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business
marketing strategy planning
Marketing Planning: Strategy, Environment And Context 1st Edition Blythe, Jim;Megicks, Phil - Solutions
4 A mistake is made in the original positioning. The breakfast cereal Ready Brek was originally launched in the UK as an instant porridge, aimed at people who liked porridge but did not like the messy saucepans it created. Unfortunately, real porridge fans did not take to the product – some did
3 New customer preferences are identified, such that they might be met with the existing product. For example, Lucozade was originally marketed as a drink for invalids, helping people to recover from illnesses. During the 1980s it was repositioned as an energy drink for athletes.
2 Consumer preferences change. This happened to Heinz Salad Cream in the UK. Consumers moved towards mayonnaise over a period of years, until eventually salad cream was repositioned as an ingredient rather than as a salad dressing.
1 A competitor produces something which is positioned head-on against the company’s brand and appears to be taking substantial market share.
8 Selectivity. People are selective in the information they take in and consequently may not position a product in the place the company would like them to. Positioning is largely about perception, and perception is, by its nature, both selective and synthetic. In other words, people select
7 Brand name. Having a good brand name helps ‘pigeonhole’ the product in people’s minds. For example, Cif cleaning products convey virtually nothing as a brand name, whereas Mr Muscle carries an image of strength and energy.
6 Country of origin. The country where a product is made will affect its brand values. Germany has a reputation for good engineering, Italy has a reputation for stylish design, and China has a reputation for cheapness. There are undoubtedlyGerman brands which are poorly engineered, ugly Italian
5 Attractiveness. The attractiveness of a brand may be a factor in some markets more than in others, but in any market where appearance counts, attractiveness will be a factor in positioning.
4 Reliability. Some brands have a reputation for reliability which makes them stand out from all others. Volkswagen is one example: the cars are regarded as extremely reliable, to the extent that a Volkswagen Sharan is regarded as a better car than a Seat Alhambra, even though they are in fact
3 Value for money. This does not necessarily mean being the cheapest. Value for money is the relationship between quality and price, so a cheap but poorly performing brand is not going to represent value for money in the same way as a well-made, medium-priced brand will.
2 Service. The service element of any brand is often a key differentiator. Offering a top-class service will certainly be a factor in positioning the brand.
1 Top of the range. Products in this position are regarded as being of the highest quality and probably also as the most expensive. Being the most expensive is not necessarily a drawback – plenty of people like to buy the top of the range, whether it is a consumer buying a prestige gift for a
5 Why might the company seek to expand by acquisition rather than expand organically?
4 What positives might there be for the company’s railway-building business?
3 Why does the company not target house building?
2 What strengths does the company bring to construction of airports?
1 Why has Balfour Beatty targeted the underground railway business?
5 What are the dangers of targeting marginal segments?
4 What are the problems of extending the brand to new segments?
3 Why do firms need to target multiple segments?
2 Why is there no need for a product if there is no competition?
1 What defines whether a segment is accessible or not?
‘ Targeting marginal segments can lead to the discovery of new main segments.
‘ There is a risk of losing brand focus if the firm targets several segments.
‘ Most firms need to target several segments.
‘ If there is no competition, there is no need for the product.
‘ Risk needs to be assessed, possibly on a weighted basis.
‘ Segments must be measurable, accessible, substantial, congruent and stable if they are to be worth targeting.
5 It must be stable. The members of the segment should remain within it for a reasonable period of time. Equally, the basic needs of the members should remain stable over a reasonable period of time. Of course, what is reasonable in some cases may not be in others – no one expects a baby to stay
4 It must be congruent. Members of the segment must have needs similar enough that they can be targeted with a single product offering, or at least one which requires minimal adaptation.
3 It must be substantial. The segment should be large enough to be worth targeting. Obviously this is a consideration that applies to different firms in different ways. A segment that is too small for one firm may be the right size for another; equally, a small firm with very limited resources will
2 It must be accessible. This means there should be some way of contacting the members of the segment. If we cannot communicate effectively with them, we have no chance of promoting our brands. Accessibility also implies that we can deliver our products to the segment – if there is no way of
1 It must be measurable, or definable. If we cannot identify the members of a segment, we are not in any position to approach them with a product offer. Equally, if we cannot measure the size of the segment, we have no way of knowing whether there are enough potential customers in the segment to
‘ Describe the advantages and difficulties of targeting marginal segments.
‘ Explain some of the problems of targeting more than one segment.
‘ Explain why firms need to target more than one segment.
‘ Explain how competition relates to assessing a target market.
‘ Understand how risk can be assessed when selecting targets.
‘ Assess which segments are worth targeting.
5 What is the purpose of providing internal flights from both BMI Regional and BMI Baby?
4 Why operate from so many regional airports?
3 Why offer a separate business class?
2 What are the implications of operating BMI Baby as a separate brand?
1 How does the airline market segment?
5 What are the main problems in segmenting global markets?
4 How might a company identify savvy consumers?
3 Why is segmentation by age or by gender unreliable?
2 How can a priori segmentation be carried out?
1 Why is a single segmentation base insufficient?
4 Disabled and infirm gardeners (behavioural, psychographic and situational factors).
3 Well-off older people with large gardens (age, wealth, situational and behavioural factors).
2 Women with money to spend on their hobby (wealth, gender, behavioural and psychographic variables).
1 Time-constrained younger men looking for a quick solution (behavioural, gender, age and situational factors involved).
‘ The nested approach to segmentation is essential in business-to-business markets, and extremely useful in business-to-consumer markets
‘ Lifestyle segmentation relates directly to purchase behaviour, as do all behavioural segmentation approaches.
‘ Segmentation by ethnicity has become blurred in recent years.
‘ Segmentation by age is often unreliable, as is segmentation by gender.
‘ Segmentation can be a priori (carried out before any business is done with the customer group) or a posteriori (carried out after having some experience of dealing with the customers).
‘ The main segmentation bases are behavioural, psychographic and profile. Within these general categories there are many sub-bases.
5 Middle ground. Finding a basis for differentiation is difficult in these circumstances, so marketers will probably have to fall back on traditional segmentation variables.
4 Low NATID with low consumer ethnocentrism. This combination means that standardised products can succeed well if the country is highly homogeneous, but if the market is heterogeneous the segmentation will need to focus on psychographic or other variables.
3 High NATID coupled with low consumer ethnocentrism. Here the aim is to determine which of the key dimensions of national identity would be most helpful in segmenting the market. Standardised (global) products can compete extremely well when the marketing mix is adjusted correctly.
2 Low NATID with high ethnocentrism. Standardised (i.e. global) products can succeed well, but the threat of imported products needs to be downplayed and the benefits to the nation as a whole need to be explained in any promotions. An example of this type of situation is Hong Kong, which has little
1 High NATID coupled with high ethnocentrism. Customised products with high local content are most likely to succeed in these markets because these consumers share a strong belief in their history and culture, and believe foreign cultures are somehow inferior. Examples offered by Phou and Chan are
3 Belief system. This is the shared set of beliefs people have about the way society should operate. These beliefs are the basic foundations of behaviour in any culture. 4 Consumer ethnocentrism. This is the degree to which people believe that their culture is ‘right’ and everyone else’s
2 Cultural homogeneity. This is the degree to which people within a given culture agree on its basic tenets.
1 National heritage. This is the degree to which national history pervades the thinking of people from the culture.
4 Decision-making unit (DMU) personal characteristics. This would include their risk tolerance, their loyalty to their current supplier, their age and experience, and their education level.
3 Application. This means the end use to which the product will be put and the importance of value-in-use (the money made or saved by using this product rather than another).
2 Customer variables. This would include the make-up of the decision-making unit at the purchasing company, the importance of the purchase, their attitude towards the product, and the corporate culture as it applies to buying new products (corporate innovativeness).
1 Vendor product attributes. This encompasses the overall value of the product, its quality, the reputation of the vendor, the innovativeness of the product from the purchaser’s viewpoint, the delivery reliability and the overall cost.
4 Purchasing situation. This includes the buying situation (whether it is a new task, a repeat purchase, or a modified rebuy). It also includes the purchasing firm’s attitude towards our firm and whether we have a good relationship with the decision-making unit.
3 Product required. This is a question of whether the customer company would require a standardised product or a customised product.
2 Operations. This would include the type of technology used, the level of use of the products on offer (heavy, medium, light, etc.) and whether the firm has centralised or decentralised purchasing.
1 Demographics. This includes industry classification, for example using the North American Industry Classification System (NAICS) which categorises firms according to what they produce. Firms might also be classified as original equipment manufacturer (OEM) firms which make end products to sell
3 Psychographic and demographic variables are almost always inappropriate because business buyers are (at least in theory) less influenced by personal factors.
2 There are many more customers in consumer markets than is the case in business-tobusiness markets, so a greater degree of customisation is usually necessary.
1 Consumer markets are characterised by customers who are the end users for the products, or at least are very close to the end users. Business buyers do not themselves use the products in most cases.
6 They are empowered by the expectation of firms, because they know how to manipulate marketers.
5 They are empowered by their self-efficacy, in other words they know that they are competent consumers.
4 They are marketing-literate: they understand what marketers are doing to try to influence them.
3 They are good at online networking.
2 They are competent in interpersonal networking.
1 They are competent in technology, especially communications technology.
9 Integrated. The integrated group like to be respected and to respect others, but they do not let this drive their lives: they still like to act independently, to satisfy their internal drivers, but can equally be respectful of the feelings of others.
8 Achievers. These people look for respect from other people and therefore are customers for prestige products such as upmarket cars, designer clothing and branded goods (Zhinkan and Shermohamad 1986).
7 Emulators. These people take their cues from their neighbours and others. They are susceptible to suggestions from marketers and will typically follow fashion and be interested in what opinion leaders such as celebrities do and say.
6 Societally conscious. This group tends to be cause-oriented, the kind of people who become activists of one kind or another and who become involved in charity work, pressure groups and political parties (Donnelly 1970).
5 Experientals. These people seek out new experiences, so are customers for travel, concerts, unusual foods, experiential gifts such as hot-air balloon flights or Formula One driving experiences, and adventurous pursuits such as climbing and windsurfing.
4 I-am-me. These people live their lives regardless of what others think, and sometimes with little regard for other people’s comfort. They tend not to be heavy consumers, but often represent the more creative element in society. The artists, musicians and writers who make (and spend) very
3 Belongers. These people can meet their basic needs comfortably and have enough spare resources to join with mainstream society. They are not excluded by reason of their poverty.
2 Sustainers. These people are slightly better off than survivors, but are still poor and have few choices available.
1 Survivors. These people have extremely limited income and wealth, and can barely manage to survive. They live in poverty and struggle to maintain any kind of lifestyle. They have very limited choices.
3 Sometimes people adopt food and clothing from other parts of the world as a way of identifying with them. For example, African Americans sometimes wear Africanstyle clothing in order to identify with Africa, even though they have never been to Africa and are unlikely to go (deBerry-Spence and
2 There is so much world travel and migration that boundaries become blurred. People come back from foreign travel with new ideas and needs, and migrants take their eating and clothing habits with them.
1 It is often used for the firm’s convenience, not for the customers. Salespeople are usually allocated geographical territories in order to minimise travel times, for example.
6 Attitude towards the product. In some cases, non-users or ex-users may have formed such negative attitudes towards the product that they will never be persuaded to change their minds.
5 Buyer readiness stage. All buyers go through a series of stages before reaching the final purchase decision. Some people may be unaware that the product exists, whereas others may be at the point of making a decision. Although the buyer readiness stage does not affect the product offering
4 Usage. People may be heavy users, medium users, light users, ex-users or non-users. Finding out why people have become ex-users or non-users can be very useful for a company. Often, ex-users represent the most lucrative market since they are already familiar with the product. In recent years,
3 Purchase behaviour. This covers a lot of possibilities. Some people shop online because they find it convenient and time saving, others because they find it easier to seek out bargains. Some people enjoy browsing in second-hand shops for bargains; such people are not necessarily poorer than those
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