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Strategic Brand Management Series Slide Presentation 1 By Suhas Wadwalkar What the Gurus Say!

What the gurus say

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Page 1: What the gurus say

Strategic Brand ManagementSeries

Slide Presentation 1

By Suhas Wadwalkar

What the Gurus Say!

Page 2: What the gurus say

Peter Drucker Philip Kotler

Igor AnsoffTheodore LevittTom Peters

Jagdish Sheth

C K Prahlad

The Gurus of StrategyKevin Keller

Albert Humphrey

Page 3: What the gurus say

The Father of Strategic Management

Igor Ansoff

DevelopedProduct-Market Growth Matrix

a tool he created to plot generic strategies for growing a business via existing or new

products, in existing or new markets.

Page 4: What the gurus say

Igor Ansoff

Ansoff’s Matrix

Page 5: What the gurus say

Consolidate current market position by focusing attention and Initiating marketing activities in the area of competitive advantage

The strategy choice

Igor Ansoff

Page 6: What the gurus say

Build on existing knowledge to explore new opportunities.

Invest in R & D, modifications, etc.

Example: Unilevers 3 in 1 dishwasher tablet to replace salt, detergent & rinse agents

The strategy choice

Igor Ansoff

Page 7: What the gurus say

Extend current products to new markets, new sales areas, segments, Uses.

Consider export or licensing.

Example : McDonalds spreading across the world

Igor Ansoff

The strategy choice

Page 8: What the gurus say

Horizontal diversification activities that are complimentary to the company’s existing activities.

Vertical diversification. Downward integration leading to precedingStage of production & upward to the succeeding stage of production

Conglomerate diversification where there is no relation to the current business activities.

The strategy choice

Igor Ansoff

Page 9: What the gurus say

Boston Consultancy Group

Created by Bruce Henderson

Used as an analytical tool in brand marketing, product management, strategic management

and portfolio analysis.

Growth Share Matrix

Page 10: What the gurus say

The BCG Matrix

Relative market share

Hig

h

LowM

arke

t Gro

wth

Rat

eHigh

Low

Page 11: What the gurus say

High growth / high share

The ‘stars’ generate good income although they consume heavy resources.

Need to be supported as they have the potential to become future ‘cash cows’.

Eg. Chronic segment

The BCG Matrix

Page 12: What the gurus say

The BCG Matrix

Low growth / High share

These are called ‘cash cows’ which generatemore revenues than they consume. Surplus revenues can be used to launch new products and support them .

Eg. Unienzyme

Page 13: What the gurus say

High growth / low share

The problem kids consume lots of energy but the return is meagre.Need to be supported since they hold promise of better future – Influenza vaccine

The BCG Matrix

Page 14: What the gurus say

The BCG Matrix

Low growth / low share

The dogs are products with low share and low market growth potential.They tend to become loss makers in future – Parenteral iron

Page 15: What the gurus say

The poet laureate of Marketing Academy

Known for the concept ‘Marketing Myopia’ & ‘Globalization’

He was the first guru to present his thoughts on PLC management from its birth till

retirement

Theodore Levitt

Page 16: What the gurus say

Time Scale

Theodore Levitt

Product life Cycle Stages & Management

Sale

s

Page 17: What the gurus say

Product life Cycle concept & Management

Introduction stage

The demand needs to be ‘created’Product needs to gain a foot hold in the market Sales are slow & creepy.Competition is limited

Theodore Levitt

Page 18: What the gurus say

Growth stage

Product acceptance gains groundSales start rising rapidlyCompetitors enter the marketProduct differentiation needs to be establishedMarketing efforts are stepped up

Product life Cycle concept & ManagementTheodore Levitt

Page 19: What the gurus say

Maturity stage

Peak volumes are reachedSales growth stagnatesMarket gets saturatedPrice competition intensifiesProfits are all time highCustomer services need to be stepped up

Product life Cycle concept & ManagementTheodore Levitt

Page 20: What the gurus say

Decline stage

Product gets irrelevant at the market placeSales start dippingProfits start decliningInnovation is required

Eg. New drug delivery systems

Need to look at possibilities of brand extension

Product life Cycle concept & ManagementTheodore Levitt

Page 21: What the gurus say

Multinational Marketing

M9M10

M7

M1

M11

M3

M2

M8M4

M5

M6

Theodore Levitt

Page 22: What the gurus say

Global Marketing

World as 1 market

Theodore Levitt

Globalization or Glocalization?

Page 23: What the gurus say

The glocalized brand

Page 24: What the gurus say

Mr Humph of Stanford Research Institute

Known for his contribution to ‘SWOT analysis’ & ‘Stake holders concept’

SWOT is technique used to evaluate internal & external factors involved in a project, venture

or product

Albert Humphrey

Page 25: What the gurus say

Threats

Internal

External

Albert Humphrey

Page 26: What the gurus say

What are we good at and are doing well

Product qualityProfitable marginsStrong sales forcePowerful marketingWide distributionBackward integration

Albert Humphrey

Page 27: What the gurus say

What are we not good at and are not doing well

Poor product qualityPoor marginsWeak sales forceSluggish marketingLimited distributionInadequate backward integration

Albert Humphrey

Page 28: What the gurus say

Favorable events & trends

Market growthEconomic boostPositive customer trendModerate competitionScope to expand

Albert Humphrey

Page 29: What the gurus say

ThreatsUnfavorable events & trends

Market saturationEconomic meltdownNegative customer responseStiff competitionGovernment obstaclesPoor raw material availability

Albert Humphrey

Page 30: What the gurus say

By Suhas Wadwalkar

Strategic Brand ManagementSeries

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