Upload
ewbua
View
349
Download
2
Embed Size (px)
Citation preview
1
Leading through differentiation
Copyright © Mark Тapley, 2009
Antonina Armashula
Co-founder, Marketing DirectorMark Tapley
INTRO. ABOUT ME
Copyright © Mark Тapley, 20092
INTRO. ABOUT MARK TAPLEY
Copyright © Mark Тapley, 20093
We help top managers of Ukrainian companies solve their business challenges by integrating global expertise into their everyday work.
Professional development events
Benchmarking research
Consulting
• Marketing and Sales• HR and People Skills• Corporate Performance Improvement• Information Management
Copyright © Mark Тapley, 2009
INTRO. OUR CLIENTS
4
PORTER GENERIC STRATEGIES
Copyright © Mark Тapley, 20095
Cost leadership Differentiation
Market segmentation
DIFFERENTIATION
Copyright © Mark Тapley, 20096
Process of distinguishing a product or offering from others, to make it more attractive to a particular target market.
Demonstrating unique aspects of a firm’s product and creating a sense of value.
Must be valued by BUYERS
Need to differentiate from competitors’ products as well as firm’s own.
3V MODEL
Copyright © Mark Тapley, 20097
Valued Customer
Value Proposition
Value Network
London Business School, N.Kumar
3V. VALUED CUSTOMER
Copyright © Mark Тapley, 20098
Strategic segments that require changes in the
company, not just marketing mix
VALUED CUSTOMER. EXAMPLE
Large enterprise
Have experience, trust and culture for investing in employees’ development
Have budget fro trainings, consulting
Consider educational events part of compensation or motivation of staff or partners
Events are the major communication channel with clients
Copyright © Mark Тapley, 20099
Basic Active
Usage Green field Competitor #2
Influence Popular guy Friends
Buyer Together with parents Self
Payer Parents (60%) Parents (40%)
Criteria Functional, Price limit Price to peers, Image
3 year position in segment Strong Weak
Age 10-18 8-30
Town size Less than 20K More than 20K
Idol Big city students ?
Other comments Regional offers?Wallet share possibly bigger
Heavy VAS users
VALUED CUSTOMER. EXAMPLE
10
Copyright © Mark Тapley, 200911
Business travelers (company pays)Entrepreneurs (self-paid)Vacationers (self-paid)Family-related (depends)
AIRLINES. CUSTOMER SEGMENTS
3V. VALUE PROPOSITION
Copyright © Mark Тapley, 200912
Offer that describes the quantifiable benefits
that individuals or organizations making an offer promise to deliver. Its development is based on a review and analysis
of the benefits, costs and value that an
organization can deliver to its customers.
Copyright © Mark Тapley, 2009
TO PUT IT SIMPLY
13
PRODUCT + SERVICE + PRICE + ATMOSPHERE + SMILE + EMOTIONS… =
EVERYTING THAT CLIENT RECEIVES WHEN MAKING A PURCHASE
EASYJET CASE
14
1. Isolate a relevant point-of-difference between you and one key competitor
3. Identify a single customer solving a specific problem
5. What is worrying the customer?• Costs, time, travel, risk, storage, handling,
downtime, parts and supplies, training, productivity, replacement
7. What are you good at?
9. What are you bad at?
ATTRIBUTE ANALYSIS
15
ATTRIBUTE ANALYSIS
Important So-so Not
Food
Safety
Connections
Departure time
Frequent flyer program
Price
Close to city
Internet access
Duty free
…
16
FOUR QUESTIONS
1. Which attributes that our industry takes for granted should be eliminated?
3. Which attributes should be reduced to below industry standards?
5. Which attributes should be increased to above industry standards?
7. Which new attributes should be created that the industry has never offered?
Kumar N. “Marketing as strategy”
17
Safety
Punctuality
Low price
Comfort
Convenience
Frills
Miles
Destinations
1. __________________
2. __________________
3. __________________
4. __________________
5. __________________
6. __________________
7. __________________
8. __________________
9. __________________
10. __________________
1. __________________
2. __________________
4. __________________
5. __________________
6. __________________
7. __________________
8. _________________
9. __________________
10. __________________
–
–
High Med. Low Customer benefitsPerformance
18
19
EXAMPLE: XIAMETER
22
DJUICE
Player 2
Player 3
Disadvantage Parity Advantage
Fair price
Youth VAS, High Quality
Ease of use
Refreshingly different communication
Entertainment
2G coverage and reliability
Accessibility of service
CUSTOMER VALUE CURVE
EXAMPLE: DJUICE
23
Tall Grande Venti
The share of a product increases
when it is the intermediate
option but decreases when it
is an extreme option
DIFFERENTIATION VS CANNIBALIZATION
24
OPT-IN VS OPT-OUT
25
Value +
Losses
Value -
$2,500 cash back
Cash back is more valuable than a price
reduction.
PSYCHOLOGY AND COMMUNICATION
26
3V. VALUE NETWORK
Copyright © Mark Тapley, 200927
How to deliver our offer to our client at
a profit
Decreasing variable costs Unbundled the offer, eliminating services or reducing performance to No free food or drink, lower secondary airport fees, lower commissions
with direct channels, no printed ticket costs
Decreasing fixed costs Low-cost headquarters, young staff, outsourcing, single plane type (1st
time purchasing, training costs), cost-saving culture
Generating additional revenue Volumes via making fixed costs ‘sweat’
More daily flights via quick plane turn-around times: Boarding (no seat assignments), secondary airports (less congestion), point-to-point (no waiting for connections), one plane type (inter-changeable pilots & attendants, spare parts, technical service), early check-in requirement, staff in-flight cleaning, pilot culture, no kitchen
More seats (no business class, no kitchen, minimal leg room) Price discrimination (dynamic pricing) Ancillary revenues (food, insurance, car rentals, etc.)
EXAMPLE: EASYJET
28
100% shared with Kyivstar Separate & differentiated
Music
Games IVR
Agents
100 UAH+
djuice GOAL
VALUE NETWORK: EXAMPLE
29
30