Beruflich Dokumente
Kultur Dokumente
asirsi@schulich.yorku.ca
Professional Work
Consulting
Royal Bank
Bayer
International Paper
Glaxo Smithkline
Imperial Oil
Manulife Financial
TELUS
Farm Credit Canada
Schneider Electric asirsi@schulich.yorku.ca
Next steps
Profile customers
Customer needs
asirsi@schulich.yorku.ca
Speed
Bad research
Failure to communicate value
Failure to think strategy
Data providers v. strategy advisors
Not helping marketing function play a pivotal role in
organization
Not recognizing cross-functional impact of research
asirsi@schulich.yorku.ca
asirsi@schulich.yorku.ca
Enabling success
U&A studies
Premium vitamin example
asirsi@schulich.yorku.ca
asirsi@schulich.yorku.ca
10
11
12
Key Requirements
A Focus on the fundamentals
Strong strategies
Marketing Plans
Customer value propositions
Solid execution
Customer-focused Sales Plans
asirsi@schulich.yorku.ca
13
Value Elements
Effective management of uncertainty &
volatility
Anticipates change/ innovations
Creates customer solutions/value
Helps customer build a brand
Differentiate
Adopts best practices
Responds to failures &
emergencies quickly
Flexible culture
Marketplace
Agility
On time deliveries
Quality product
Competitive on cost
Basic Care
asirsi@schulich.yorku.ca
Source: R. Spradley
Gain
Parity
Decay
14
Profit Potential
rove
p
m
I
Stage 2
Stage 3
s
ilitie
b
a
Cap
Stage 4
Business
System
Innovator
Value
Proposition
Leader
Functional
Excellence
Sales Driven
Intimate
Volume focused
Characteristics
Functional
excellence in
Marketing & Sales
Profit focused
Manage customer
and product
portfolios for optimal
profit
knowledge of
customer segments/needs Innovation of new business
systems to meet specific
Focus on value
segment/customer needs
proposition and value
prop delivery systems
Partnerships
Efforts to better meet
Industry-shaping
customer needs, reduce marketing initiatives
cost to serve and beat
competition
asirsi@schulich.yorku.ca
15
Business Strategy
3-5 Year Horizon
High-level strategy
Resource Allocation
Capital Allocation
Budgets
Performance Measurement
KPM (key performance
measures)
asirsi@schulich.yorku.ca
16
17
Be a page turner
Make money
Give firm a competitive edge in the marketplace
Provide common direction to all functions
Provide the business with a play book to
approach its markets in a disciplined manner
Provide the foundation for true organizationwide change
asirsi@schulich.yorku.ca
18
19
asirsi@schulich.yorku.ca
20
asirsi@schulich.yorku.ca
21
Entertainment
Software
Manufacturing
asirsi@schulich.yorku.ca
22
Performance
Value
Entertainment
User-friendly
products
May consider price
premium if case
made
Product
consistency
Will not consider
price premiums
Software
Proactive technical
support
Willing to pay price
premiums
Quick turnaround
May consider price
premium if case is
made
Basic quality
Will not consider
price premiums
Manufacturing
Consistent product
quality
Very willing to
consider price
premiums if case is
made
Diversified product
line
Competitive on
price
asirsi@schulich.yorku.ca
23
asirsi@schulich.yorku.ca
24
Performance
Value
Entertainment
Grade A product
Dedicated TS
team
Product quality
guarantee
Dedicated TS team
Grade B product
Charge for TS
Software
Grade AA product
Inventory
management
Quick turnaround
Ability to do short
runs
Grade BB product
Sales materials
Manufacturing
Grade A product
Custom solutions
team
Cost containment
Security of supply
Diversified product
line
Competitive on
price
asirsi@schulich.yorku.ca
25
Sales
Review
Sales And
Customer
Plans
Sales
Implementation
asirsi@schulich.yorku.ca
26
Sales Plan
Look and feel similar to marketing plan
Sections lifted from marketing plan
asirsi@schulich.yorku.ca
27
asirsi@schulich.yorku.ca
28
R&D:
R&D:
Create
Create
differentiated
differentiated
value
value
Sales:
Sales:
Communicate
Communicate
andcapture
capture
and
customer
customer
value
value
Finance:
Finance:
Understand
Understand
costtotoserve
serve
cost
and
and
opportunity
opportunity
cost
cost
Operations:
Operations:
Deliver
Deliver
customer
customer
value
value
asirsi@schulich.yorku.ca
29
30
31
Rhetoric v. reality
Are you really structured to be strategic?
asirsi@schulich.yorku.ca
32
33
Resources
AMA web seminar
www.marketingpower.com/AMA
webcasts/marketing strategy
asirsi@schulich.yorku.ca
34
Website: www.sirsimarketingsales.com
Email: asirsi@schulich.yorku.ca
Phone: (416) 486 8490
Work: Schulich School of Business at York
University, Toronto, Canada
asirsi@schulich.yorku.ca
35