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McGraw-Hill/Irwin Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
8
Developing Product Strategy
8-3
A Successful Strategy:
• Helps achieve coordination among functional areas of the organization.
• Defines how resources are to be allocated.
• Leads to a superior market position.
8-4
Elements of a Product Strategy1. Statement of the objective(s) the product should
attain
2. Selection of strategic alternative(s)
3. Selection of customer targets
4. Choice of competitor targets
5. Statement of the core strategy
6. Description of supporting marketing mix.
7. Description of supporting functional programs
8-5
Hierarchy of ObjectivesCompany Mission/Vision
Corporate objectives
Corporate strategies
Divisional objectives
Divisional strategies
Product/brand objectives
Brand strategies
Program objectives
Tactics
Level I
Level 0
Level III
Level II
Level IV
8-6
Strategic AlternativesLong-term
profits
Growth in sales or
market share
New segments
Market development
Convert nonusers
New product development
Competitors’ customers
Efficiency, short-run
profits
Reduce costs
Decrease inputs
Improve asset
utilization
Increase price
Increase outputs
Improve sales mix
Existing customers
Market penetration
8-7
Criteria for Evaluating Strategic Alternative Options
• Size/growth of the segment
• Opportunities for obtaining competitive advantage
• Resources available to penetrate the segment
8-9
Positioning Decision Steps
1. Identify alternative positioning themes by consulting the advertising account team, the product team, and past marketing plans.
2. Screen the alternatives according to whether each is (a) meaningful to customers, (b) feasible given the firm and product resources and customer perceptions, (c) competitively sensible, or (d) helpful for meeting the product objective
3. Select the position that best satisfies these criteria and can be sold to the marketing organization
4. Implement programs (e.g., advertising) consistent with the product position selected
8-11
Five Areas for Differentiation
1. Quality
2. Status and Image
3. Branding
4. Convenience and Service
5. Distribution
8-12
Joint Space for Colas
Diet
Noncola
•Fresca
Diet Pepsi
•
•Tab
Segment 3 •
Pepsi •
RC Cola
•
Segment 2 •
Nondiet
Cola
•Dr
Pepper
•7-Up
•Segment
1
• Coke
Diet Rite •
8-13
Brand EquityReduced marketing costs
Trade leverage
Attracting new customers• Create awareness• Reassurance
Time to respond to competitive threats
Anchor to which other associations can be attached
Familiarity-liking
Signal of substance/ commitment
Brand to be considered
Provides value to customer by enhancing customer’s:
• Interpretation/ processing of information
• Confidence in the purchase decision
• Use satisfaction
Brand loyalty
Brand loyalty
Brand loyalty
Brand awareness
Brand loyalty
Brand equity
8-14
Brand Equity cont.
Reason-to-buy
Differentiate/position
Price
Channel member interest
Extensions
Help process/ retrieve information
Reason-to-buy
Create positive attitude/feelings
Extensions
Provides value to firm by enhancing:
• Efficiency and effectiveness of marketing programs
• Brand loyalty
• Prices/margins
• Brand extensions
• Trade leverage
• Competitive advantage
Brand loyalty
Perceived quality
Brand loyalty
Brand associations
Brand loyalty
Brand equity
Competitive advantage
Brand loyalty
Other proprietary brand assets
8-15
Some Brand Attribute and Image Dimensions
Attributes
•Color•Style•Comfort•Freshness•Construction material
•Availability•Serviceability•Compatibility •Energy efficiency
•Instructions•Automation•Ease of Use
•Flavor/taste•Caffeine content
•Price•Packaging•Size•Calories•Brand name•Sweetness•Weight•Warranty•Durability•Convenience
Image DimensionsReliable—unreliableOld—youngTechnical—nontechnicalSensible—rashInteresting—boringCreative—noncreativeSentimental—nonsentimental
Impulsive—deliberateTrustworthy—untrustworthy
Conforming—rebelliousDaring—cautiousForceful—submissiveBold—timidSociable-unsociable
8-16
Ten Guidelines for Building Strong Brands
1. Brand Identity• Each brand should have an identity, a personality. It can be
modified for different segments.
2. Value Proposition• Each brand should have a unique value proposition.
3. Brand Position• The brand’s position should provide clear guidance to those
implementing a communications program.
4. Execution• The communications program needs to implement the identity
and position, and it should be durable as well.
5. Consistency Over Time• Product managers should have a goal of maintaining a
consistent identity, position, and execution over time. Changes should be resisted.
8-17
Ten Guidelines for Building Strong Brands (cont.)
6. Brand System• The brands in the portfolio should be consistent and synergistic.
7. Brand Leverage• Extend brands and develop co-branding opportunities only if the
brand identity will be both used and reinforced
8. Tracking• The brand’s equity should be tracked over time, including
awareness, perceived quality, brand loyalty, and brand associations.
9. Brand Responsibility• Someone should be in charge of the brand who will create the
identity and positions and coordinate the execution.
10. Invest• Continue investing in brands even when the financial goals are
not being met.
8-19
Basic Customer Strategies
1. Customer acquisition
2. Customer retention
3. Customer expansion
4. Customer deletion
8-22
Illustration: Odwalla Energy BarObjective:
Grow 10 percent faster than the category
Customer Targets:Existing juice customersHealth conscious and on-the-goSports enthusiastsHealth puristsNutrition-seeking families
Clif Bars and Clif LunaKashi Go LeanBalance (Outdoor, Plus, Oasis)
Competitive Targets:
Core Strategy:Increase distribution to 80 percent ACV in mainstream grocery storesFocus on natural healthLeverage brand name, Minute Maid resources