Case Study Analysis- Marketing

I want four analyses of 1500 words each from the same case study case study. I want four analyses of 1500 words each from the same case study case study.

Harvard referencing. All four analyses should have different ideas and theories.

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Students should critically analyse the case study. ” Gillette: Why Innovation might not be enough” follwoing the framework introduced in the lectures/ Seminars to identify 1-2 key challenges/ problems in the case and to recommend and justify alternative marketing strategies. You must analyse the case based on the information on the case. This means that even if you do your own research (eg. you find some additional data about about market trends) , and you use such information, you will not receive a mark for that.

An example of customer analysis table

Customer Segments Customer
characteristics

Customer
Preferences

Primary target

Secondary target 1

Secondary target 2 (if applicable)

Possibilities 1

Possibilities 2 (if applicable)

Avoid targets 1 (if applicable)

Avoid targets 2 (if applicable)

Table conclusion in the report: The evaluations of
company’s positioning and targeting strategies with
respect to identified customer segments in the
table.

Generic Example of a Case Study Analysis Report

Executive Summary

This document outlines the structure of the case study analysis report and the examples of basic
tables/figures that could be considered for different analyses. The structure of these tables is
simple and easy to produce in WORD. Students are encouraged to search for and use more
advanced frameworks, tables, and/or figures for each analysis. This document also provides
generic guidelines and examples based on information provided in the “Global ice cream wars”
case study.

In the executive summary, students can provide information about the Unilever in the ice cream
market and a brief overview of the challenges discussed in the case study. Brief information
about the industry emerging trends or the company’s vision/mission can be indicated in the
executive summary. Executive summary should be no more than 200 words (not included in
the word count). Please use font size 12 for the main body of the report and font size 10 for the
text in the tables and figures (i.e., similar to this example report). Please do not use small fonts
in the main text and tables/figures.

Table of Contents

Contents Page(s)
Executive Summary 1
Table of Contents 1
Situation Analysis – Analysis of Macro Environment

Situation Analysis – Analysis of Industry Competition and Competitors

Situation Analysis – Analysis of Customers

Internal Environment & SWOT Analysis

Evaluation of Current Strategies and Problem Statement

Alternative Strategies

References (optional)

Situation Analysis – Analysis of Macro Environment

Students should discuss key macro-environmental factors identified in Table 1 that influence
the industry and the studied company in the case study. The conclusion of this section should
be no more than 100 words. Identified factors can be presented as bullet points. If there is no
information in the case study concerning a macro environment factor (i.e., political), students
can leave the related row in the table blank. For instance, students can discuss the importance
of ice cream global market growth and related opportunities for Unilever.

Table 1. PESTLE Analysis

Macro-Level Factors Importance of key factors to the market or the company
Political Macro-level information related to the government

actions that may affect the business environment,
such as tax policies, Fiscal policy, and trade tariffs.

XYZ

Economic Macro-level information related to inflation,
employment, income, interest rates, taxes, trade
restrictions, tariffs, business cycle, Willingness to
spend, confidence, and spending patterns.

e.g., Economic growth in many
countries results growing the
global market for ice cream
around 3 per cent annually.
Market growth represent an
opportunity for companies in this
industry.

Socio-cultural Macro-level information related to cultural trends,
demographics, and population analytics.

XYZ

Technological Macro-level information related to innovations in
technology that may affect the operations of the
industry and the market favourably or unfavourably.

XYZ

Legal Macro-level information related to consumer laws,
safety standards, and labour laws. In some cases,
political and legal issues can be grouped in one
category.

XYZ

Environmental Macro-level information related to climate, weather,
geographical location, global changes in climate,
environmental offsets.

XYZ

Situation Analysis – Analysis of Industry Competition and Competitors

Students should discuss key micro-environmental factors that affect the industry competitive
intensity and market attractiveness. Students should also identify and assess the competitors in
the market. The conclusion of this section should be no more than 200 words. This section
includes two analyses:

First, the degree of industry competitive intensity and market attractiveness can be
assessed using Porter’s Five Forces framework. This framework assesses the competitive
intensity and, therefore, the attractiveness (or lack of it) of an industry in terms of its
profitability. An “unattractive” industry is one in which the effect of these five forces reduces
overall profitability. For instance, the global ice cream market is highly competitive due to
high intensity of rivalry and bargaining power of customers, but it is attractive for existing
companies -Unilever- given the high barriers for entry, low bargaining power of suppliers,
moderate threat of substitute products, and growing the market size. This market is unattractive
for new and small companies because of the high intensity of rivalry, bargaining power of
customers, and barriers to entry. Students can adopt different templates (i.e., figures, tables) to
present this framework and provide the conclusion of the analysis.

Table 2. Five Forces Analysis

Force Related Factors Assessment
Intensity of
rivalry

§ Number of competitors
§ Sustainable competitive advantage through innovation
§ Competition between online and offline organizations
§ Powerful competitors and level of advertising expense

High,
Moderate, or

Low

Threat of new
entrants

§ Patents & rights
§ Government policy such as sanctioned monopolies
§ Capital requirements
§ Economies of scale
§ Product differentiation
§ Brand equity & customer loyalty
§ Access to distribution channels

High,
Moderate, or
Low

Threat of
substitutes

§ Relative price performance of substitute
§ Buyer switching costs and ease of substitution
§ Perceived level of product differentiation
§ Number of substitute products in the market
§ Availability of close substitute

High,
Moderate, or
Low

Bargaining
power of
customers

§ Degree of dependency upon existing channels of distribution
§ Buyer switching costs
§ Buyer information availability
§ Availability of existing substitute products
§ Buyer price sensitivity
§ Differential advantage (uniqueness) of industry products

High,
Moderate, or
Low

Bargaining
power of
suppliers

§ Supplier switching costs relative to focal company switching costs
§ Degree of differentiation of inputs
§ Impact of inputs on cost and differentiation
§ Presence of substitute inputs
§ Strength of distribution channel
§ Supplier competition

High,
Moderate, or
Low

Second, students should identify key competitors, analyse competitors’ current and future
objectives (i.e., investment priorities), analyse competitors’ current strategies (i.e., current
target markets and marketing mix strategies), and competitors’ current resource profile (i.e.,
tangible and intangible assets, competitive advantage). Students can adopt different templates
(i.e., figures, tables) to outline competitors and provide the conclusion of the analysis. For
instance, Tables 3 outlined key competitors indicated in the “Global ice cream wars” case
study. The conclusion of this table should discuss the position of studied company (i.e.,
Unilever) in the market compared to its competitors, identify main current competitors (i.e.,
largest, strongest), and predict emerging competitors or emerging strategies of current
competitors.

Table 3. Competitor Analysis

Competitor Overview

Key success factors

Acquisition
strategy

Heavily
branded

product range

R&D
and

patents

Flexibility to
create new/local

flavours

Distribution
channel

Nestle (incl.
Dreyer and
Haagen Dazs in
USA, and
Scholler/
Mövenpick)

§ Brand competitor
– 15% world
market share

§ Target market:
Super-premium,
premium branded,
and regular.

++ +++ +++ +++ ++

Häagen Dazs –
rest of world

§ XYZ
§ XYZ n/a

* + + n/a –

Mars § XYZ
§ XYZ n/a ++ ++ n/a –

Baskin Robbins § XYZ
§ XYZ n/a + + n/a –

Other (i.e.,
Supermarket
brands)

§ XYZ
§ XYZ — — — n/a –

Optional: Comparison with studied
company – Unilever +++ +++ +++ +++ +++

* n/a: No applicable – Not indicated in the case study.

Situation Analysis – Analysis of Customers

This section is the conclusion of multiple principles/frameworks introduced in Chapter 4
(customer analysis), Chapters 7, 8, and 9 (Segmentation/Positioning/Selecting Target
Markets). For instance, please review Figure 4.2, Table 7.4, Figure 9.3 across Chapters 4, 7,
and 9 in the core textbook (Holley et al. 2017, 6th Edition) in order to define the segment’s
profile/characteristics. Please bear in mind that students may need to use insights from the
company’s resource portfolio (as part of internal environment analysis) before analysing and
completing Table 9.5 in Chapter 9. The conclusion of this section should be no more than 100
words. In this section, students should:
§ define the customer segmentation criteria (e.g., see Table 4);
§ identify primary target markets, secondary target markets, possibilities, and avoid target

markets; and,
§ evaluate the current studied company’s current segmentation, positioning, and targeting

strategies for identified market segments.

Table 4. Customer segmentation by price and quality

Segments Segment Profile/Characteristics
*

(Who? What? Where?)
Segment Preferences

(What? Why? How? When? Where?)
Primary target:
Premium branded

§ Lower-upper and upper-middle
social classes

§ Mainly customers from developed
economies (e.g., US and UK)

§ Relatively customers from
developing economies (e.g., South
Africa, China)

§ Good quality ingredients with individual, well-
known branded names, such as Mars, Magnum
and Extrême

§ Prices set above regular and economy categories
but not as high as above: high value added

Secondary target
1: Super-premium

§ Upper-upper and lower-upper social
classes

§ Customers from developed
economies (e.g., US and UK)

§ High quality, exotic flavours, e.g. Häagen-Dazs
Mint Chocolate Chip, Ben & Jerry’s Fudge

§ Very high unit prices: very high value added

Secondary target
1: Regular

§ Lower-middle and upper-lower
social classes

§ Customers from developed
economies (e.g., US and UK) and
emerging economies (e.g., South
Africa, China)

§ Standard-quality ingredients with branding
relying on manufacturer’s name rather than
individual product, e.g. Wall’s, Scholler

§ Standard prices: adequate value added but large-
volume market

Possibilities: Ice
cream for cold
weather

§ Upper-upper, lower-upper, and
upper-middle social classes

§ Customers from developed
economies (e.g., US and UK)

§ Good quality ingredients with individual, well-
known branded names

§ Prices set above regular and economy categories
but not as high as above: high value added

Avoid targets:
Economy

§ Lower-lower social class
§ Mainly customers from developing

economies (e.g., South Africa,
China)

§ Relatively customers from
developed economies (e.g., US and
UK)

§ Manufactured by smaller manufacturers with
standard-quality ingredients, possibly for
supermarkets’ own brands

§ Lower price, highly price competitive: low
value added but large market – perhaps high-
quality ingredients

* Based on the information from the “Global ice cream wars” case study, this column is mainly based on logical
assumptions. For instance, only upper-upper and lower-upper social classes afford to purchase super-premium
products with high price tags.

Internal Environment & SWOT Analysis

Students should also identify and assess the competitors in the market. This section includes
two analyses: First, identification of the company’s strategic type based on Porter’s generic
strategy types. Second, SWOT analysis. This section should be no more than 350 words.

Identification of the company’s current strategic type helps to better understand its position
in the market (linked to competitor analysis) and its positioning and targeting strategies (linked
customer analysis). It also helps to assess the company’s value propositions and strategic
decisions. For instance, companies with “focused differentiation strategy” are more likely to
heavily invest in R&D and develop premium products. It also plays a critical role in defining
the company’s problems and proposing relevant alternative strategies. For instance, proposing
focused low-cost strategies is not appropriate with for leading brand, such as Porsche and
Apple. It is recommended to suggest minimum two alternative strategies for companies with
hybrid strategy type (i.e., one differentiation strategy and one low-cost strategy – please review
papers on organisational ambidexterity). No table or figure is required for this section.

SWOT analysis is a technique to identify a company’s strengths and weaknesses and its
opportunities and threats in the market. Students can use multiple techniques/frameworks
introduced in Chapters 6 (i.e., resource portfolio) to identify a company’s strengths and
weaknesses. Students also can use the findings in the previous analyses (i.e., PESTLE,
competitive environment, competitor analysis, customer analysis) to identify opportunities and
threats in the market. SWOT analysis is designed for use in the preliminary stages of decision-
making and can be used as a tool for evaluation of a company’s current strategies, performance,
and position in the market.

Table 5. SWOT Analysis

Strengths
– Heavily branded product range
– Market share (27% of the world)
– R&D and patents
– Strong Distribution channel
– Acquisition strategy

Weaknesses
– Operations costs
– Weak bargaining power to chain supermarkets as
one of their major business customers
– Lack of synergy with other Unilever’s
brands/products compared to Nestle and Mars

Opportunities
-Economic growth in many countries and
therefore increase purchasing power of
customers
– Potential desire for local flavoured ice-creams
– Emergence of new segmentations

Threats
– Customer choices: Strong competitors
– Merger of competitors
– Lower demand in countries with cold winters
– Emergence of low-cost focused competitors

The conclusion of SWOT analysis should answer the following questions:

§ How do these strengths enable the company to meet customers’ needs? How do these

strengths differentiate the company from its competitors?
§ How do these weaknesses prevent the company from meeting customers’ needs? How do

these weaknesses negatively differentiate the company from its competitors?
§ How are these opportunities related to serving customers’ needs? What is the time horizon

of each opportunity?
§ How are these threats related to serving customers’ needs? What is the time horizon of

each threat?

Evaluation of Current Strategies and Problem Statement

The identification and definition of the problem(s)/challenge(s) facing the company is the most
critical part of the analysis framework. Only a problem properly defined can be addressed.
Define the problem too narrowly, or miss the key problem, and all subsequent framework steps
will be off the mark. Getting a clear picture of the problem is one major benefit derived from
the situation and internal analyses.

The process of identifying problems is similar to the one people go through with their doctors.
A nurse or assistant comes in to conduct a strength and weakness assessment on a patient. The
patient’s vital signs are taken and the patient is asked about any symptoms he/she may be
experiencing. Symptoms are observable manifestations or indications that a problem may be
present. Symptoms are not the problem themselves. The most important question in the
identification of any problem is Why?. Why questions should always be asked after a potential
problem has been proposed. Student can ask Why questions for key symptoms related to a
company’s strategies and performance.

§ Describe the company’s current marketing strategies. Which elements of the strategy are

working well? Which elements are not? Why?
§ Describe the company’s current performance (sales volume, market share, profitability,

awareness, brand preference) compared to other companies in the industry. Is the
performance of the industry as a whole improving or declining? Why? If the company’s
performance is declining, what is the most likely cause (e.g., environmental changes,
flawed strategy, poor implementation)? Why?

Example from the “Global ice cream wars” case study:
There are indications in the case study that the market share of supermarket brands is growing
(Why?). The underlying reason is that supermarket brands offer similar products (i.e., new
flavours) at a lower price, as they use their existing (but limited) distribution channels and sell
products directly to customers with no cost intermediaries. When you can no longer devise a
meaningful response to the Why question, the problem is probably revealed. In this instance,
the problem is: Unilever faces growing competition from supermarket brands and their
cheaper products, because of they sell products directly to customers using their existing
(but limited) distribution channel.

When the key problem is identified, students should state them concisely and precisely in this
section. This section should be no more than 350 words. Due to the word limitation, it is
recommended that students only identify and define one key problem in the case study (while
there might be multiple key problems). No table or figure is required for this section.

Alternative Strategies

Once a problem is defined clearly and succinctly, students are in a position to develop a set of
alternative strategies that have a reasonable potential to solve the identified problem.
Alternative strategies should identify basic directions that a company may undertake to develop
and offer new value propositions to the market, penetrate to new market segments, etc.
Although students can consider novel alternative strategies to address the identified problem,
an alternative strategy could be Status Quo with improvements.

Once a single or a set of alternative strategies are developed, it is time to do evaluate each
alternative. Three major criteria should be used in this evaluation process.

1. First, does the alternative strategy address the identified problem? Is there consistency
between the alternative and the company’s strategic type?

2. The second criterion relates to the feasibility of an alternative strategy: How well does an
alternative strategy match up with the internal and external environments of the company?

3. Students should also make an effort to estimate and evaluate the benefits, costs, and other
implications of pursuing the suggested alternative strategy. For instance, does an
alternative strategy enable a company to explore a market opportunity and increase the
market share? Does it help a company to strengthen brand reputation? Does it help to
minimize an environmental threat and defend the current market share?

To sum up, the proposed alternative strategies should be the best options for a company in
terms of all three criteria: consistency with the strategic type, harmony with the internal and
external environments, and strongest probable financial and other strategic outcomes. A useful
technique to help align strategies and objectives is to present them together in a table, along
with the insight developed from the situation and internal analyses which may have informed
the strategy (see Table 6 – optional for the report). This section should be no more than 350
words. No table or figure is required for this section.

Table 6. Evaluation and Justification of Alternative Strategies

Objectives Alternative Strategy Justifications

A specific objective to
address the identified
problem.

e.g., Distribute ice-
cream through other
outlets to compete
with supermarket
brands

Provide ice-cream kiosks and
take the exclusive right to serve
ice cream in different cinema
chain companies (i.e., Vue,
Showcase) across the UK.

Although impulse segmentation represents a
secondary target market, the size of the overall
market is growing and other competitors with
limited distribution channel cannot cover multiple
geographical regions. This strategy is also
consistent with the Unilever’s strategic type and it
provides the opportunity to sell premium and
regular branded products in less competitive
outlets. This strategy is feasible for Unilever given
its strong distribution channels and financial
resources to provide kiosks and supply ice-cream.
This strategy might be also attractive for cinema
chain companies given the Unilever ice-creams’
product range and brand reputation.

References (Optional – Following references are used for this example report)

– Hooley, G., Piercy, N., and Nicoulaud, B. (2017), Marketing Strategy & Competitive

Positioning, Prentice Hall, 6th Edition.
– Ferrell, O., and Hartline M. D. (2014), Marketing Strategy, Cengage, 6th Edition.
– MAN3106 Module handbook (2020) Surrey Learn.
– MAN3106 Individual assignment handbook (2020) Surrey Learn.
– MAN3106 Lecture/Seminar Slides (2020) Surrey Learn.

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MAN301

Marketing Strategy

Lecture 2: Strategic Planning Process
Dr Anastasios Siampos

Like us on Facebook: www.facebook.com/sbsmrm/
Visit us: www.surrey.ac.uk/department-marketing-retail-management

Purpose of marketing strategy

To set the direction of the organisation and decide what product/s & in which
markets the firm should invest its resources

To define how it is to create value to customers

To describe how it is to perform marketing activities (

/7Ps) better than
competition

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Strategic Fit

Mission & Vision

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3
Mission & Vision

Mission Statement
– Answers… “What business are we in?”
– Clear and concise
– Explains the organisation’s reason for existence

• Who are we? Who are our customers? What is our operating philosophy?
What are our core competencies or competitive advantages? What are our
responsibilities with respect to being a good steward of our human, financial,
and environmental resources?

Vision Statement
– Answers… “What do we want to become?”
– Tends to be future oriented
– Represents where the organization is headed

The interrelationship between marketing and corporate strategy

Corporate Strategy

•Specifying the organisation’ mission
•Allocation of resources across the
whole organisation
•Portfolio of activities for the
organisation
•Defining organisational objectives

Marketing Strategy

•Competing in a product market
•Selecting market segments
•Designing the mix

•Guides
•Directs
•Controls
•Co-ordinates

•Informs
•Achieves
•operationalises

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4

The Marketing Strategy Process

Where do we want to be? Strategic Decisions

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5

Product types in the portfolio

Balancing the business portfolio

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6

Unbalanced

11
Unbalanced

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7

SWOT

SWOT Strategic Implications

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Strategic Focus

Routes to competitive advantage

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9

Marketing Strategy – Two Perspectives

Marketing strategy at the functional level
Ø Planning and controlling the marketing activities
Ø Planning and implementing the 4Ps/7Ps
Ø Management customer relationship

Marketing as a philosophy/orientation
Ø Guiding the organisation’s overall activities
Ø Playing a key role in the strategic management process (SMM)

Marketing Plan

A written document that provides the blueprint or outline of the organization’s
marketing activities, including the implementation, evaluation, and control of
those activities

ü How the organization will achieve its goals and objectives
ü Serves as a “road map” for implementing the marketing strategy
ü Instructs employees as to their roles and functions
ü Provides specifics regarding the allocation of resources, specific marketing

tasks, responsibilities of individuals, and the timing of marketing activities

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Thinking First

Cognitively analysing a
strategic marketing
problem & developing
the solution (the
strategy) through a
carefully thought-out
process

It can help to see the big
picture occasionally
throughout the process.
It can involve some
inspiration & insight, but
largely the process is one
of painstakingly doing
your homework

West, D. C., et al. (2015). Strategic marketing: creating competitive advantage. Oxford, United Kingdom, Oxford University Press.

Seeing First

Importance of seeing the overall decision is sometimes greater than thinking
about it
Insight often only comes after a period of preparation, incubation, illumination &
verification in the cold light of day.

The ‘eureka’ moment

West, D. C., et al. (2015). Strategic marketing: creating competitive advantage. Oxford, United Kingdom, Oxford University Press.
20

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11

Doing First

(1) do something, (2) make sense of it
(3) repeat the successful parts & discard the rest.

Many companies have successfully diversified their businesses
by a process of figuring out what worked & what did not

Instead of marketing strategy –
the reality is often that ‘doing’ drives

West, D. C., et al. (2015). Strategic marketing: creating competitive advantage. Oxford, United Kingdom, Oxford University Press.

Simple Rules

How-to rules keeping managers organised to be able to seize opportunities

Boundary rules help managers to pick the best opportunities
based geography, customers or technology

Priority rules are about allocating resources amongst competing opportunities

Timing rules relate to the rhythm of key strategic processes

Exit rules are about pulling out from past opportunities

West, D. C., et al. (2015). Strategic marketing: creating competitive advantage. Oxford, United Kingdom, Oxford University Press.

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Process and Temporality and the 4 Main Approaches to Competitive
Marketing Strategy

SIMPLE RULES SEEING FIRST

DOING FIRST THINKING FIRST

Long-Term

Short-Term

Experiential Cognitive
TE

M
P

O
R

A
LI

TY
PROCESS

West, D. C., et al. (2015). Strategic marketing: creating competitive advantage. Oxford, United Kingdom, Oxford University Press.

What to Choose?

ü Thinking First/Market Orientation works best when the issues are clear, the data are
reliable, the context is structured, thoughts can be pinned down & discipline can be
applied

ü Seeing First works best when many elements have to be creatively applied,
commitment to solutions is key & communications across boundaries are needed (e.g.
in NPD)

ü Doing First or simple rules work best when the situation is novel & confusing,
complicated specifications would get in the way & a few simple relationship rules can
help move the process forward

West, D. C., et al. (2015). Strategic marketing: creating competitive advantage. Oxford, United Kingdom, Oxford University Press.

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Reading Resources
Chapter 2: Hooley, G., Piercy, N. F., and Nicoulaud, B. (2017), Marketing Strategy &
Competitive Positioning, Prentice Hall, 6th Edition.

Chapter 2: Ferrell, O. C. and Hartline M. D. (2014), Marketing Strategy, Cengage, 6th
Edition.

Additional reference: West, D. C., et al. (2015). Strategic marketing: creating competitive
advantage. Oxford, United Kingdom, Oxford University Press.

Dobni, C., and Luffman, G. (2000) Implementing marketing strategy through a market
orientation. Journal of Marketing Management, 16(8), 895-916.

Teaching Schedule
Week Lectures Seminars

Week 1 – Introduction to the Module Case study analysis framework

Week 2 – Strategic marketing planning Example case study – Situation analysis

Week 3 – Competitive market analysis Example case study – Situation analysis

Week 4
– Understanding the organisational resource base
– Competing through innovation

Example case study – SWOT analysis &
problem identification

Week 5 – Segmentation, positioning, and selecting target markets Example case study – Alternative strategies

Week 6 – Creating competitive advantage Individual assignment Q&A

Week 7 – Competing through marketing mix
Example case study – Implementation &
control

Week 8
– Competing through superior service and customer
relationships

Costs of customer loyalty

Week 9 – Strategy implementation and control Soft and hard control measures

Week 10
– Ethics and social responsibility in marketing strategy
– Evolving topics in marketing strategy

Group discussion on CSR and crisis
management

Week 11 – Module Revision Exam preparation Q&A

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Thank you! Any Questions?

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MAN3

Marketing Strategy
Case Study Analysis Framework

Assessmen

Coursework 50%. Each student should analyse a case study following the framework and
guidelines provided through lectures and seminars (MAXIMUM 1500 words).
§ This case study analysis report will allow students to go beyond what was learned in

class and learn how to develop marketing strategies for a real-world case study.
Exam 50%. Closed book exam (duration

0 minutes) based on a case study provided in
advance of the examination. Students will be given a case study in Week 9 via
SurreyLearn.
§ You cannot bring your own case study in the exam. During the exam, you will be given

a new but identical copy of the case study along with FOUR questions. Out of the FOUR
questions, you will have to answer TWO questions (50% each). You must answer the
questions based on the information on the case study (i.e., not further search or
market stats is required).

Type Weighting Details Due Date
Coursework 50% 1500 words individual assignment 23rd March 2020

Exam 50% 2-hour closed book exam Examination period

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Plan for Seminars Week 1-

Seminars intend to ensure a comprehensive understanding of the topic area
and to make sure that students are able to apply learned concepts to
practice. Preparation and active participation in seminars will be expected.
§ Student will have the opportunity to practice analysing an example case

study during Weeks 1 to 7.
§ Please print and review “CASE STUDY 10.3: Global ice cream wars” from

Lynch, R. (201

) Strategic Management, Pearson, 8th Edition – pp. 351-355.
§ Students have online access to this textbook via the university library website

§ Students will be given a different case study for the individual assignment
in Week 3 via SurreyLearn.

§ Students will be given a different case study for the exam in Week 9 via
SurreyLearn.

Structure of Individual Assignment

§ Executive summary – around 200 words-not included in the word count
§ Table of contents – not included in the word count
§ Situational analysis (20% of the mark) – Macro environment, industry,

competitors, & customer environment – around 350 words
§ Internal environment & SWOT analysis (20% of the mark) – around 350

words
§ Evaluation of current strategies and problem statement (30% of the mark)

–

00 words
§ Alternative strategies proposition, evaluation, & justification (30% of the

mark) – around 400 words
§ Reference list (if necessary – not included in the word count)

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Teaching Schedule

Week Lectures Seminars
Week 1 – Introduction to the Module Case study analysis framework
Week 2 – Strategic marketing planning Example case study – Situation analysis
Week 3 – Competitive market analysis Example case study – Situation analysis

Week 4
– Understanding the organisational resource base
– Competing through innovation

Example case study – SWOT analysis &
problem identification

Week 5 – Segmentation, positioning, and selecting target markets Example case study – Alternative strategies
Week 6 – Creating competitive advantage Individual assignment Q&A

Week 7 – Competing through marketing mix
Example case study – Implementation &
control

Week

– Competing through superior service and customer
relationships

Costs of customer loyalty

Week 9 – Strategy implementation and control Soft and hard control measures

Week

– Ethics and social responsibility in marketing strategy
– Evolving topics in marketing strategy

Group discussion on CSR and crisis
management

Week 11 – Module Revision Exam preparation Q&A

What is the Case Study

Case studies (or case reports) are written by academics and professional
focusing on actual problems and decisions companies face.
§ Most articles about companies in magazines and newspapers such as The Wall

Street Journal, Business Week, Fortune, Harvard Business Review, and Forbes are
mini-cases.

§ This is not a substitute for real world experience in a job with an organisation, but
it is an effective and practical type of learning.

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4

The Analysis Framework

§ Case studies offer stories, including facts, opinions, projections, results,
expectations, plans, policies, and programs.

§ A systematic approach (or framework) is required to structure and analyse
presented information within a case study.

§ Benefits of having a framework to analyse:
§ Comprehensive coverage
§ Ease of communication
§ Consistency of analysis

Tips Before Analysis!

§ No one can analyse a case study after reading it only one time, or even
worse, doing the analysis during the first reading of the case.

§ Do not get trapped into thinking the “answer” to the case study is hidden
somewhere in the case text.

§ Make an effort to put yourself in the shoes of the decision maker in the case
study.

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5

5 Step Case Analysis Framework

Step 1: Situation Analysis (Macro environment – Industry, Competitors, & Customer

environment)

Step 2: Internal Environment Analysis

Step 3: Problem(s) Statements and Setting Objectives

Step 4: Alternative Strategies Proposition, Evaluation, & Justification

Step 5: Implementation Plan/Actions and Control Mechanisms

Step 1: Situation Analysis

Organising the pieces of information into more useful topic blocks:
§ PESTLE analysis
§ Industry and competitors analysis (Porter’s 5 forces –Competitors’

weaknesses & strength)
§ Customer analysis (Market potential – Market segmentation

demographics and preferences – Main target customers)

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6

Step 1: Situation Analysis – Measuring PEST Impact

Step 1: Situation Analysis – Industry & Competitors

Industry and competitors analysis
§ Porter’s 5 forces
§ Competitors’ weaknesses & strengths

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7

Porter’s 5 Forces Analysis – Industry & Competitors

Step 1: Situation Analysis – Customers

Customer analysis
§ Market potential
§ Market segmentation demographics and preferences
§ Main target customers

– Who are our Current and Potential Customers?
– What do Customers do with our Products/Services?
– Where/When do Customers Purchase our Products/ Services?
– Why (and How) do Customers Select our Products/ Services?
– Why do Potential Customers not Purchase our Products/ Services?

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8
Step 1: Situation Analysis – Customers

Three Tiers of Noncustomers

Step 2: Internal Analysis

Identify the Company’s Generic Competitive Strategy Type

Overall Low-Cost
Leadership Strategy

Broad Differentiation
Strategy

Focused Differentiation
Strategy

Focused Low-Cost
Strategy

Hybrid Strategy

A Broad Cross-
section of
Buyers

Market Niche

M
ar

ke
t T

ar
ge

Type of Competitive Advantage Being
Pursued

Lower Cost Differentiation

15/02/2020
9
Step 2: Internal Analysis

SWOT Analysis

Step 2: Internal Analysis

A four-cell array used to make a conclusion of SWOT analysis
§ Should be based on customer perceptions, not the perceptions of the manager or

firm
§ Elements with the highest total ratings should have the greatest influence in

developing the strategy.
§ Focus on competitive advantages by matching strengths with opportunities

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10
Step 3: Problem(s) Statements and Setting Objectives

Only a problem properly defined can be addressed
The proper definition of the problem(s) facing the company is the most critical
part of the analysis
§ Define the problem too narrowly, or miss the key problem, and all subsequent

framework steps will be off the mark
§ Getting a clear picture of the problem is one major benefit derived from PEST,

industry environment, customer environment, and SWOT analyses

Step 3: Problem(s) Statements and Setting Objectives

Problem Identification Process
§ The process of identifying problems is similar to the one people go through with

their doctors
– A nurse or assistant comes in to conduct a strength and weakness assessment on a

patient
– The patient’s vital signs are taken and the patient is asked about any symptoms

§ Symptoms are observable indications
– Symptoms are not the problem themselves

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11

Input Question
The problem is that sales have declined. → Why have sales declined?

Sales have declined because there are too many sales
territories that are not assigned to a salesperson.

→ Why are so many sales territories
unassigned?

Sales territories are unassigned because sales force turnover
has doubled in the past year. → Why has sales force turnover doubled?
Turnover began to increase over a year ago when the sales
force compensation plan was altered to reduce variable
expenses.

→ Why….

* When a student can no longer devise a meaningful response to the Why question, the problem is
probably revealed. In this instance, the problem statement might read:

Conclusion: The current sales force compensation plan at XYZ Company is inadequate to retain an
acceptable percentage of the firm’s salespeople, resulting in lost customers and decreased sales.

Step 3: Problem(s) Statements and Setting Objectives

Step 4: Alternative Strategies Proposition, Evaluation, & Justification

Strategy formulation involves the identification of alternative strategies, a
review of the merits of each of these options and then selecting the strategy
that has the best fit with a company’s trading environment, its internal
resources and capabilities.
§ Strategies are agreed to be most effective when they support specific business

objectives – e.g. increasing the online contribution to revenue, or increasing the
number of online sales enquiries.

§ A useful technique to help align strategies and objectives is to present them
together in a table, along with the insight developed from situation analysis
which may have informed the strategy.

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12
Step 5: Implementation Plan/Actions and Control Mechanisms

Implementation plan/actions
§ Implementation includes actions to be taken, the sequencing of marketing

activities, and a time frame for their completion
– First, students should explain the actions should be taken to implement alternative

strategies. In doing so, describe any necessary internal marketing activities such as:
– Employee training, employee buy-in and motivation to implement the

marketing strategy, etc
– Second, a timeline (e.g., Gantt chart, schedule planning table) should be provided

in directing the implementation actions
§ Tip: Review literature related to Balanced Scorecards

Step 6: Implementation Plan/Actions and Control Mechanisms

Control Mechanisms & KPIs
§ Specify the types of input controls/objectives that must be in place before the

marketing plan can be implemented
– e.g., financial resources, additional R&D, additional HR

§ Specify the types of process controls/objectives that will be needed during the
execution of the marketing plan
– e.g., management training, management commitment to the plan, revised

employee evaluation/compensation systems, internal communication activities
§ Specify overall performance standards/objectives

– e.g., sales volume, market share, profitability, customer satisfaction, customer
retention

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13

Conclusion

5 Step Framework
§ Step 1: Situation Analysis (Macro environment – Industry, Competitors, & Customer

environment)

§ Step 2: Internal Environment Analysis

§ Step 3: Problem(s) Statements and Setting Objectives

§ Step 4: Alternative Strategies Proposition, Evaluation, & Justification

§ Step 5: Implementation Plan/Actions and Control Mechanisms

Individual Assignment Brief
MAN3106 Marketing Strategy – Semester 2 2019-20

Submission Due: 23/03/2020 – Word limit: 1500 words

Students should critically analyse the case study “Gillette: Why Innovation Might not
be Enough” following the framework introduced in the lectures/seminars to identify 1-
2 key challenges/problems in the case and to recommend and justify alternative
marketing strategies. You must analyse the case study based on the information on
the case. This means that even if you do your own research (e.g. you find some
additional data about market trends), and you use such information, you will not
receive a mark for that. The school’s assessment criteria are provided in Appendix I
at the end of Module Handbook. All five assessment criteria in the Module Handbook
are relevant to this individual assignment.

Structure of the Individual Assignment

competitors, & customer environment – around 350 words
§ Internal environment & SWOT analysis (20% of the mark) – around 350 words
§ Evaluation of current strategies and problem statement (30% of the mark) –

400 words
§ Alternative strategies proposition, evaluation, & justification (30% of the mark)

– around 400 words
§ Reference list (if necessary – not included in the word count)

NOTE. Word limit excludes executive summary, table of contents, references, tables,
figures, and appendices. All coursework should be submitted electronically in Word
format only. Penalties: Any work submitted over the word limit will be marked in full,
but the assignment will be penalised by 10 marks.

MAN310

Marketing Strategy
Module Objectives & Structure

Introduction to Marketing Strategy

Hello!
Nima Heirati

Associate Professor in Marketing
Research: Innovation Strategy, Service Marketing,
Business Relationships, and Customer Experience

e.g., Organizational ambidexterity, Innovation
strategy in emerging economies, Dark side of
business relationships, Servitization

Anastasios Siampos
Senior Teaching Fellow in Marketing
Research areas: Marketing strategy,
Entrepreneurship

10/02/2020

Aims/Objectives

By the end of this session, you will be able to:

§ Identify the module learning objective

§ Why does this module matter?

§ Reading resources

§ Comprehend the teaching style, students’ responsibilities, and assessment criteria

What is this module about?

Founded in 200

191+ countries
100k+ cities
500m guest arrivals
approx. $

billion value

10/02/2020
3
What is this module about?

Founded in 170

115 countries
198 blends of teas
approx. 7 billion cups/year

What is this module about?

Marketing strategy

… is a market-driven process of strategy development and considers a constantly

changing business environment and the need to deliver superior customer value. It

is focused on increasing organisational performance, links the organisation with the

environment, and conceives marketing as a responsibility of the entire business

rather than a specialised function (Cravens & Piercy 2013).

… has the fundamental goal of increasing sales and achieving a sustainable

competitive advantage (Ferrell & Hartline 20

10/02/2020

Why does it matter?

§ It is interesting
Strategic marketing builds on insights from various disciplines
including psychology, sociology, economics, etc.

§ It is challenging
Strategic marketing requires consideration of a wide range of
factors. These factors interact and they are subject to change.

§ It is important
Strategic marketing is concerned with how organisations
create, communicate, deliver, and capture value and, as such,
has important performance implications.

Knowledge & Learning Outcomes

By the end of this module, students should:
§ Synthesise knowledge of marketing strategy and apply concepts to case

studies.
§ Accurately identify and apply relevant theory within different contexts
§ Critically evaluate various marketing approaches and application of

strategy within a specific context
§ Identify and analyse marketing problems through the use of case studies
§ Understand the use of a Strategic Marketing Plan
§ Organise and communicate ideas clearly

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5

Teaching Pattern

11 weeks of two-hour lectures
§ The basic concepts and theories of the textbook will be introduced, in addition to

the materials that go beyond the textbook and are relevant for the exam.
11 weeks of one-hour seminars
§ Students will be assigned to a seminar group via timetable automatically.
§ Seminars intend to ensure a comprehensive understanding of the topic area and

to make sure that students are be able to detect and transfer learned concepts to
practice.

Students are in control of their learning in this module
§ To take most advantages of each class, you must be prepared
§ Students are expected to participate actively and positively in the

teaching/learning environment

Learning Resources

Essential Reading
§ Hooley, G., Piercy, N., and Nicoulaud, B. (2017), Marketing Strategy & Competitive

Positioning, Prentice Hall, 6th Edition.
§ Hooley, G., Nicoulaud, B., Rudd, J., and Lee, N. (2020), Marketing Strategy &

Competitive Positioning, Prentice Hall, 7th Edition.

Complementary learning resources
§ Ferrell, O., and Hartline M. D. (2014), Marketing Strategy, Cengage, 6th Edition.
§ Lynch, R. (20

) Strategic Management, Pearson, 8th Edition.
§ McDonald, M., and Wilson, H. (20

). Marketing Plans: How to prepare them, how

to profit from them. John Wiley & Sons, 8th Edition.
§ Apart from textbooks, students will find it valuable to get into the practice of

reading relevant articles from academic journals, magazines, and websites.

Surrey Learn
§ The lecture notes, PowerPoint slides, details of assessments and other information,

together with important announcements, will be available on Surrey Learn.

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6

Assessment

class and learn how to develop marketing strategies for a real-world case study.
Exam 50%. Closed book exam (duration

0 minutes) based on a case study provided in
advance of the examination. Students will be given a case study in Week 10 via
SurreyLearn. At the end of the case study, FOUR essay questions will be provided.
§ You cannot bring your own case study in the exam. During the exam, you will be given

Type Weighting Details Due Date
Coursework 50% 1500 words individual assignment 23rd March 2020

Exam 50% 2-hour closed book exam Examination period

Plan for Seminars Week 1-7

study during Weeks 1 to 7.
§ Please print and review “CASE STUDY 10.3: Global ice cream wars” from

Lynch, R. (2018) Strategic Management, Pearson, 8th Edition – pp. 351-355.
§ Students have online access to this textbook via the university library website

§ Students will be given a different case study for the individual assignment
in Week 3 via SurreyLearn.

§ Students will be given a different case study for the exam in Week 9 via
SurreyLearn.

10/02/2020
7

Teaching Schedule

Week Lectures Seminars

Week 1 – Introduction to the Module Case study analysis framework
Week 2 – Strategic marketing planning Example case study – Situation analysis
Week 3 – Competitive market analysis Example case study – Situation analysis

Week 4
– Understanding the organisational resource base
– Competing through innovation

Example case study – SWOT analysis &
problem identification

Week 5 – Segmentation, positioning, and selecting target markets Example case study – Alternative strategies
Week 6 – Creating competitive advantage Individual assignment Q&A

Week 7 – Competing through marketing mix
Example case study – Implementation &
control

Week 8 – Competing through superior service and customer relationships Costs of customer loyalty

Week 9 – Strategy implementation and control Soft and hard control measures

Week 10 – Ethics and social responsibility in marketing strategy- Evolving topics in marketing strategy
Group discussion on CSR and crisis
management

Week 11 – Module Revision Exam preparation Q&A

Introduction to Marketing Strategy

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8

Main Topics

1. Basic concepts and framework
§ Markets and exchange
§

The strategic triangle and competitive advantage

2. Marketing in today’s economy
3. Component and context of market orientation
4.

The role of marketing in the organisation

Market, exchange, and product

What is a market?
§ Collection of buyers (e.g. consumers, private households) and sellers (e.g. firms,

institutions)
§ A space where supply meets demand

Considers physical marketplaces (e.g. traditional farmer’s market)
Considers virtual marketspaces (e.g. online retail platforms)

10/02/2020
9
Market, exchange, and product

What is exchange?
§ The process of obtaining something of value from someone by offering something

in return – Five conditions:
§ There must be at least two actors to the exchange
§ Each actor has something of value to the other actor
§ Each actor must be capable of communication and delivery
§ Each actor must be free to accept or reject the exchange
§ Each actor believes that it is desirable to exchange with the other actor

The strategic triangle and competitive advantage
18

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10

Increasing customer power is a
continuing challenge to marketers in
today’s economy. In what ways have

you personally experienced this shift
in power; either as a customer or as a
business person? Is this power shift

uniform across industries and
markets? How so?

Marketing in Today’s Economy

All organisations require effective planning and a sound marketing strategy to
achieve their goals and objectives
Today’s Economy:
§ Most of industries are becoming mature, where slowing innovation, extensive

product assortment, excess supply, and frugal consumers force margins to the
floor

§ Today’s economy is characterised by rapid technological change, economic
anxiety, and increasing consumer scepticism

Is there any key
technological difference?

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11

Major Challenges vs Opportunities

Power shift to customers – e.g. Amazon empowers searching for the best deal

Massive increase in product selection – e.g. Car Industry
Audience and media fragmentation – e.g. Customer can find next offer in one click – Social
media influences consumer behaviour

Changing value propositions & demand pattern – e.g. digital vs printed books
Privacy, security, and ethical concerns
Globalisation

Change in Daily Media Usage by
U.S. Adults, 2008-2011

Components and context of market orientation

§ Market Orientation is a philosophy of decision making focused on customer
needs

§ Market Orientation represents the set of organisational-wide behaviour that
enables a firm to generate and disseminate market intelligence among its
employees and to utilise market intelligence to respond to customer needs
§ Decisions grounded in analysis of the target customers

§ Result:
§ Developing new products/service that

customers are looking for
§ Increased creativity
§ Improved new product performance

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12
Components and context of market orientation

Customers do not want a 1/4“ drill, they want to hang a picture on the wall!
§ Value Matters: Innovation Has Direction

5’ 12’’: Value Matters: Innovation Has Direction

Customer/Value DrivenProduct Driven

Components and context of market orientation

Marketing and performance outcomes

https://www.youtube.com/watch%3Fv=-se_wEJ_KM4

10/02/2020
13

Different Market Orientation Approaches

Responsive vs. Proactive Market Orientation

Customers
Focus

Proactive
MO

Responsive
MO

Expressed
customer needs

Current
competitive threats

Latent and future
customer needs

Anticipated
competitive threats

Competitors
Focus

Assessing a Firm’s Market Orientation
¨ Responsive Market Intelligence Generation (Rank 1 to 7)
§ This firm continuously works to better understand of our customers’ needs.
§ This firm pays close attention to after-sales service.
§ This firm measures customer satisfaction systematically and frequently.
§ This firm wants customers to think of us as allies.
§ Employees throughout the organisation share information concerning competitors’ activities.
§ Top management regularly discusses competitor’s strengths and weaknesses.
§ This firm tracks the performance of key competitors.
§ This firm evaluates the strengths and weaknesses of key competitors.

¨ Proactive Market Intelligence Generation (Rank 1 to 7)
§ This firm continuously tries to discover additional needs of our customers of which they are unaware.
§ This firm incorporates solutions to unarticulated customer needs in its new products and services.
§ This firm brainstorms about how customers’ needs will evolve.
§ This firm works with lead users, customers who face needs that eventually will be in the market.
§ This firm tries to anticipate the future moves of our competitors.
§ This firm monitors firms competing in related product/markets.
§ This firm monitors firms using related technologies.
§ This firm monitors firms already targeting our prime market segment but with unrelated products.

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14
The role of marketing in the organisation

It is argued that marketing possesses
very few rules for choosing the

appropriate marketing activities.
Can you describe any universal
rules of marketing that might be

applied to most products, markets,
customers, and situations?

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15

The Challenges of Marketing Strategy

§ Unending Change
§ People-Driven Nature of Marketing
§ Lack of Rules for Choosing Marketing Activities
§ Increasing Customer Expectations
§ Declining Customer Satisfaction and Brand Loyalty
§ Competing in Mature Markets

§ Increasing commoditisation
§ Little real differentiation among product offerings

§ Aggressive Cost-Cutting Measures

Reality in Many Organisations

The End. Have Fun!

10/02/2020
16

Reading Resources

Chapter 1: Hooley, G., Piercy, N. F., and Nicoulaud, B. (2017), Marketing Strategy &
Competitive Positioning, Prentice Hall, 6th Edition.

Chapter 1: Ferrell, O. C. and Hartline M. D. (2014), Marketing Strategy, Cengage, 6th
Edition.

Kotler, P. (2011). Reinventing marketing to manage the environmental imperative. Journal
of Marketing, 75(4), 1

-135.

Morgan, N. A. (2012). Marketing and business performance. Journal of the Academy of
Marketing Science, 40(1), 102-119.

Varadarajan, R. (2010). Strategic marketing and marketing strategy: Domain, definition,
fundamental issues and foundational premises. Journal of the Academy of Marketing
Science, 38(2), 119-140.

Teaching Schedule
Week Lectures Seminars
Week 1 – Introduction to the Module Case study analysis framework
Week 2 – Strategic marketing planning Example case study – Situation analysis
Week 3 – Competitive market analysis Example case study – Situation analysis
Week 4
– Understanding the organisational resource base
– Competing through innovation
Example case study – SWOT analysis &
problem identification
Week 5 – Segmentation, positioning, and selecting target markets Example case study – Alternative strategies
Week 6 – Creating competitive advantage Individual assignment Q&A
Week 7 – Competing through marketing mix
Example case study – Implementation &
control
Week 8 – Competing through superior service and customer relationships Costs of customer loyalty
Week 9 – Strategy implementation and control Soft and hard control measures
Week 10 – Ethics and social responsibility in marketing strategy- Evolving topics in marketing strategy
Group discussion on CSR and crisis
management
Week 11 – Module Revision Exam preparation Q&A
32

/02/

MAN3

Marketing Strategy
Competitive Market Analysis

/02/2020

Announcements

Frequently Asked Questions:
1. How will we meet the independent study assessment criteria which states that

there must be evidence of “extensive independent reading using a wide range of
carefully selected sources”. How will we meet the knowledge assessment criteria
which states there must be evidence of “thorough integration and application of a
full range of appropriate principles, theories, evidence and techniques.” However
how can we do all these things without referencing theories/principles.

2. For the situational analysis, how can we thoroughly and to a high level analyse
without conducting our own research.

3. If we want to use theories and concepts do we reference these even though we
will not receive marks for them. Also, should these be referenced using in-text
citations along with our reference list, and will these in-text citations be part of the
word count?

Relevance

Market analysis…
§ is one of the most important tasks

because all decision making and
planning depends on how well the
analysis is conducted

§ should be an ongoing, systematic
effort that is well organised and
supported by sufficient resources

§ should provide as complete a
picture as possible about the
organisation’s current and future
situation with respect to the
internal and external environment

24/02/2020

Main Topics

1. Introduction
2.

Analysis of the External Macro-Environment

3. Analysis of the External Micro-Environment: Customer Analysis
4. Analysis of the External Micro-Environment: Competitor Analysis

1
Introduction to Competitive Market Analysis

24/02/2020
4

Unit of Analysis in Market Analysis

Unit of
Analysis

External
Environment

Macro-
Environment

Micro-
Environment

Internal
Environment

Conducting a Situation Analysis

Analysis alone is not a solution
Data is not the same as information
§ Data – a collection of numbers or facts that

have the potential to provide information
§ Information – data that have been

transformed or combined with other data in
a manner that makes them useful to decision
makers

Conducting a situation analysis is a
challenging exercise
§ Should provide a complete picture of three

key environments: Internal, Customer, and
External

24/02/2020
5

Collecting Marketing Information

Types of Data
§ Secondary data – data can be collected from a wide array of internal,

government, periodical, book, and commercial sources (secondary
research)

§ Primary data – data can be collected through studies in the form of direct
observation, focus groups, surveys, or experiments (primary research)

Typical Problems in Data Collection
§ Incomplete or inaccurate assessment of the situation that the data should address
§ Severe information overload
§ Time and expense of collecting data
§ Data integration

Primary Data: Marketing Research Methods

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6
Primary Data: Marketing Research Methods

Qualitative methods: Observation, interview, focus group, etc.

Primary Data: Marketing Research Methods

Quantitative methods: Experiment, survey, etc.

24/02/2020
7

Analysis of the internal environment [to be covered next lectures]
Review of current marketing objectives, strategy, and performance
§ What are the current marketing goals and objectives?
§ How are current marketing strategies performing with respect to anticipated

outcomes?
Review of current and anticipated organisational resources
§ What is the state of current organisational resources?
§ Are these resources likely to change for the better or worse in the near future?
§ If the changes are for the better, how can these added resources be used to better

meet customers’ needs?
Review of current and anticipated cultural and structural issues
§ What are the positive and negative aspects of the current and anticipated

organisational culture?
§ What issues related to internal politics or management struggles

might affect the marketing activities?

Analysis of the External Macro-Environment

2
14

24/02/2020

PESTEL Analysis

Economic Growth and Stability

Economic change is inevitable and has a profound impact on marketing
strategy.
General Economic Conditions
§ Inflation, employment, income, interest rates, taxes, trade restrictions, tariffs,

business cycle
Consumer Issues
§ Willingness to spend, confidence, spending patterns

An Underreported Economy
§ The U.S. economy is dominated by intangibles such as services and information.
§ Innovation, creativity, and human assets are not counted in yearly GDP statistics.

24/02/2020
9
Economic Growth and Stability

Political, Legal, and Regulatory Issues

The views of elected officials can affect marketing strategy.
§ Example hot-button issues: tobacco, immigration, taxes, retirement, healthcare
§ Lobbying is vital to marketing strategy in highly regulated industries.

Firms must abide by the law, but many laws are vague and difficult to enforce.
§ e.g. court decisions, corporate governance, trade agreements

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10

Technological Advancements

Technology refers to the processes used to create “things”
considered to be new.
Frontstage Technology
§ Advances that are noticeable to customers…what customers

think of when they think of technological advancements
§ e.g. smartphones, GPS, microwave ovens

Backstage Technology
§ Advances that are not noticeable to customers…these

advances make marketing activities more efficient and
effective

§ e.g. computer technology, RFID, near-field communication

Gartner’s Top 10 Strategic
Technology Trends for 2020

Technological Advancements

Product lifecycle

Industry evolution
(lifecycle)

24/02/2020
11

Sociocultural Trends

Social and cultural influences that cause changes in attitudes, beliefs, norms, customs, and lifestyles
Sociocultural forces can have a profound effect on the way customers live and buy products.
Changes in customer demographics and values have a considerable impact on marketing.
Example Trends in the U.S. Sociocultural Environment
§ Demographic Trends

– Aging of the American population
– Population growth in Sun Belt states
– Increasing population diversity

§ Lifestyle Trends
– Many Americans are postponing retirement
– Clothing becoming more casual, especially at work
– Time spent watching television and reading newspapers has declined

§ Value Trends
– Greater focus on ethics and social responsibility
– Shorter attention spans and less tolerance for waiting
– Growing skepticism about business

Sociocultural Trends

Growth in the Number of Older Americans

24/02/2020

Measuring PESTLE Impact

Measuring PESTLE Impact
24

24/02/2020
13

What about geographical factors analysis?

Gillette Tag Weather – 2’ 21’’:
www.youtube.com/watch?v=8HoA6IhBhyw

Analysis of the External Micro-Environment:
Customer Analysis

3
26

http://www.youtube.com/watch%3Fv=8HoA6IhBhyw

24/02/2020

Analysis of the External Micro-Environment

Customer analysis
§Discussed in Seminar Week 2
§More discussions in Week 5
§Consumer, purchaser, and

decider are not always the
same person

§e.g. Nappies!

Three Tiers of Noncustomers

24/02/2020
15

Analysis of the External Micro-Environment:
Competitor Analysis

4
29

Analysis of the External Micro-Environment

Competitor analysis
§ Industrial organisation

(IO) economics
perspective

§ Porter’s Five Forces
Model: Five forces
determine the
competitive intensity
(and attractiveness) of
an industry in terms of
profitability

24/02/2020

Porter’s 5 Forces Analysis

Five Forces Analysis assumes that there are five important forces that
determine competitive power in a business situation.
§ Supplier Power

– Here you assess how easy it is for suppliers to drive up prices
– The fewer the supplier choices you have, and the more you need suppliers’ help,

the more powerful your suppliers are

§ Buyer Power
– Here you ask yourself how easy it is for buyers to drive prices down – How much is

the customer’s switching cost
– If you deal with few, powerful buyers, then they are often able to dictate terms to

you

Porter’s 5 Forces Analysis

§ Threat of Substitution
– This is affected by the ability of your customers to find a different way of doing what you

do – for example, if you supply a unique software product that automates an important
process, people may substitute by doing the process manually or by outsourcing it

§ Threat of New Entry
– If it costs little in time or money to enter your market and compete effectively
– If there are few economies of scale in place, or if you have little protection for your key

technologies, then new competitors can quickly enter your market and weaken your
position

§ Competitive Rivalry
– What is important here is the number and capability of your competitors
– If you have many competitors that offer equally attractive products/services, then you’ll

most likely have little power, because buyers will go elsewhere if they don’t get a good deal
from you

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17
Porter’s 5 Forces Analysis

Porter’s 5 Forces Analysis

24/02/2020

The components of competitor analysis

Competitor Objectives
§ Brand Competitors – Market products with similar features and benefits to the same

customers at similar prices
§ Product Competitors – Compete in the same product class, but with products that are

different in features, benefits, and price
§ Generic Competitors – Market different products that satisfy the same basic customer need
§ Budget Competitors – Compete for the limited financial resources of the same customers

24/02/2020
19

Major Types of Competition

The components of competitor analysis

Competitor Strategies

24/02/2020
20
The components of competitor analysis

Competitor Resources/Capabilities

Learning from Competitors

24/02/2020
21
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Of the three major environments in a situation
analysis (internal, customer, external), which do

you think is the most important in a general
sense? Why? What are some situations that would
make one environment more important than the

others?

Reality in Many Organisations

The End. Have Fun!

24/02/2020

Reading Resources
Chapters 2, 3, & 4: Hooley, G., Piercy, N. F., and Nicoulaud, B. (2017), Marketing Strategy &
Competitive Positioning, Prentice Hall, 6th Edition.

Chapter 3: Ferrell, O. C. and Hartline M. D. (2014), Marketing Strategy, Cengage, 6th Edition.

Chen, M. J. (1996). Competitor analysis and interfirm rivalry: Toward a theoretical integration.
Academy of Management Review, 21(1), 100-134.

Grundy, T. (2006). Rethinking and reinventing Michael Porter’s five forces model. Strategic
Change, 15(5), 213-229.

Kim, W. C., & Mauborgne, R. (2014). Blue ocean strategy, expanded edition: How to create
uncontested market space and make the competition irrelevant. Harvard Business Review
Press.

Menon, A., Bharadwaj, S. G., Adidam, P. T., & Edison, S. W. (1999). Antecedents and
consequences of marketing strategy making: a model and a test. Journal of Marketing, 63(2),
18-40.

Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review,
86(1), 25-40.

Teaching Schedule

Week Lectures Seminars

Week 1 – Introduction to the Module Case study analysis framework
Week 2 – Strategic marketing planning Gillette case study situation analysis
Week 3 – Competitive market analysis Gillette case study situation analysis

Week 4
– Understanding the organisational resource base
– Competing through innovation

Gillette case study SWOT analysis

Week 5 – Segmentation, positioning, and selecting target markets
Gillette case study problem identification &
alternative strategies provision

Week 6 – Creating competitive advantage Individual assignment Q&A
Week 7 – Competing through marketing mix Using metaphors in marketing campaigns

Week 8
– Competing through superior service and customer
relationships

Costs of customer loyalty

Week 9 – Strategy implementation and control Soft and hard control measures

Week 10
– Ethics and social responsibility in marketing strategy
– Evolving topics in marketing strategy

Group discussion on CSR and crisis
management

Week 11 – Module Revision Exam preparation Q&A

01/03/

MAN3

Marketing Strategy
Understanding the Organisational Resource Base
Competing Through Innovation

01/03/2020

Announcements

Frequently Asked Questions:
1. Using perceptual (or positioning) map for competitor analysis
2. PDF vs PPT lecture slides
3. Completing SWOT before or after situation analysis

. Is there an ideal number of alternative strategies that is recommended to

include in the assignment to secure a high mark?
5. Individual assignment structure and assessment criteria
6. Where I can find the individual assignment case study?
7. Can I indicate XYZ in a particular analysis? Could you please check my XYZ

analysis?

Main Topics

1. Chapter 6: Understanding the Organisational Resource Bass
a.

Resource-based View

b. Marketing resources – Assets
c. Marketing resources – Capabilities
d. Marketing resources – Dynamic capabilities

2. Chapter

: Competing Through Innovation
a.

Why Innovation Matters

b. Engaged to a Robot? The Role of AI in Service
c.

Planning for New Products/Services

New Product/Service Development Process

01/03/2020
3

Chapter

Understanding the Organisational Resource Base

Unit of Analysis in Market Analysis

Unit of
Analysis

External
Environment

Macro-
Environment

Micro-
Environment

Internal
Environment

01/03/2020
4

Analysis of the Internal Environment
Review of current marketing objectives, strategy, and performance
§ What are the current marketing goals and objectives?
§ How are current marketing strategies performing with respect to anticipated

meet customers’ needs?
Review of current and anticipated cultural and structural issues
§ What are the positive and negative aspects of the current and anticipated

organisational culture?
§ What issues related to internal politics or management struggles

might affect the marketing activities?

Resource-based View

§ Resource-based view (RBV) is a framework to determine the strategic resources a
firm can exploit to achieve sustainable competitive advantage and to explain
performance heterogeneity across firms (Barney, 1991).

§ A key insight arising from RBV is that not all resources are of equal importance
§ VRIO Framework:

§ Valuable – enable a firm to implement its strategies.
§ Rare – not available to other competitors.
§ Imperfectly (or costly to) imitable –

not easily implemented by others.
§ Organized to Capture Value –

resources do not confer any
advantage for a firm if they are not
organized using organisational
structure, processes/capabilities,
and culture.

01/03/2020
5
Resource-based View

§ Value-creating disciplines: Only some resources/capabilities need to be
superior to competition and enable firms to propose differentiated offering
to customers that are hard for competitors to match.

§ Resource Portfolios

Resource-based View

Value-creating disciplines
§ Operational excellence – providing middle-of-market

products at the best price with the least
inconvenience. e.g., McDonald’s, Burger King and KFC.

§ Product leadership – offering products that push the
boundaries of product and service performance. e.g.,
Intel is a product leader in computer chips.

§ Customer intimacy – delivering what specific
customers want in cultivated relationships. The core
requirements are flexibility, a ‘have it your way’
mindset, mastery of ‘mass customisation’, and the
ability to sustain long-term relationships.

01/03/2020
6

Marketing Resources: Assets – Capabilities – Dynamic Capabilities

Marketing Resources: Assets

01/03/2020
7

Marketing Resources: Capabilities

§ An organisation’s ability to manage assets effectively to meet customer
needs and gain an advantage over competitors.

§ A capability is a coordinated bundle of inter-related routines that a firm (or a
group of employees) undertakes to perform specific tasks.

Input Output

Marketing Resources: Capabilities

Organizational routines (Nelson and Winter, 1982; Feldman and Pentland, 2003)
§ Regular & predictable

§ Collective, social & tacit – Learned over time

§ Behaviour & performance: The way firms do things

§ Enable tasks to be executed sub-consciously

§ Binding knowledge, including tacit knowledge

§ Can promote or prohibit innovation

Importantly routines are learned over time and they are highly firm-specific
§ Each organization has its own particular ways of doing things, and this can often

be a source of competitive advantage.

01/03/2020

Marketing Resources: Capabilities

Marketing
CapabilityPricing

Promotion /
Advertising

Market
Research

Distribution Sales

Marketing
Planning

New P/S Launch
Management

CRM

Marketing Resources: Dynamic Capabilities

Dynamic capabilities represent the capacity of an organisation to purposefully
create, extend, or modify its resource base (Helfat et al., 2007).
§ As markets change and become more globally integrated, new forms of

competition emerge and firms cannot rest on their existing capabilities alone.

Source: Pavlou & El Sawy (2011)

01/03/2020
9
Marketing Resources: Dynamic Capabilities

Resource Portfolios: Developing and exploiting resources
Organizational ambidexterity: The simultaneous exploration and exploitation
of resources and product-market opportunities.

What are benefits and drawbacks of
being ambidextrous in the car

industry?

01/03/2020
10

Reading Resources
Chapters 6: Hooley, G., Piercy, N. F., and Nicoulaud, B. (2017), Marketing Strategy & Competitive
Positioning, Prentice Hall, 6th Edition.

Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective
on the resource-based view. Journal of Management, 27(6), 643-650.

Heirati, N., O’Cass, A., & Sok, P. (2017). Identifying the resource conditions that maximize the
relationship between ambidexterity and new product performance. Journal of Business &
Industrial Marketing,

(8), 10

-1050.

Morgan, N. A., Vorhies, D. W., & Mason, C. H. (2009). Market orientation, marketing capabilities,
and firm performance. Strategic Management Journal,

(8), 909-920.

O’Cass, A., Heirati, N., & Ngo, L. V. (2014). Achieving new product success via the synchronization
of exploration and exploitation across multiple levels and functional areas. Industrial
Marketing Management, 43(5), 862-872.

Pavlou, P., & El Sawy, O. (2011). Understanding the elusive black box of dynamic
capabilities. Decision sciences, 42(1), 239-273.

Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management.
Strategic Management Journal, 18(7), 509-533.

Chapter 12
Competing Through Innovation

01/03/2020
11
Why Innovation Matters

§ Everybody wants to be the next Google, IBM, or Netflix
§ Nobody wants to be Kodak, Blockbuster, or BlackBerry.

§ “Companies achieve competitive advantage through acts of innovation.
They approach innovation in its broadest sense, including both new
technologies & new ways of doings things” – Michael Porter

Why Innovation Matters

§ Achieving success through innovation is not easy and the failure rate is high
§ What is missing is a clear set of principles for action!

§ This can only be achieved by treating innovation as a process.

01/03/2020
12

Source: Adapted from Piercy (2017)

Why Innovation Matters

Innovation as the Driver of Renewal and Reinvention

Key Success/Failure Factors

01/03/2020
13
Planning for New Products/Services

New product development stages and time lapse

Planning for New Products/Services

Innovation types based on the level of Newness

01/03/2020

Planning for New Products/Services

Innovation types based on
the level of Newness

Planning for New Products/Services

Scope of Innovation: 4Ps of Innovation Space
§ Product – Changes in the things (products/services)
§ Process – Changes in the ways in which they are created and delivered
§ Position – Changes in the context in which the products/services are introduced
§ Paradigm – Changes in the underlying mental & business models

1’ 40’’: IBM’s Process
Innovation for Healthcare

https://www.youtube.com/watch%3Fv=IFerjdndiRU

01/03/2020
15
Planning for New Products/Services

Planning for New Products/Services

Innovation Lifecycle Management

INTRODUCTION GROWTH MATURITY DECLINE

EXTENSION

SA
LE

01/03/2020

Make an Extension Plan for:
Typing machine

INTRODUCTION GROWTH MATURITY DECLINE
EXTENSION
SA
LE
S

New Product/Service Development Process
32

01/03/2020
17
New Product/Service Development Process

New Product/Service Development Process

Collaborative Innovation

01/03/2020

New Product/Service Development Process

Collaborative Innovation
Blut, M., Heirati, N., & Schoefer, K. (2019). The Dark Side of Customer Participation: When Customer Participation in Service

Co-Development Leads to Role Stress. Journal of Service Research, 1094670519894643.
Heirati, N., & Siahtiri, V. (2019). Driving service innovativeness via collaboration with customers and suppliers: Evidence from

business-to-business services. Industrial Marketing Management, 78, 6-16.
Heirati, N., O’Cass, A., Schoefer, K., & Siahtiri, V. (2016). Do professional service firms benefit from customer and supplier

collaborations in competitive, turbulent environments?. Industrial Marketing Management, 55, 50-58.

Reality in Many Organisations

The End. Have Fun!

01/03/2020
19

Reading Resources
Chapters 12: Hooley, G., Piercy, N. F., and Nicoulaud, B. (2017), Marketing Strategy & Competitive
Positioning, Prentice Hall, 6th Edition.

Anthony, S. D., Eyring, M., & Gibson, L. (2006). Mapping your innovation strategy. Harvard Business Review,
84(5), 104-13.

Blut, M., Heirati, N., & Schoefer, K. (2019). The Dark Side of Customer Participation: When Customer
Participation in Service Co-Development Leads to Role Stress. Journal of Service Research,
1094670519894643.

Calantone, R. J., Schmidt, J. B., & Song, X. M. (1996). Controllable factors of new product success: A cross-
national comparison. Marketing Science, 15(4), 341-358.

Heirati, N., & Siahtiri, V. (2019). Driving service innovativeness via collaboration with customers and
suppliers: Evidence from business-to-business services. Industrial Marketing Management, 78, 6-16.

Heirati, N., O’Cass, A., Schoefer, K., & Siahtiri, V. (2016). Do professional service firms benefit from
customer and supplier collaborations in competitive, turbulent environments?. Industrial Marketing
Management, 55, 50-58.

Pisano, G. P. (2015). You need an innovation strategy. Harvard Business Review, 93(6), 44-54.
Szymanski, D. M., Kroff, M. W., & Troy, L. C. (2007). Innovativeness and new product success: Insights from

the cumulative evidence. Journal of the Academy of Marketing Science, 35(1), 35-52.

Teaching Schedule

Week Lectures Seminars

Week 4
– Understanding the organisational resource base
– Competing through innovation

Gillette case study SWOT analysis

Week 5 – Segmentation, positioning, and selecting target markets
Gillette case study problem identification &
alternative strategies provision

Week 6 – Creating competitive advantage Individual assignment Q&A
Week 7 – Competing through marketing mix Using metaphors in marketing campaigns

Week 8
– Competing through superior service and customer
relationships

Costs of customer loyalty

Week 9 – Strategy implementation and control Soft and hard control measures

Week 10
– Ethics and social responsibility in marketing strategy
– Evolving topics in marketing strategy

Group discussion on CSR and crisis
management

Week 11 – Module Revision Exam preparation Q&A

09/03/

MAN3

Marketing Strategy
Segmentation, Positioning, and
Selecting Target Markets

09/03/20

Announcements

Frequently Asked Questions:
1. Is it possible to search for information beyond the case study? (see also Week

)
2. Case study is outdated, can I search for the company position and market stats in

2020?
3. What should I do if there is no political issue in the case?
4. Should I analyse historical information (i.e., first 2-3 pages in the Gillette case)?
5. Completing SWOT before or after situation analysis (see also Week 4)
6. Is there an ideal number of alternative strategies that is recommended to include

in the assignment to secure a high mark? (see also Week 4)
7. Can I indicate XYZ in a particular analysis? Could you please check my XYZ

analysis? (see also Week 4)

. Reference list

Structure of Individual Assignment

industry, competitors, & customer environment – around 350 words
§ Internal environment & SWOT analysis (20% of the mark) – around 350

words
§ Evaluation of current strategies and problem statement (

% of the mark)

–

0 words
§ Alternative strategies proposition, evaluation, & justification (30% of the

mark) – around 400 words
§ Reference list (if necessary – not included in the word count)

09/03/2020
3
Announcements

Important tips:
1. Students can use tables/figures to present situation analysis, internal

analysis, and SWOT analysis (excluded from word count). For each
table/figure, a conclusion should be provided as part of the main text. For
instance, students can provide two key conclusions for 5 forces analysis: the
level of competitive intensity and the level of attractiveness of the market.

2. Problem statement is different to the above-noted conclusions for each
analysis.

3. Problem statement should be based on linking different elements identified
in the situation analysis, internal analysis, and SWOT analysis. Thus, problem
statement should be based on information provided in the case study.

Announcements

Important tips:
4. Students can consider novel alternative strategies to address the identified

problem(s). However, the proposed strategies should be justified using the
information in the case study. For instance, a company can expand to new
international markets, if it has strong financial resources and distributions
channels based on evidences in the case study.

5. An alternative strategy could be: Status Quo – with improvements
6. The introduced frameworks/principles in the slides and core textbook are

generic, which can be used for different case studies (and companies in
reality). Case studies are not identical, and each case study may provide
different facts. As a critical thinker, you should decide which facts are critical
and should be considered for a particular analysis.

09/03/2020
4

Main Topics

Introduction

2. Segmentation and Positioning Principles (Chapter 7)
3. Segmentation and Positioning Research (Chapter 8)
4. Selecting Market Targets (Chapter 9)

Introduction and Relevance

Positioning is the act of designing the company’s offering and image so that
they occupy a meaningful and distinctive competitive position in the target
customer’s minds. (Kotler, 1997)

09/03/2020
5
Introduction and Relevance

Positioning risks and errors

1
Segmentation and Positioning Principles
Chapter 7

09/03/2020
6

Principles of Market Segmentation

Factors that affect the consumer buying process
§ Decision-making complexity (e.g. high risk, no prior experience, strong

involvement)
§ Individual influences (e.g. age, occupation, personality characteristics,

socioeconomic status)
§ Social influences (e.g. culture, reference groups, peers)
§ Situational influences (e.g. temporal, spatial, dispositional factors)

Need
Recognition

Information
Search

Evaluation
of

Alternatives
Purchase
Decision

Post-
Purchase

Evaluation

Principles of Market Segmentation

Market Segmentation
… is the process of dividing a market into
relatively homogeneous

segments

or groups.
… should create segments where the
members within the segments have similar
attributes; but where the segments
themselves are dissimilar from each other.
… typically allows firms to be more
successful, because they can tailor products
to meet the needs of a particular market
segment.

Defining the
market to be
segmented

Identifying
market

segments

Forming
market

segments

Finer
segmentation

strategies

Selecting
segmentation

strategy

09/03/2020
7

Segmenting Consumer Markets

Segmenting consumer market – Three main methods:
§ Background customer characterises
§ Customer attitudes
§ Customer behaviour

Segmenting Consumer Markets

Background customer characterises:
UK socio-economic classification scheme

Source: The Market
Research Society.

09/03/2020
8
Segmenting Consumer Markets

Background customer
characterises:
The Warner index of status
characteristics

Segmenting Consumer Markets

Background customer characterises:
Stages of the family life cycle

09/03/2020
9
Segmenting Consumer Markets

Three main methods:
§ Background customer characterises
§ Customer attitudes: Attitudinal characteristics attempt to draw a causal link

between customer characteristics and marketing behaviour
§ Mainly examine benefits/preferences customers are seeking

– e.g. Banking industry: Convenient access, security, interest rate

§ Customer behaviour: The most direct method – Covers purchase behaviour,
consumption behaviour, and communication behaviour
§ Purchases behaviour: Early adaptor, Brand loyalty, etc.
§ Consumption behaviour: Usage pattern, Usage volume, etc.
§ Communication behaviour: Lead users, Promotions, etc.

Implementing Market Segmentation

§ Identify the scope and purpose of segmentation (e.g. new product launch, market
penetration with existing products)

§ Identify the level of segmentation: Strategic, managerial, and operation

09/03/2020
10
Implementing Market Segmentation

Challenges/problems of implementing market segmentation
§ Organisation structure
§ Internal policies
§ Corporate culture
§ Information and reporting
§ Decision-making process
§ Resource/capabilities
§ Operation systems

2
Segmentation and

Positioning Research

Chapter 8

09/03/2020
11

Segmentation Research

Two broad approaches
§ Priori segmentation

§ Segmentation is known in advance
§ Easiest way of segmentation based on

demographic or socio-economic stats available
in the public domain (e.g., Target Group Index, ACORN)

§ Post-hoc or cluster-based segmentation
§ Segmentation is not known in advance
§ Data will be collected based pre-defined

criteria using quantitative and/or qualitative
methods

Segmentation Research

Post-hoc or cluster-based segmentation

09/03/2020

Positioning Research

Two broad approaches
§ Qualitative research methods

§ Uncover brand, product, company image
§ Semi-structured techniques to gain in-depth understanding of respondents

perceive the world around them
§ Effective in development of advertising programmes

§ Quantitative approaches – Investigate positioning relative to:
a. Position of major competitors in the market (e.g., market share, coverage,

product portfolio, etc)
b. Target customers’ desires and needs (e.g., value for money, reliability, quality,

safety, convenience, etc)

Positioning Research

Quantitative approaches – Attribute profiling methods

09/03/2020
13
Positioning Research

Quantitative approaches – Attribute profiling methods & Perceptual map

Positioning Research
Quantitative approaches – Attribute profiling methods & Perceptual map

09/03/2020

3
Selecting Market Targets
Chapter 9

Introduction

Targeting
… means choosing to focus on one (or more) market segments based on their
attractiveness.
… determines which customer group(s) the organization will serve (and which not).
§ Example of different targeting strategies

09/03/2020
15

The Process of Selecting Market Targets

The process of selecting market targets
1. Define the market
2. Define how the market is segmented
3. Determine market segment attractiveness
4. Determine current and potential strength

5. Making market/segment choices

The Process of Selecting Market Targets

1. Define the market
Product-customer matrix: The underlying
structure of a market can be understood as a
simple grouping of customers and
products/services
§ Grouping products/services in banking: Provide

access to cash, provide security, but now/pay
later, cashless payment, interest on saving, other
specialised services

§ Grouping customer preferences/needs in
banking: Convenience, easy to use, efficiency,
trust, interest rate, and other preferences

09/03/2020

The Process of Selecting Market Targets

2. Define how the market is segmented (see Chapters 7 & 8)
3. Determine market segment attractiveness (see Situation analysis)

§ Market factors
§ Competitive factors
§ Economic/technological factors
§ Business environment factors

Discuss the impact of evolution of music industry on the music
player/speaker market and potential new market segments

09/03/2020
17
The Process of Selecting Market Targets

4. Determine current and potential strength
Recap: Competitor analysis in Chapter 5
Recap: Resource Portfolios in Chapter 6

The Process of Selecting Market Targets
5. Making market/segment choices

09/03/2020

Propose hypothetical primary targets, secondary
targets, and possibilities for:
§ Secret Escapes
§ Contiki

Propose hypothetical primary targets, secondary
targets, and possibilities for:
§ Galaxy Z Flip £1300
§ Galaxy A90 £399

Propose hypothetical primary targets, secondary
targets, and possibilities for:
§ Boohoo.com

Reality in Many Organisations

The End. Have Fun!

09/03/2020
20

Reading Resources

Chapters 7, 8, & 9: Hooley, G., Piercy, N. F., and Nicoulaud, B. (2017), Marketing Strategy &
Competitive Positioning, Prentice Hall, 6th Edition.

Chapter 5: Ferrell, O. C. and Hartline M. D. (2014), Marketing Strategy, Cengage, 6th Edition.

Dickson, P. R., & Ginter, J. L. (1987). Market segmentation, product differentiation, and marketing
strategy. Journal of Marketing, 51(2), 1-10.

Green, P. E., & Krieger, A. M. (1991). Segmenting markets with conjoint analysis. Journal of
Marketing, 55(4), 20-31.

Hooley, G., Broderick, A., & Möller, K. (1998). Competitive positioning and the
resource-based view of the firm. Journal of Strategic Marketing, 6(2), 97-116.

Moschis, G. P., Lee, E., & Mathur, A. (1997). Targeting the mature market: opportunities and
challenges. Journal of Consumer Marketing, 14(4), 282-293.

Yankelovich, D., & Meer, D. (2006). Rediscovering market segmentation. Harvard Business Review,
84(2), 122.

Teaching Schedule

Week Lectures Seminars

Week 4
– Understanding the organisational resource base
– Competing through innovation

Gillette case study SWOT analysis

Week 5 – Segmentation, positioning, and selecting target markets
Gillette case study problem identification &
alternative strategies provision

Week 6 – Creating competitive advantage Individual assignment Q&A
Week 7 – Competing through marketing mix Using metaphors in marketing campaigns

Week 8
– Competing through superior service and customer
relationships

Costs of customer loyalty

Week 9 – Strategy implementation and control Soft and hard control measures

Week 10
– Ethics and social responsibility in marketing strategy
– Evolving topics in marketing strategy

Group discussion on CSR and crisis
management

Week 11 – Module Revision Exam preparation Q&A

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Case Study Analysis- Marketing

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