
  • 3. 3 Business Environment Audit Growth Strategy Set up Introduction: ***** Analysis I Industry Mega Trend Market Size & Growth Value Chain Structure Key Change Drivers (9 Forces) Industry Attractiveness Maturity Competition Intensity Competitive Positioning Quantitative criteria positioning (M/S) Qualitative criteria positioning (KSF) Strategy Positioning Scenario Analysis Gap Analysis Strategy Direction Implementation Plan (Competition& Consumer) Who (Consumer) What (Brand, Product, Price) How (Place, Promotion) Define the Problem Structure the Problem Find the Solution • Is there a opportunity or risk factors? • If so, where does it lie? • Why does it exist ? • What are the root causes? • What could we do? (Hypotheses) • What should we do? (Hypothesis-test) • Resolution set out Analysis Frequency Half yearly, Yearly, 3 years
  • 4. 4 Introduction: ***** Analysis II Marketing& Sales Measurement Product Price Place Benchmarking with target competitor Product Price Identification of root causes for performance Product Price Reshaping Direction Brand Consumer 4P Short-term expected outcomes Financial Performance Competitive Positioning Additional activities required Place Place Implementation Monitoring Reshaping Tactics Define the Problem Structure the Problem Find the Solution • Is there a opportunity or risk factors? • If so, where does it lie? • Why does it exist ? • What are the root causes? • What could we do? (Hypotheses) • What should we do? (Hypothesis-test) • Resolution set out Analysis Frequency Monthly, Quarterly
  • 5. 5 Introduction: Performance measurement & Benchmarking index by ***** Power (Numeric) Value (Weighted) Resource Allocation Sales unit Sales value Growth Unit Share Value Share Numeric Distribution Weighed Distribution In-store share Sales importance Effective Share BDI& CDI Price index How effectively we go? How far we go? How efficiently we go?
  • 6. Agenda 1 Marketing& Sales measurement2 Benchmarking with competitors3 Concept of Marketing measurement
  • 7. 7 Concept of market share Abso. Unit ASP Brand +- - + Mass PremierCost leader Niche player How to achieve critical mass? How to retain the customer? Just Follower How to achieve critical mass? How to penetrate to the laggard? How to achieve higher profit? How to maximize customer spend? How to survive? How to attract the customer? Unit/Value share Customer share Price index Wallet share Unit/Value share Distribution share Unit/ Value Mind share
  • 8. 8 Concept of market share Definition of Market Share Is the company Market Share 40% or 50% ? The percentage or proportion of the total available market or market segment that is being serviced by a company. (Carlton O'Neal) 100 80 Where the company play Where all companies play 40 Proportion of a company Definition of Market Share Winning RatioCoverage 40% 80% 20% Key Factors for Market Share 40%100% Total Available Win 50% Cover 80% Marketing& Sales Competency Distribution Advertisement Sales forces …. Overall Competency Product Quality Design Price A/S …..
  • 9. 9 Concept of market share Unit Market Share Value Market Share Relative Market Share* Effective Market Share Mind Share Customer Share ( Numeric Distribution) Wallet Share ( Turnover share) Comparative sales performance in unit Comparative sales performance in Value Our performance strength against market leader Effectiveness of sales performance considering sales importance Comparative ratio in consumer consideration Comparative ratio of buyer holding Comparative ratio of buyer spending How strong we are in a numeric situation How strong we are in a weighted situation How strong we are against market leader How effective we are considering our resource allocation How much we can improve our sales from prospective How much we reach to the actual customer How much we earn from actual customer Mass players, Cost leader Niche players, Mass premier All players All players All players, Followers All Players All Players Type of Market Share Definition Implications Whom The most stable position (at least in FMCG markets) is for the brand leader to have a share double that of the second brand, and triple that of the third. Brand leaders in this position tend to be very stable— and profitable e.g. No.1 50%, No.2 25%. No.3 17% (Relative Market Share) The Rule of 123
  • 10. 10 Concept of market share Desire Interest Awareness Action Desire Interest Awareness Action First Buy Re-Buy Mind ShareMind Share Mind Share Wallet Share Customer Share 대상시장내에서 고객 확보 비율 대상시장내에서 고객 구매금액 비율 고객의 마음 점유율 (인지도, 연상율 등) 구매단계
  • 11. 11 Concept of market share Winning Ratio AVG. Numeric Distribution of Brand (in related Segments) AVG. In-store share of Brand (in related Segments) Brand Sum of segment Brand selling/ ***** Total ***** audit ***** Coverage Sum of segment Brand selling/ ***** Total ***** Coverage Wallet Share Customer Share Coverage 50% 30% 80% 30% 20% 20% 50% 20% 80% 30% 30% 20% Customer Share Wallet Share 대상시장내에서 고객 확보 비율 대상시장내에서 고객 구매금액 비율 80% 62.5% 60%X X = 30% 80% 62.5% 40%X X = 20% Customer& Customer wallet을 소매점으로 가정시,
  • 12. 12 Concept of market share Product Competitiveness Price Acceptance Channel Effectiveness Market Share Unit or dollar sales User base (since piracy and brand switching effect) Market definition (scope of definitions) Product definition (brand, product line, or strategic business unit) Scope of denominator (which other brands included) Time frame length
  • 13. Agenda 1 Marketing& Sales measurement2 Benchmarking with competitors3 Concept of Marketing measurement
  • 14. 14 Identify emerging market Implication: 시장점유율, Weighted Dist., In-store Share뼟 꾐차 분석하여 오판을 배제한 Emerging segment 파악. 54% 51% 44% 43% 44% 78% 73% 70% 65% 59% 08-May 08-Jun 08-Jul 08-Aug 08-Sep Slide Shell SWL Block TAB Weighted Distribution(%) 24% 25% 26% 24% 29% 25% 24%23% 26% 27% 26% 24% 22% 21%22% 08-May 08-Jun 08-Jul 08-Aug 08-Sep Slide Shell SWL Block TAB Market Share(%) • Slide & TAB is growing segments. 37% 31% 32% 36% 34% 57% 55% 52%52% 50% 33% 33% 31%32% 38% 08-May 08-Jun 08-Jul 08-Aug 08-Sep Slide Shell SWL Block TAB In-store Share(%) • In fact, SWL is getting consumers’ acceptance. Marketing& Sales measurement: Overall Effectiveness
  • 15. 15 Seasonal Index Calculation (S.I.) Jan. = ( (sales Jan.T-2, Jan.T-1, Jan.T)) / AVG monthly sales (36 months) Implication: 1) 전체 시장의 월별 계절적 판매 지수는? 2) 자사 영업이 전체 시장의 계절적 수요에 적절히 대응하는지? 3) 만약, 그렇지 않다면 대응 전략은? 0.91 0.87 0.81 0.99 0.91 0.92 0.96 0.9 0.84 1.01 0.93 0.95 0.86 1.08 1.03 1.3 1.06 1.26 0.86 0.98 1.11 1.19 1.04 1.23 Jan. Feb. Mar. Apr. May Jun. July Aug. Sep. Oct. Nov. Dec. Total Market Hankook 계절적 (Seasonality) 수요에 적절히 대응하지 못해 판매기회 상실. Marketing& Sales measurement: Performance with seasonality
  • 16. 16 Marketing& Sales measurement: Product - Segment Portfolio Effectiveness Purpose: 자사의 제품군에 대한 자원 집중도와 시장내 성과가 적합한지에 대한 측정 측정을 바탕으로 Portfolio 재구성 방향 설정 높은 상대적 자원 집중도 높은 상대적 점유율  ROI 측정에 따른 향후 방향 설정 낮은 상대적 자원 집중도 높은 상대적 점유율  단기간 자원 집중 필요 높은 상대적 자원 집중도 낮은 상대적 점유율  전략제품이 아닌 경우 Harvest필요 낮은 상대적 자원 집중도 낮은 상대적 점유율  시장추이에 따른 유지전략 내부요인 높음 예측가능 외부요인 높음  예측불가능 Relative Sales Importance Share Relative Market Share (by Product Segment) Relative Sales Importance share (%) = Corporate Sales Importance/ Sales importance of Largest competitor Relative Market Share (%) = Corporate Market Share/ Share of Largest competitor Over 100% Less 100% 100% 0%
  • 17. 17 Marketing& Sales measurement: Product - Model Portfolio Effectiveness Purpose: 자사의 주력제품에 대한 자원 집중도와 시장내 성과가 적합한지에 대한 측정 측정을 바탕으로 Portfolio 재구성 방향 설정 높은 상대적 자원 집중도 높은 상대적 점유율  ROI 측정에 따른 향후 방향 설정 낮은 상대적 자원 집중도 높은 상대적 점유율  단기간 자원 집중 필요 높은 상대적 자원 집중도 낮은 상대적 점유율  전략제품이 아닌 경우 Harvest필요 낮은 상대적 자원 집중도 낮은 상대적 점유율  시장추이에 따른 유지전략 내부요인 높음 예측가능 외부요인 높음  예측불가능 Relative Sales Importance Share Relative Market Share (by Model) Relative Sales Importance share (%) = Model’X’ Sales Importance/ Sales importance of No.1 Model Relative Market Share (%) = Model’X’ Market Share/ Share of No.1 Model Over 100% Less 100% 100% 0%
  • 18. 18 Marketing& Sales measurement: Place - Effectiveness Purpose: 자사의 전략 Segment의 유통이 효율적인가를 측정 Customer Traffic 을 Segment (세부시장)수준까지 반영하여 비교함으로서 Segment별/ 경쟁사간 유통 효율성 측정  (SDPI) Segment distribution Performance Index = Segment weighted distribution/ Total weighted distribution  Segment weighted distribution = Segment sales of stores carrying X/ Segment sales of all stores  Total weighted distribution = Sales of stores carrying X/ Sales of all stores Total weighted distribution Segment weighted distribution a b a. 특정 Segment의 유통의 효율이 상대적으로 우수함 b. 특정 Segment의 유통 효율이 상대적으로 열악함 기울기=1 개별 Segment
  • 19. 19 Marketing& Sales measurement: Price - Pricing effectiveness Purpose: 자사의 유통가격 정책이 효율적인가를 측정 판매가 이루어진 유통의 범위과 높은 판매빈도의 가격대를 비교하여 유통가격 효율성 측정  (DAI) Distributors Price Acceptability Index = Price Distributed/ Weighted average price  Price Distributed = {(Channel 1 ASP*Numeric Distribution)…+… (Channel n ASP*Numeric Distribution)}/Sum of Numeric distribution  Weighted average price = ASP with weight adjusted (AVG Price in GSE) Weighted average price Price Distributed a b a. 특정 Segment의 유통침투 가격인상의 거부가 강하지 않을 수 있음 b. 특정 Segment의 유통침투 가격 인하 (마진율 조정)가 필요할 수 있음 기울기=1 개별 Segment
  • 20. Agenda 1 Marketing& Sales measurement2 Benchmarking with competitors3 Concept of Marketing measurement
  • 21. 21 7 10 12 10 15 18 12 15 2 21 15 26 8 12 4 4 4 5 0 5 10 15 20 25 30 < 100 <150 <200 <250 <300 <350 <400 <500 >=500 % of models Market Share In 1,000 KRW 기회 Benchmarking Competitors: Product – Opportunity (or Threat) Area Issue 1) What is the price structure of the category? 2) Does the price structure differ across shop types? 3) What is the trend of the price structure across time? 4) What is the consumer demand per price segment? 5) How many competitors are present per price segment? 6) Is there a gap in a retailer assortment?
  • 22. 22 8.8 9.1 9.3 9.4 9.5 9.5 9.5 9.4 9.5 9.5 8.68.5 8.1 8.58.2 8.88.88.58.58.88.88.9 8.5 9.59.79.69.6 9.5 1.6 2.12.5 2 2.52.32.122.11.82 2.3 2.9 2.5 0 5 10 15 Jan. 08 Feb. 08 Mar. 08 Apr. 08 May. 08 Jun. 08 Jul. 08 Aug. 08 Sep. 08 Oct. 08 Nov. 08 Dec. 08 Jan. 09 Feb. 09 LG Samsung Motorola Average No. of model carried Calculation Numeric Dist. (Model A + Model B + Model C -----.) / Numeric Dist. Of Brand Total Implication: 각 제조사별 취급 점포 당 취급하는 모델 수뼟 측정 및 비교하여 제품 취급상의 질을 관리함. 취급 모델수 8 초반으로 하락 Benchmarking Competitors: Product – Quality of portfolio mgt.
  • 23. 23 Model Development Review Calculation Market Share and Growth rate Implication: 1) 어떤 모델들이 현 시장에서 winner 인지 또는 loser 인지 파악? 2) 전략적으로 집중해 야할 모델은(Low share but big growth)? 3) Drop 또는 자원 배분을 줄여야 할 ‘problem child’는? -8 -4 0 4 8 12 0 5 10 15 20 Growth Rate(%) Model A Model B Model C Model D Model E Share(volume, Value) Benchmarking Competitors: Product – Portfolio performance
  • 24. 24 Per Model In-store Share Calculation In-store Share/ No. of Models Implication: 해당 브랜드의 모델수와 점포내 점유율을 활용하여 모델단위당 판매효율성 및 집중도를 파악. 4.5% 4.0% 4.0% 4.2% 4.2% 3.9% 3.0% 3.2% 2.8% 2.6% 2.6% 2.6% 2.8% 2.8% 0 4 8 12 16 Jan. 08 Feb. 08 Mar. 08 Apr. 08 May. 08 Jun. 08 Jul. 08 Aug. 08 Sep. 08 Oct. 08 Nov. 08 Dec. 08 Jan. 09 Feb. 09 0% 1% 2% 3% 4% 5% No. of Model Per Model Instore Share 투입 모델의 수는 증가 vs. In-store Share 감소. 판매간섭 발생  자기잠식율 Check Benchmarking Competitors: Product - Cannibalization
  • 25. 25 A B C D E F G H J K L I 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Numeric Distribution Weighted Distribution Focused on Big Shops Small Shops only Many Shops but, a lot of small shops Almost all Shops carry these brands Numeric Dist. Vs. Weighted Dist. Implication: 모델별로 단순한 취급율의 비교 뿐 아니라, 모집단내 제품이 분포된 특성을 파악하여 취급율 향상의 방향 결정. Benchmarking Competitors: Place - Distribution Status
  • 26. 26 100806040200 28 26 24 22 20 18 16 14 12 10 8 6 4 2 0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 In-store Share Weighted Distribution Model B, First Encounter: Aug-2008 Model A, First Encounter: May-2008 경쟁관계의 경쟁사 모델B와 상대비교. 출시 3개월 이후 전개과정 차이를 보임. In-store 정체  Take action Benchmarking Competitors: Place - New Launching monitor 2.4 4.4 4.9 5.8 6.1 1.1 1.7 1.9 2.9 4.6 0 1 2 3 4 5 6 7 Jan. 03 Fab. 03 Mar. 03 Apr. 03 May 03 Share in handlers Market Share Issue 1) Early indicator for success or failure of a newly launched product 2) Is the level of supply adequate related to the sales to the consumers? 3) Should we take action to prevent out of stocks? 4) Should we adjust the consumer price?
  • 27. 27 BDI and CDI Calculation Implication: 세분 시장별 카테고리 및 브랜드의 시장 개발 정도를 지수화. 자원 배분의 기초 참쥰 요소로 활용. 60 70 80 90 100 110 120 130 0 20 40 60 80 100 120 140 160 180 200 Brand Development Index Category Development Index Pusan Chungnam/ Taejeon Technomart Taegu Jeonbuk Kyungbuk Yongsan Kangbuk Kangwon Jeonnam/Kwangju Chungbuk Kyunggi/Inchon CDI = Market Importance of demographic Market Importance of Category  100 BDI = Market importance of category Market importance of Brand  100 Benchmarking Competitors: Place – BDI/CDI
  • 28. 28 Adjusted Avg. Sales per store Calculation Sales/(Numeric Dist.*No. of Store)*(Numeric Dist./Weighted Dist.) Implication: 점포의 규모를 감안하여 각 제조사별 실제 취급 점포당 월평균 판매량을 나타냄. Samsung LG Motorola SKY Weighted Distribution 69 42 65 27 Numeric Distribution 41 15 28 11 Monthly Sales Unit 37,113 22,602 11,301 9,850 Avg. Sales per store 163 271 72 161 No. of Store 557 557 557 557 Adjusted Avg. Sales per store 97 97 31 65 * LG 의 경우 Weighted 가 높은 매장에서 주로 판매가 되므로 Avg. Sales per Store가 가장 높음. 1. 단순 Avg. Sales per Store로는 판매력 과대 혹은 과소 오판의 여지가 있음. 2. 판매매장의 수와 규모를 감안하면 LG 와 Samsung 의 판매력은 동일. 3. LG 의 경우 Distribution 확산 시 판매기회 확대의 여지가 큟. LG는 경쟁사 대비 판매력이 동일하므로 Distribution 확산을 통해 판매기회 확보 가능. Benchmarking Competitors: Place - Channel Direction
  • 29. 29 Turnover potential Calculation Sales per point of weighted distribution * Additional distribution Implication: 추가 취급율 확대를 통한 판매 증가 예츥. 자원 분배 및 목표 설정에 활용. Model A Region 1 Region 2 Region 3 Region 4 Weighted Distribution 56 69 25 27 Numeric Distribution 48 51 13 11 Monthly Sales Value (KRW '000,000) 1,865 2,375 97 1,010 Sales per point weighted Dist. 33 34 4 37 Sales per point Numeric Dist. 39 47 7 92 Targetted weighted distribution 65 75 50 50 Additional distribution if hit target 9 6 25 23 Additional Sales value (KRW Mil.) 300 207 97 860 Distribution index 로 보늴 Region4의 Potential이 2.8ë°° 높음 Benchmarking Competitors: Place – Turnover Potential Implication 1. What will be the additional turnover if I increase the distribution of my product? 2. Is it worthwhile to increase my distribution, taken into account my additional cost?
  • 30. 30 Average Product Life Cycle Calculation Implication: 대표 모델의 Product Life Cycle 을 분석하여 전개 단계별 점유율 변화와 체류기간 분석. 응용  Average Distribution Life Cycle Market Share with Synchronized Period vs. Average Selling Price Erosion APLC Price Erosion 3% 9% 12% 12% 12% 13% 14% 12% 11% 9% 8% 2% 1% 2% 8% 10% 13% 14% 14% 14% 9% 2% 1% 0% 2% 4% 6% 8% 10% 12% 14% 16% D D+1 D+2 D+3 D+4 D+5 D+6 D+7 D+8 D+9 D+10 D+11 D+12 SS Best 3 LG Best 3 100 102 97 96 94 88 87 86 85 84 80 80 72 100 97 94 93 92 91 86 86 86 86 86 82 80 70 75 80 85 90 95 100 105 D D+1 D+2 D+3 D+4 D+5 D+6 D+7 D+8 D+9 D+10 D+11 D+12 LG Best 모델은 평균 출시 6개월 이후에 Decay뼟 직늴. 하지만 Decay 기울기가 상대적으로 큟. 후속 모델 쥰기 안착에 효과적인 모형. 쥰기/신속 Replacement? 다(多) 모델 전략 ? Samsung Best 모델은 Decay에 진입한 D+7~D+10 시기에 판가인하 조치로 Decay 가속화에 마찰렼 부여. 후속 Replacement 부재? Benchmarking Competitors: Price - Life Cycle with Price erosion
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