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Ch1 Defining Marketing in the New Reality

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Ch1 Defining Marketing in the New Reality

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VCoach Bong De Ungria

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The document discusses the evolving landscape of 21st century marketing, emphasizing its critical role in business survival and growth. It outlines key concepts, such as the importance of marketing for all entities, the necessity for holistic strategies, and the need for companies to adapt to increased competition and consumer power. Additionally, it highlights the requirement for marketing to accomplish eight essential tasks to remain effective. - View online for free

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Nitz M. De Pano
https://www.youtube.com/watch?v=GtYCD_M0D7o

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ch9 creating brand equity V78 Antonita M  De Pano

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Chapter 9: Creating Brand Equity on slideshare

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Chapter 9: Creating Brand Equity on slideshare

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https://www.slideshare.net/AntonitaMacaraegDePa/cosla-ppt-ch9-creating-brand-equity-v78-antonita-m-de-pano

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One of the most valuable intangible assets that give benefits to both customers and firm is its brand. And it is incumbent on marketing to properly manage their value. Building a strong brand is both an art and a science. It requires careful planning, and a deep long-term commitment. The key to branding is the perceived differences from its competitors!

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Cosla ppt ch9 creating brand equity v78 antonita m. de pano

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One of the most valuable intangible assets that give benefits to both customers and firm is its brand. And it is incumbent on marketing to properly manage their value. Building a strong brand is both an art and a science. It requires careful planning, and a deep long-term commitment.

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Ch10 Crafting the Brand Positioning. Restorer Lily Chua. https://youtu.be/9wGsko77KrA 

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Ch10 Crafting the Brand Positioning. Restorer Lily Chua. https://youtu.be/9wGsko77KrA 

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COSLA Ch10  CRAFTING the BRAND POSITIONING  Dr LilyChua ppt v78

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Kotler's definition: "Positioning is the act of designing a company's offering and image to occupy a distinctive place in the minds of the target market."

It is being different from your competitors, and occupying a niche in the customers' mind.

Item #1 in the objectives, How to develop and establish brand positioning in the market.
Developing a positioning requires the determination of a competitive frame of reference. A company's closest competitors are those who make similar offers, seeking to satisfy the same customers for the same needs. Competitor products can be alternatives or substitutes to the same products you offer because of the close association. A good brand positioning is exemplified by Botika Sto. Cristo, a pioneer local drugstore in Tarlac which is able to compete with national brands like Mercury Drug and The Generic Pharmacy. The same brand positioning is achieved by the latest addition Loving Mother General Hospital, along the line-up of institutional hospitals like CLDH , RGH & JMC.

After determining the frame of reference, next is to analyze your competitor using both industry and market-based analyses. A company needs to gather information about each competitor's real and perceived strengths and weaknesses. Table 10.2 shows the results of a company survey that asked customers to rate its three competitors, A, B, and C, on five attributes. Competitor A turns out to be well known and respected for producing high-quality products sold by a good sales force, but poor at providing product availability and technical assistance. Competitor B is good across the board and excellent in product availability and sales force. Competitor C rates poor to fair on most attributes. This result suggests that in its positioning the company could attack Competitor A on product availability and technical assistance and Competitor C on almost anything, but it should not attack B, which has no glaring weaknesses.

Item #2 of the objectives- How marketers identify and analyze competition.
Brands of the same category have close associations because of the characteristics and the benefits they offer to satisfy the same target market.
Points-of-difference (PODs) are attributes or benefits that consumers strongly associate with a brand. These associations are favorably evaluated by the consumers who believe that they could not find to the same extent with a competitive brand. POD is what makes a product unique like no other.
There are 3 key criteria to determine whether a brand association can truly function as a point-of-difference; and these are desirability, deliverability, and differentiability.
Consumers must see the brand association as personally relevant to them. A product's unique feature w/c the company finds important.. must be interesting and relevant to the needs of the consumers.

Points-of-parity (POPs), on the other hand, are attribute or benefit associations that are not necessarily unique to the brand but may in fact be shared with other brands.

These types of associations come in two basic forms: category and competitive. Category points-of-parity are attributes or benefits that consumers view as essential to a legitimate and credible offering within a certain product or service category. Competitive points-of-parity are associations designed to overcome perceived weaknesses of the brand. A competitive point-of-parity may be required to either (1) negate competitors' perceived points-of-difference or (2) negate a perceived vulnerability of the brand as a result of its own points-of-difference.

Often the key to positioning is not so much achieving a POD as achieving a POP! Though iPhone has unique functions like no other, android phone Hua Wei is just as good as iPhone in many ways and will get a good market share because of perceived comparable satisfaction to many customers.

Marketers typically focus on brand benefits in choosing the points-of-parity and points-of-difference that make up their brand positioning. For choosing specific benefits as POPs and PODs to position a brand, perceptual maps may be useful. Perceptual maps are visual representations of consumer perceptions and preferences. They provide quantitative portrayals of market situations and the way consumers view different products, services, and brands along various dimensions. By overlaying consumer preferences with brand perceptions, marketers can reveal "holes" or "openings" that suggest unmet consumer needs and marketing opportunities.
For example, Figure 10.1 (a) shows a hypothetical perceptual map for a beverage category. The four brands-A, B, C, and D-vary in terms of how consumers view their taste profile (light versus strong) and personality and imagery (contemporary versus modern). Also displayed on the map are ideal point "configurations" for three market segments (1, 2, and 3). The ideal points represent each segment's most preferred ("ideal") combination of taste and imagery.

Brand mantra is an articulation of the heart and soul of the brand. It is designed with internal purposes in mind... to
1. Communicate and define its boundary; what the brand is and what it is not.
2. Simplify the brand and be memorable.
3. Inspire the employees of being authentic and personally meaningful.

To further focus the intent of the brand positioning and the way firms would like consumers to think about the brand, it is often useful to define a brand mantra. A brand mantra is an articulation of the heart and soul of the brand and is closely related to other branding concepts like "brand essence" and "core brand promise." Brand mantras are short, three- to five-word phrases that capture the irrefutable essence or spirit of the brand positioning. Their purpose is to ensure that all employees within the organization and all external marketing partners understand what the brand is most fundamentally to represent with consumers so they can adjust their actions accordingly. Internally, Nike marketers adopted the three-word brand mantra, "authentic athletic performance," to guide their marketing efforts. Thus, in Nike's eyes, its entire marketing program-its products and how they are sold-must reflect those key brand values.

A brand bull's eye is intended for everyone in the organization so it guides their words and actions, consistent with their brand mantra.

To build a strong brand and avoid the commodity trap, marketers must start with the belief that you can differentiate anything. Competitive advantage is a company's ability to perform in one or more ways that competitors cannot or will not match. Few competitive advantages are sustainable. At best, they may be leverageable. A leverageable advantage is one that a company can use as a springboard to new advantages, Progressive gained a competitive advantage in the mid-1990s when it became one of the first auto insurance companies to sell direct to consumers via the Internet. The company's early adoption of technology enabled it to offer a unique service: In addition to providing free online quotes for its own policies, Progressive also provided quotes from up to three competitors.

The key to competitive advantage is relevant brand differentiation. Consumers must find something unique and meaningful about the market offer.

Good positioning should have both rational and emotional components appealing both to the head and the heart.

The MARKET IS A TRADE WAR. A firm should monitor three variables when analyzing potential threats posed by competitors:
1. Share of market-The competitor's share of the target market.
2. Share of mind-The percentage of customers who named the competitor in responding to the statement, "Name the first company that comes to mind in this industry."
3. Share of heart-The percentage of customers who named the competitor in responding to the statement, "Name the company from which you would prefer to buy the product."

There's an interesting relationship among these three measures. Table 10.3 shows them as recorded for three hypothetical competitors. Competitor A enjoys the highest market share but is slipping. Its mind share and heart share are also slipping, probably because it's not providing good product availability and technical assistance. Competitor B is steadily gaining market share, probably due to strategies that are increasing its mind share and heart share. Competitor C seems to be stuck at a low level of market, mind, and heart share, probably because of its poor product and marketing attributes.

Narrative branding as based on deep metaphors that connect to people's memories, associations, and stories. There are five elements of narrative branding: (1) the brand story in terms of words and metaphors, (2) the consumer journey in terms of how consumers engage with the brand over time and touch points where they come into contact with it, (3) the visual language or expression for the brand, (4) the manner in which the narrative is expressed experientially in terms of how the brand engages the senses, and (5) the role/relationship the brand plays in the lives of consumers. Based on literary convention and brand experience, we can use this framework for a brand story:
* Setting. The time, place, and context
* Cast. The brand as a character, including its role in the life of the audience, its relationships and responsibilities, and its history or creation myth
* Narrative arc. The way the narrative logic unfolds over time, including actions, desired experiences, defining events, and the moment of epiphany
* Language. The authenticating voice, metaphors, symbols, themes, and leitmotifs
McDonald's has developed its story over the years using characters like Ronald and Hamburglar.

www.linkedin.com/in/lilia-serrano-chua/

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Cosla ch10. crafting the brand positioning. dr.lily chua ppt v78

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Kotler's definition: "Positioning is the act of designing a company's offering and image to occupy a distinctive place in the minds of the target market." It is being different from your competitors, and occupying a niche in the customers' mind. Item #1 in the objectives, How to develop and establish brand positioning in the market.

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Chapter 2: Developing Marketing Strategies

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Chapter 2: Developing Marketing Strategies

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Successfully reported this slideshow.

AGSB CLDH MARKETING MANAGEMENT V78

1. 1. www.linkedin.com/in/mar-jay-gulapa-patho/ 1 MAR-JAY S. GULAPA, MD, DPSP Ateneo Graduate School of Business DEVELOPING MARKETING STRATEGIES AND PLANS (A GLANCE AT THE MARKETING SETTING) Understanding Marketing Management

2. 2. www.linkedin.com/in/mar-jay-gulapa-patho/ QUESTIONS AND OBJECTIVES: MARKETING: 1. How does it affect customer value? 2. How is strategic planning carried out at different levels of the organization? 3. What does a marketing plan include?

3. 3. www.linkedin.com/in/mar-jay-gulapa-patho/ OUTLINE: MARKETING STRATEGIES AND PLANS... 1. How does it affect customer value? Fine tuning of value delivery process and choosing, providing and communicating superior value

4. 4. www.linkedin.com/in/mar-jay-gulapa-patho/ OUTLINE: MARKETING STRATEGIES AND PLANS... 2. How is strategic planning carried out at different levels of the organization? PIC Planning Implementation Control

5. 5. www.linkedin.com/in/mar-jay-gulapa-patho/ OUTLINE: MARKETING STRATEGIES AND PLANS... 3. What does a marketing plan include? 5'S Summary Strategy Situational analysis eStimating (projecting) budget Switch (control)

6. 6. www.linkedin.com/in/mar-jay-gulapa-patho/ 1. HOW DOES MARKETING AFFECT CUSTOMER VALUE? TASK: DELIVER CUSTOMER VALUE AT A PROFIT VALUE DELIVERY PROCESS VALUE CHAIN CORE COMPETENCIES HOLOSTIC MARKETING ORIENTATION STRATEGIC PLANNING

7. 7. www.linkedin.com/in/mar-jay-gulapa-patho/ 2. HOW IS STRATEGIC PLANNING CARRIED OUT AT DIFFERENT LEVELS OF THE ORGANIZATION? PLANNING IMPLEMENTATION CONTROL 1.

8. 8. www.linkedin.com/in/mar-jay-gulapa-patho/ 2. HOW IS STRATEGIC PLANNING CARRIED OUT AT DIFFERENT LEVELS OF THE ORGANIZATION?

9. 9. www.linkedin.com/in/mar-jay-gulapa-patho/ CENTRAL ROLE OF STRATEGIC MARKETING PLAN * STRATEGIC VALUE PROPOSITION ANALYSIS OF MARKETING OPPORTUNITIES TARGET MARKETING DECISIONS

10. 10. www.linkedin.com/in/mar-jay-gulapa-patho/ CENTRAL ROLE OF STRATEGIC MARKETING PLAN * TACTICAL * Product features * Promotion * Merchandising * Pricing * Sales channels * Service

11. 11. www.linkedin.com/in/mar-jay-gulapa-patho/ 3. WHAT DOES A MARKETING PLAN INCLUDE? EXECUTIVE SUMMARY MARKETING STRATEGY SITUATIONAL ANALYSIS FINANCIAL PROJECTIONS IMPLEMENTATION CONTROLS

12. 12. www.linkedin.com/in/mar-jay-gulapa-patho/ LOCAL APPLICATION LABORATORY: TOP EARNER

13. 13. www.linkedin.com/in/mar-jay-gulapa-patho/ OUTLINE: MARKETING STRATEGIES AND PLANS... 1. How does it affect customer value? Fine tuning of value delivery process and choosing, providing and communicating superior value

14. 14. www.linkedin.com/in/mar-jay-gulapa-patho/ OUTLINE: MARKETING STRATEGIES AND PLANS... 2. How is strategic planning carried out at different levels of the organization? PIC Planning Implementation Control

15. 15. www.linkedin.com/in/mar-jay-gulapa-patho/ OUTLINE: MARKETING STRATEGIES AND PLANS... 3. What does a marketing plan include? 5'S Summary Strategy Situational analysis eStimating (projecting) budget Switch (control)

16. 16. www.linkedin.com/in/mar-jay-gulapa-patho/ 16 MAR-JAY S. GULAPA, MD, DPSP Ateneo Graduate School of Business DEVELOPING MARKETING STRATEGIES AND PLANS (A GLANCE AT THE MARKETING SETTING) Understanding Marketing Management

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Cosla chapter 2 developing marketing strategies(a glance at marketing setting) mar jay gulapa ppsx v78

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Successfully reported this slideshow. AGSB CLDH MARKETING MANAGEMENT V78 1. www.linkedin.com/in/mar-jay-gulapa-patho/ 1 MAR-JAY S. GULAPA, MD, DPSP Ateneo Graduate School of Business DEVELOPING MARKETING STRATEGIES AND PLANS (A GLANCE AT THE MARKETING SETTING) Understanding Marketing Management 2. www.linkedin.com/in/mar-jay-gulapa-patho/ QUESTIONS AND OBJECTIVES: MARKETING: 1. How does it affect customer value? 2.

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Chapter 6 Analyzing Consumer Markets (Analyzing the Buyers' Psyche)

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Ch 20. Introducing New Market Offerings        Mylab Terit Enrile

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Ch 20. Introducing New Market Offerings        Mylab Terit Enrile

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https://youtu.be/Uh2FokBs3TI

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COSLA Chapter 20 Introducing New Market Offerings  More Than Innovation Ma Theresa T  Enrile v78 wit

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https://www.slideshare.net/MaTheresaEnrile/cosla-chapter-20-introducing-new-market-offerings-more-than-innovation-matheresa-t-enrile-v78?from_m_app=ios

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Chapter 2. Developing Marketing Strategies. Medical Ally. Mar-Jay S. Gulapa. https://www.youtube.com/watch?v=GQIgtLyXVn0

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Chapter 2. Developing Marketing Strategies. Medical Ally. Mar-Jay S. Gulapa. https://www.youtube.com/watch?v=GQIgtLyXVn0

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COSLA CHAPTER 2 DEVELOPING MARKETING STRATEGIES: A glance at marketing setting

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Rey Nardo
https://bit.ly/cosla13

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COSLA Chapter 13 Designing and Managing Services

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CH 13 designing and managing services on Slide share 

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CH 13 designing and managing services on Slide share 

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https://bit.ly/cosla13ss

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Cosla chapter 13 designing and managing services v78 reynaldo nardo

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Redefining Customer Experience v78 reynaldo nardo