ch02ext & cust analy
TRANSCRIPT
-
8/8/2019 ch02Ext & cust analy
1/19
Strategic Analysis
-
8/8/2019 ch02Ext & cust analy
2/19
Ex ternal and Customer Analysis
-
8/8/2019 ch02Ext & cust analy
3/19
Th e Role of Ex ternal Analysis
Ex ternal
Analysis
Ex ternal
Analysis
Strategic DecisionsWh ere to compete
How to compete
Strategic DecisionsWh ere to compete
How to compete
AnalysisInformation-need areas
Scenario analysis
AnalysisInformation-need areas
Scenario analysis
IdentificationT rends/future events
Th reats/opportunities
Strategic uncertainties
IdentificationT rends/future events
Th reats/opportunities
Strategic uncertainties
Figure 3.1
-
8/8/2019 ch02Ext & cust analy
4/19
Strategic Uncertainties
Strategic UncertaintiesWill a major firm enter?Will a tofu-based dessertproduct be accepted?Will a technology bereplaced?Will the dollar strengthenagainst an off-shorecurrency?Will computer-basedoperations be feasible withcurrent technology?How sensitive is the marketto price?
Strategic DecisionsInvestment in a product marketInvestment in a tofu-based product
Investment in a technology
Commitment to off-shoremanufacturing
Investment in a new system
A strategy of maintaining priceparity
-
8/8/2019 ch02Ext & cust analy
5/19
Strategic Uncertainties
Wh at will be t h efuture demand?
Wh at will be t h efuture demand?
Performance improvements?
Competitive tec h nologicaldevelopments?
Financial capacity of h ealt h careindustry?
Performance improvements?
Competitive tec h nologicaldevelopments?
Financial capacity of h ealt h careindustry?
-
8/8/2019 ch02Ext & cust analy
6/19
Customer Analysis
Segmentation
Identification of customers groups that respond
differently from other groups to competitive offerings.Thus, a successful segmentation strategy requires theconceptualization, development, and evaluation of acompetitive offering.
Who are the biggest customers? The most profitable?The most attractive potential customers?
Figure 2.2
-
8/8/2019 ch02Ext & cust analy
7/19
Ex amples of Approac h es toDefining Segments
Customer C h aracteristicsGeographic
Type of organizationSize of firmLifestyleSex
AgeOccupation
Figure 2.3
-
8/8/2019 ch02Ext & cust analy
8/19
Ex amples of Approac h es toDefining Segments
Product-Related Approac h esUser type
UsageBenefits soughtPrice sensitivityCompetitor
ApplicationBrand loyalty
Figure 2.3
-
8/8/2019 ch02Ext & cust analy
9/19
Segmentation
How should segments be defined?
Benefit Segmentation
Price Sensitivity
Loyalty
Applications Multiple Segments versus Focus Strategy
-
8/8/2019 ch02Ext & cust analy
10/19
Th e Loyalty Matri x: Priorities
LowLoyalty
LowLoyalty
ModerateLoyalty
ModerateLoyalty
LoyalLoyal
Customer Customer
Non-customer Non-customer
Medium
Low
toMedium
Hig h
Hig h est
Zero
Hig h
Figure 3.4
A 5% increase in loyalty can nearly double the lifetime profits generated bycustomers in various industries like banking ,insurance etc.
-
8/8/2019 ch02Ext & cust analy
11/19
Customer Analysis
Customer Motivations
What elements of the product/service do customers value most?
What are the customers objectives? What are they really buying?
How do segments differ in their motivation priorities?
What changes are occurring in customer motivation? In customer priorities?
Figure 3.2
-
8/8/2019 ch02Ext & cust analy
12/19
Customer Motivation Analysis
IdentifyMotivations
Group andStructure
Motivations Assess
MotivationImportance
Assign StrategicRoles to Motivations
Figure 2.6
-
8/8/2019 ch02Ext & cust analy
13/19
DETERMING MOTIVATIONS
Customer motivation gridSegment Motivation
Business Reliable service,convenient schdules,easy-to-useairports,frequent-flier program,&comfortable service
Vacationers Price,feasible schedules
-
8/8/2019 ch02Ext & cust analy
14/19
BUYER HOT BUTTONS
Hot buttons are motivations which are currentand whose impact on markets are significantand growing. These are significant changes inbuying decisions and usage patterns. E.g.inconsumer retail food products hot buttonsinclude:Freshness and NaturalnessHealthy eating like low on fat
Ethnic eating like Asian or Caribbean cuisinesGourmet eating like ready to eatLow-carb foods low in carbohydrates variety.
-
8/8/2019 ch02Ext & cust analy
15/19
Th e Customer as Active Partner
Encourage Active DialogueMobilize Customer Communities
Manage Customer DiversityCo-creating Personalized Experiences
-
8/8/2019 ch02Ext & cust analy
16/19
Customer Analysis
Unmet Needs
Why are some customers dissatisfied? Why are some changingbrands or suppliers?
What are the severity and incidence of consumer problems?
What are the unmet needs that customers can identify? Are theresome of which consumers are unaware?
Do these unmet needs represent leverage points for competitors?
Figure 2.2
-
8/8/2019 ch02Ext & cust analy
17/19
K ey Learnings
External analysis should influence strategy by identifying opportunities,threats, trends, and strategic uncertainties. The ultimate goal is to improvestrategic choices decisions as to where and how to compete.
Segmentation (identifying customer groups that can support differentcompetitive strategies) can be based on a variety of customer characteristics, such as benefits sought, customer loyalty, and applications.
Customer motivation analysis can provide insights into what assets andcompetencies are needed to compete, as well as indicate possible SCAs.
Unmet needs that represent opportunities (or threats) can be identified byprojecting technologies, by accessing lead users, and by systematiccreative thinking.
-
8/8/2019 ch02Ext & cust analy
18/19
If you dont know w h ere you aregoing, you mig h t end up
somew h ere else.
- Casey Stengel
-
8/8/2019 ch02Ext & cust analy
19/19
THANK YOU