Slides for APMEA
Download as PPTX, PDF0 likes279 views
The document discusses various marketing strategies and frameworks for achieving growth, including exploring new opportunities through innovation and diversification. It emphasizes understanding customer value and aligning finance and marketing functions. Various models are presented for assessing growth opportunities, such as the Ansoff Matrix for evaluating product/market expansion and the concept of addressing "growth gaps" in areas like customer acquisition, loyalty, and margins. Overall, the key message is on developing integrated strategies to generate future sales and profits through innovative approaches to meeting customer needs.
Slides for APMEA
- 1. Market leadership Explosive topline growth Failan Saleem
- 2. Plan • Discovery consist of looking at the same thing as everyone else and thinking what nobody has thought alberszent-gyogi
- 3. Perspective Marketing Innovation Happy customers Loyal customers Cash flow Profit EVA
- 4. “The customer is simply the fulcrum (core) of the business and everything from production to supply chain, finance, risk management, personnel management and product development all adapt to and converge on the business value proposition that is projected to the customer”. Perspective (The Customer Information Wars, Sean Kelly, Wiley, 2005
- 5. Purpose Profit improvement Productivity improvement Sales growth Product development Market development Market penetration Change asset base Existing assets Cost reduction Improve asset utilisation (experience and efficiency) Increase price / reduce discounts Improve product / sales mix (margins) New markets Existing markets Convert non- users New segments Take competitors’ customers Increase usage Growth focusCash and margin focus Investment • Innovation • Diversification Divestment • Redevelopment of capital resources Capital Utilisation focusProfessor Malcolm McDonald
- 6. Asset Base Define markets & understand value Determine value Proposition Deliver value Monitor value Finance & marketing alignment
- 7. • How does the company plan to generate its predicted future sales and profits? • Will the marketing strategy on which these plans are based work? • Will this strategy create shareholder value, given its inherent level of risk? Transactional or transformational?
- 8. • Control • Curtailment • Consolidation My experience
- 9. Model 1 :Ansoff matrix Market Penetration Product Development Market Extension Diversification Present New increasing technological newness newness increasing market newness Present New PRODUCTS MARKETS Professor Malcolm McDonald
- 10. • Burger king :Satisfries • Maccafe : Iced smoothies and frappes • Digital engagement • Drink destination and food destination Food destination or Drink destination
- 11. Starbucks
- 12. • Store loyalty? • Satisfaction ? • Sales from new customers? • Average purchase value Quiz
- 13. How much value does Starbucks add? Cost of coffee bean when harvested = $0.50/lb. Value realized by Starbucks from selling cup of coffee = $230/lb. AN INCREASE IN VALUE OF +46,000%
- 14. Numbers don’t speak for themselves Purchase Criteria Importance Market ratings (0-10) Us Them Product offer 45% 8.2 7.8 Customer service 25% 7.1 7.1 Experience 20% 5.4 7.2 VFM 10% 9.2 6.6
- 15. • Whilst accountants do not measure intangible assets, the discrepancy between market and book values shows that investors do. Expenditures to develop marketing assets make sense if the sum of the discounted cash flow they generate is positive. Investment in marketing
- 16. What's wrong with this table?
- 17. • Competition : market entry or new product • Customer: assumed , effect of CRM, product recall • How we calculate profit: TR-TC=TP • Cut spending? example advertising? Cutting cost is not a good thing or bad thing, the tools forces us to do that What's not in the spreadsheet
- 18. • Insanity “ doing the same things over and over again and expecting different results” • Business insanity “ Doing the same things over and over again and expecting different results” Business insanity Are you caught in the EVM trap?
- 19. • Acquisition gap : emerging segments • Customer gap: acquisition • Loyalty gap: purchase frequency • Expansion gap: average items purchased • Margin gap: average price paid Model 2 : Growth gaps
- 20. Market Space Cool Places: where the latest trends emerge Hot Spots: Where the new competition is Black Holes: Where old brands die White Spaces: Where nobody has ventured
- 21. The concept of More Segments Acquisitions Retention Sales
- 22. Thank you