408 Marketing Strategy Unit 1

COURSE:
MARKETING STRATEGY
Course Code:408MKT

CO Number Cognitive Abilities Course Outcome
CO408MKT.1 REMEMBERING DEFINE fundamental principles underlying marketing
strategy.
CO408MKT.2 UNDERSTANDING EXPLAIN marketing and strategy concepts and ideas in their
own words
CO408MKT.3 APPLYING IDENTIFY issues in strategic marketing decision making and
planning
CO408MKT.4 ANALYSING EXAMINE opportunity to evaluate strategy options in a
systematic fashion.
CO408MKT.5 EVALUATING SUPPORT theories, frameworks and examples relating to the
management of critical aspects of strategic marketing activity
CO408MKT.6 CREATING MAKE UP relevant strategy options to multiple marketing
challenges, and recognise trade-offs.

Unit -1 Marketing Strategy from the Outside In
1.1 Introduction purpose and function of marketing strategy,
1.2 Relationship to competitive advantage.
1.3 Relationship with Corporate Vision, Mission and Objectives.
1.4 Market-led strategic management.

Unit -1 Marketing Strategy from the Outside In
1. Enlist the distinct characteristics and trends
2. Consider a firm and look at product and services, its value, and its history
3. What is the role of external Analysis?
4. What is the scope of customer Analysis?
5. Pick a company and find out who are its direct and indirect competitor and
identify the strategic Group
6. Select a company and find out the sub markets and the trends
7. Selecting a particular industry, students would be in a position to identify
uncertainties and possible strategic actions

Unit -2 Segmentation, Targeting and Positioning Principles
2.1 The process of market definition - Determining alternative
market or segment attractiveness
2.2 Making market and segment choices
2.3 Alternative targeting strategies
2.4 Principles of competitive positioning - Communicating the
competitive position

Unit -2 Segmentation, Targeting and Positioning Principles
1. Understanding of 5 types of Market and the concept of target marketing
2. Students would quote example of each base of segmentation
3. Will be connecting Mass, Differentiated and Niche Marketing
4. Understand one to one marketing, Mass Customization and Permission marketing
5. Will Gauge Single segment strategy, Selective and multiple strategy
6. Will Gauge Full market and Product Specialization strategy
7. "Know Positioning by Product, Characteristics/Consumer Benefits, Positioning by
“Price-Quality, Positioning by Use or Approach, Positioning by Product User,"

Unit -3 Offensive and Defensive Competitive Strategies
3.1 Market Entry Strategies for Pioneers & Followers
3.2 Components of strategic marketing programmes for Mass
market penetration & niche market penetration
3.3 Growth Market Strategies for Market Leaders
3.4 Growth Market Strategies for Followers

1. Should know what are the three different strategies and connect with the company
which is using this strategies
2. "Aware of different defense strategies as Position defense Flank Defense Pre
emptive Defense Counteroffensive Defense Mobile defense Contraction Defense"
3. Will know what are the different attacking strategy
4. Understand the following follower strategy Counter feiter, Cloner, Imitator and
Adapter
5. would know what are Specialized Niche Roles
6. What are the Strategies available in Hostile market
7. What are the Strategies available in declining market
Unit -3 Offensive and Defensive Competitive Strategies

Unit 4: Paradigm Shift in Marketing
4.1 Transactional marketing approach to relationship marketing
philosophy – competitive advantage through Relationship
Marketing
4.2 Key concepts in relationship marketing

Unit 4: Paradigm Shift in Marketing
1. Meaning of paradigm shift in Marketing and its illustration
2. Discuss the relevance of the customer as an asset in RM
3. How to form relationship with customers
4. Define Promise Concept, relevance of trust and House of knowledge
5. Create Steps involved in Building customer based brand Equity
6. illustrative Differences and norms in Value
7. Understand different types Relationship Marketing Programme's

Unit 5: Customer Value Leadership
5.1 Customer life cycle – attracting – retaining and growing customers
5.2 Lifetime customer value (LCV)
5.3 Customer equity – Recency-Frequency Monetary value (RFM)
model.
5.4 Customer – product profitability analysis – value profit chain –
differences between customer retention and acquisition orientation of a
firm

Unit 5: Customer Value Leadership
1. Understand LTV and its calculation
2. Explain RFM Model
3. What do you mean by Customer Life cycle
4. Would explain the process of segmentation for a new generation bank
5. Elucidate the relevance of Acquisition tactical management
6. Explain the stages of customer retention strategies
7. Impact of marketing mix on Customer value analysis
8. Impact of marketing mix on Customer life cycle
9. Describe the Significance of Customer Loyalty

1.VMOST
2.What does Marketing Strategy Accomplish?
3. Overview of Strategic Market management
4. Objectives of strategic Market Management

• VMOST
• Acronym for Vision, Mission, Objective, Strategy.
• Analysis capture the current strategy of an organization and what its is
trying to achieve by assessing its vision, mission, objectives strategy and
Tactics
• Defination of the business

VMOST
• Vision: What we aspire to?
• Mission: What is our Purpose?
• Objectives: What key goals do we have?
• Strategy: What options are there for proceeding
Forward?
• Tactics: Aligned and communicated

VMOST –Two Way
• Top- Clarifying the vision drives the mission, which in turn drives the
objectives which creates strategic options which forces tactical options
to be taken.
• Bottom – Every action at tactical level should help to make strategies
work, all strategies should help to achieve the objectives, and all the
objectives should take the business towards the mission. The mission
should fit the companies vision of the future

COURSE:
MARKETING STRATEGY
Course Code:408MKT
Session-II

Learning Outcomes:
1.Business Strategy
2.Strategic Marketing Management :
Characteristics and trends
3.Objective of Strategic management
Session-II

Market Driven Strategy
• Key understanding of the market and the customers
and how it is going to change in the future
• To provide superior customer value
• Value is trade off product benefits –total cost of
acquiring the product

Characteristic of Market Driven Strategy
Become Market Oriented
Determine distinctive
Capabilities
Match between customer value & organizational
capabilities
Achieve Superior
performance

Become Market Oriented
• Customer to be focal point of company's total operation
• Culture of continues creation of superior customer value
• constantly monitoring of rapidly changing
customers needs and wants, determine the impact on customers
satisfaction

Determine Distinctive Capabilities
• Are complex bundles of skills and accumulated knowledge,
exercised through organizational process, that enable firm to
coordinate activities and make use of their assets.
• Superior to the competitions
• Difficult to duplicate
• Applicable to multiple competitive solutions
HP- ink jet printer technology -Strategic Japanese partner -Fax

What does Marketing Strategy Accomplish?
• What position the unit will seek in the industry, how it will compete?
• What market Segment to serve?
• What product Offers to make?
• Who are the firm’s competitor; whom to compete, whom to avoid?
• What is the growth path : Market penetration? Market
Development? Product Differentiation?
• On what differential strength to compete?
• On what competitive advantages will the fight be based?
• What are the resources?

Why Strategy?
• Strategies are shaped by the purpose of the organization The purpose is
shaped by the organization's stakeholders.
• The mission statement is how the organization communicates what business it
is in. The vision statement communications the future aspirations of the
organization. What the organization actually does in practice (actions) or
what it intends to do (strategic objectives) might not reflect its aspirations or
its mission statement.

Defination
• Strategic Marketing is a focus centric process oriented with emphasis of
the proper identification of the market opportunities as the basis for
marketing planning and corporate growth
• Leads to the process by which organizations, groups and individuals
obtain what they need and want by identifying value, providing it,
communicating it and delivering it to customers.

COURSE:
MARKETING STRATEGY
Course Code:408MKT
Session-3

Difference between Strategic Marketing &
Marketing Strategy
Strategic Marketing
• Formulation of strategy taking into
consideration the constantly
evolving trends in the business
environment
• It involves monitoring the
environment constantly to identify
the changes and to modify the
strategy accordingly
Marketing Strategy
• Analysis ,development and
implementation of the selected
market target strategies for product
markets in which org is interested
• Implementing and managing the
marketing strategies that have been
formulated to meet thee marketing
objectives and customer needs

Difference between Strategic Marketing &
Marketing Strategy
Strategic Marketing
• Focus on the performance of
the organization as a whole
• It is about “ How” to do
Marketing Strategy
• Focus on the performance of
the product in the target
Market.
• It is about “What” to do

Strategic market management : Characteristics
and trends
1. External market orientation
2. Proactive strategies
3. Importance of the Information system
4. Knowledge Management
5. Online Analysis and DM
6. Entrepreneurial Thrust

Objectives of strategic Market Management
1. Precipitate the considerations of strategic choices(O/T)
2. Force a long range view(Short term focus leads to strategic error)
3. Make visible the resource allocation decisions (Star/Cash Cow)
4. Aid strategic analysis and decision making(Information collection and address
Strategic Decisions)
5. Provides a strategic management and control system(Manging business
Strategically)
6. Provide both Horizontal and Vertical Communication(Communicate problem,
Propose strategy
7. Help business cope with change

Key Learnings
• Business strategy includes the determination of product Market scope
and its dynamics, the customer value proposition, assets and
competencies and Functional Strategies and Programs
• Strategic market management has evolved from and encompasses
budgeting, long range planning and strategy planning
• SMM is externally oriented, proactive, timely, entrepreneurial globally
supported by information system and knowledge management
programme

Learning Outcomes:
1.Business Vision- its components
2. BHAG
Session-4

ROLES OF VISION
 Guide Strategy suggesting strategic
path for business
 Spread and Prolong the core of
Business
 Ensure the core of Business is
preserved
 Inspiring those in the organization
by providing a purpose

CORE VALUES
 3-5
 GUIDING PRINCIPLE
 Passionately held
 Comes within organization
 What the organization is at its very
essence(Not might like to be)
 P&G
 Delivering Consumer value,
breakthrough innovation and
building strong brand

CORE PURPOSE
 Should last at least a hundred years
 Organization reason for going
beyond current product services
To Solve unsolved problems innovatively
To make technical contributions for the advancement
and welfare of Humanity

CORE PURPOSE
To help leading corporations and governments to be
more successful
•To preserve and improve human life
• To make people Happy

AUDACIOUS
SHOWING A WILLINGNESS TO TAKE SURPRISINGLY
BOLD RISKS
HAIRY
ALARMING AND DIFFICULT.

Learning Outcomes
• CUSTOMER ANALYSIS
• Understanding how the Market segments
• An analysis of Customer Motivation
• Exploration of unmet needs

Segmentation
• Identification of customer groups that respond differently than do
other customers groups to competitive strategies.
• Key to SCA

• According to Philip Kotler, “Market segmentation
is the sub dividing of market into homogenous
subsection may conceivably be selected as a market
target to be reached with a distinct marketing mix.
Segment selection = f(Value, Cost)

Two approaches to define segments:-
Customer characteristics
Product related approaches

Approach to Defining segment-Customer
Characteristics
• Geographic segmentation-
• Types of organization: Computer needs of Restaurant/
manufacturing/ banks/retailers
• Size of firm: Large hospital vs Medium
• Life style: Jaguar Buyer tends to be more adventurous ,less
conservative than Mercedes Benz
• Age: Multimedia features for Generation Z
• Occupation-Printer need of Lawyer/Banker/Doctor

Approach to Defining segment-Product
Related Characteristics
• User Type-Appliance buyer- Home builder,
Homeowner
• Usage: MST, Occasional Travellers, Non
usage
• Benefits Sought- Calorie Conscious,
Connivence
• Price Sensitivity-Ariel/Tide
• Brand loyalty -Maggi/Yeppie

• After identifying segment next step is considering motivation
• What lies behind the purchase decision?
• How does that differ by segment
Customer Motivation

• Newbie Segment-need a simple interface, as well as lot of hand holding and
reassurance
• Reluctant segment-need information, reassurance, acess to live customer support
• Frugal shoppers-need to be convinced that price is good and they don’t need to
search eleswere
• Strategic shoppers- Needs opinion of peers/experts
• Enthusiastic Shoppers-Needs community tool to share the experiences
• Convinence Shoppers-Lot of information from customer and experts and superior
customer services
Internet Retailers-Distinct Shopper segment-
Different set of driving motivation

• Business- Reliable services , Convinent schedules, easy to use
airport, frequent flyer programme,comfortable services
• Vacationers-Proce,Feasible Schedule
Customer Motivation Grid: Air travellers

UNMET NEED
• An unmet need is the customer need that is not being met by the
existing product.
• It is the opportunity to increase Market share(Break, create or
new)
• Threat of the company( Enable competitors to disrupt an
established position

Conclusion
• External Analysis should influence strategy by identifying
opportunities, threats, trends and strategic uncertainties
• Segmentation can be based on variety of customer characteristics
• Customer Motivation analysis can provide insights into what
assets and competencies are needed to compete as well as indicate
SCA
• Unmet needs that represent opportunities can be identified by
protecting technology by accessing lead users and by systematic
creative thinking

COURSE:
MARKETING STRATEGY
Course Code:408MKT
Session-6

Learning outcome
• Identify Different types of Competitors
• Porters Five forces Model
• Why understand competitors
• Identify the Elements which influence the competitor actions

1970
• Why Japanese Automobile firm were able to penetrate the US market
successfully?
A. Customer Analysis
B. Competitor analysis
C. Market Analysis
D. Environmental Analysis

• Primary Competitors are visible
• Coke focused on pepsi and ignored for many years the emerging
submarkets in water,iced tea and fruit based drinks

Porters Five forces Model
• Outside-in business unit strategy tool that is used to make the analysis
of the attractiveness of the an industry structure
• 5 fundamental Competitive forces
1. Entry of Competitors:
How easy or difficult is it for new entrants to start competing,
which barriers do exists?

2. Threat of The substitutes:
How easy can a product /Service be substituted, especially made
cheaper.
3. Bargaining Power of Buyers:
How strong is the position of the buyers. Can they work together
in ordering large volumes.

4. Bargaining Power of The Suppliers:
How strong is the position of the sellers. Do many suppliers exists
or only few potential suppliers.
5. Rivalry from the existing Players
Does a strong competition between the existing players exist? Is
one player dominant or are all equal in strength and size exists

Porter five forces-DTH Television Industry
• DTH is a technology that allows users to vie paid and free to air
Channels directly ,using a small dish antenna on their roof tops
without intervention of local cable TV operator.
• Department of telecommunication permitted the reception and
distribution – January9,2001

• Major Players:
1. Zee Networks : Dish TV
2. Tata Stars Groups : Tata Sky
3. Sun TV Network : Sun TV
4. Reliance’s : Big TV
5. Bharti Telemedis: Digital TV
6. Videocon : D2H

Procedure for application & Grant of License
Application to Secretary, Ministry of
Information & Broadcasting
Clearance of Satellite usage from
Department Of Space
Forwarded to Security Clearance
from Ministry of Home Affairs
License is issued for ten years
Wireless Planning& Coordination
Of the ministry of Communication &IT
Non Refundable entry
fee of Rs 10 Cr to MIB
Annual fee Payment-10%
Bank Guarantee of Rs 40 Cr

Threats of New Entrants
• High – Easy for organization to enter into the industry
• In DTH : More Players entering will be low
• Companies with deep pockets and long term
perspective will step in
• Procurement of set up boxes at low cost, as purchased
volumes would be less
• Have to offer services at low prices to attract clientele

Threat Of Substitutes
• Threat: If there are offerings which provide the same benefit more
effectively, either in term of performance or price
• Two Possible types of Substitute:
• Product for Product Substitute
Email V/s Fax
• Generic substitute
Leisure & Entertainment
Video V/S Travel

Threat Of Substitutes
• Substitutes for DTH:
• Terrestrial Telecast, IPTV (Internet Protocol), Head ends
in the Sky (HITS), Mobile TV

Bargaining Power of Suppliers
• Equipment required for offering DTH services : Satellite Dish
Antenna, Set up Boxes, Access Cards, Ku band Transponders
• DTH – Switching Cost is high
• Few quality Suppliers
• Suppliers offering renowned brands command

Bargaining Power of The Customer
• Little differentiation among the products and substitutes
• Low switching cost
DTH :
• TRAI’S mandate-Set up Boxes –Interoperable
• Technology difference: MPEG2,MPEG4
• Interoperable implemented BPC will Increase

Industry’s Attractiveness and Inter firm Rivalry
• Competition in the industry can be analyzed by :
• Competitive Rivalry
• Inter firm Rivalry- Substitute Product

Why understand competitors
• Understanding of current strategy strength and weakness of a
competitor can suggest O/T that will merit a response
• Insights into future competitor strategies may allow the prediction of
emerging threats and opportunity
• Hinge on the ability to forecast the likely reaction of key competitor
• Result in identification of certain strategic alternatives

COURSE:
MARKETING STRATEGY
Course Code:408MKT
Session-7

Learning Outcome Session 7
• Market/Sub market Analysis
• Defination Market and Submarket
• Why define Market?
• Objectives of Market Analysis
• Dimensions of Market Analysis

• MARKET
• Consists of many buyers and sellers, within a particular industry
or product category, who are seeking to create or gain value
through the exchange of products for money.

Why define market/s?
• To provide a clear definition of the business
• To aid strategy development
• To help identify market opportunities
• To clearly define direct and indirect competitors
• To focus the organization’s resources
• As a first step in the market segmentation process

SUB-MARKET
• A smaller and more defined sector of an overall market, which has a
number of differing marketing and structural features, which may
include distinct distribution channels, price elasticity, competitive sets,
and effective promotional methods.

Examples Of Sub-markets
• EDUCATION MARKET
• Universities
• Community colleges
• Private schools
• Religious schools
• Vocational colleges
• Adult education (hobbies and interests)
• Tutoring services
• Online courses
• Training providers

Objectives of Market Analysis
• To determine the attractiveness of the market to current and
potential participants
• Markets Profit potential measured as long term return on
Investment
• Input to Product –Market Investment Decisions
• Will market Attractiveness guarantee Success?
• Match of S/W against those of the competitor

Objectives of Market Analysis
• To Understand dynamics of the Market
1. Identify emerging submarkets
2. KSF-Asset and competency to play the game
3. Trends-Identification of Customer/Competitor Analysis
4. O/T
5. Strategic Uncertainties

Dimensions of Market Analysis
1. Emerging Sub Markets
2. Actual and Potential Market and sub market size
3. Market and submarket growth
4. Market and submarket Profitability
5. Distribution System
6. Trends and development
7. KSF

1.Emerging Sub Markets
• Detect and understand emerging sub market
• Identify those that are attractive to the firm in given assets and
competencies, brand portfolio and its relevance
• Influence the submarket so that competitors becomes less relevant
• Product /Service can be augmented/expanded include new
dimension

Emerging Sub Markets
• Customer Trend- Dual trends of wellness and use of herbs –
Healthy refreshment breve rage (HRB)
• New technology-Hybrid cars, New Fabrics
• Whole market can be simply Invented: Bbay created online
auction

2. Actual and Potential Market Size
• Potential Market-The User Gap-The new use, user group or more
frequent usage –Market size
• Ghost Potential: Factors that prevents or inhibits the realization
• Demand for computer exist in many underdeveloped countries-Lack of
funds/

3.Market and Submarket Growth
• Estimation of market and submarket will target to understand Growth rate
• Constant-growth means more sales and more profits without increasing
marketshare
• Decline sales: Reduced sales and increased price pressure
• Identifying Driving Forces
• Forecasting data-
• Demographic Data/ Birth rate increase: Demand for education and Geriatric for retirement
• Sales of Related equipment-personal/printer sales need, LI for the demand for supplies
and services

• Detecting Maturity and decline
• Turning point when Growth phase of the PLC changes to flat maturity to decline
• Sensitive indicators
• Price pressure caused by overcapacity and lack of product Differentiation
• Buyer Sophastication and knowledge-More familiar and knowledge-less willing to
premium price

• Detecting Maturity and decline
• Substitute Product or technologies
• Saturation
• Number of potential first time buyers
• No growth Sources
• Market is fully penetrated, no visible sources of growth-New users or
users
• Customer Disinterest

4. Market and submarket Profitability Analysis
• Why some industries are profitable and others are not?
• Evaluating investment value of the industry
• Attractiveness of the market is measured by long term RoI that
influence portability are porter five forces

5. Distribution System
• An analysis of distribution systems should include three
questions
• What are alternative distribution channel
• What are trends? What channels are growing importance?
What new channels have emerged or are likely to emerge?
• Who has the power in the channel, how is that likely to shift?

6. Trend and development
• Finding out what are the market Trends?
• Focuses on change
• Identify what is important
• Soft Drink market Stagnated
• Carbonated Drinks Grew
• Vitamin Fortified Breve rage Exploded

7. KSF
• Important output of market Analysis is the identification of KSF
• Strategic necessities -Not necessary provide an advantage, but their
absence would lead to strategic weakness
• Strategic Strengths- Asset and competency are superior to competitors
and provide a advantage
• Industrial Firm
• Technology/innovation-Introduction and growth Phase
• Role of systems capability,marketing- Mature
• Consumer Products
• Marketing/distribution-Introduction and growth Phase
• Operations/manufacturing-Mature

Summary
• The emergence of submarkets can signal a relevance problem
• Market analysis should assess the attractiveness of market,as well as
its structure and dynamics
• Market Growth can be forecast by looking at driving forces and
leading indicators
• Market profitability depends on five factors
• KSF are skills and competencies needed to compete a market

Market Analysis: Restaurant
• Market analysis helps you to discover the feasibility of opening,
expanding or continuing a restaurant in a preferred region.

Market Analysis: Industry Trends
• first step should be to study the industry trends.
• This will help you identify opportunities and threats in the industry that may
affect your profitability. You can get information for these from various
sources:
• National Restaurant Association of Inda
• Local restaurant associations
• Other industry publications
• Brands like McDonalds, KFC, Pizza Hut and Dominos create a high trend for
their type of food in the market and people rush towards them..

Market Analysis: Demographic
• The next step is to understand the local market area demographic
and economic statistics.
• Help to determine the restaurant sales potential of the market
area that restaurant plans to serve.

Market Analysis: Concept
• It is important to decide the target audience for your restaurant.
• understanding the customer preferences is essential in developing an
appropriate concept.
• If going to open a Quick Service Restaurant (QSR), you have to focus
on the younger generations and their food habits.
• if you want to open a full-fledged dining restaurant, you have to create
an ambience so as to attract not only the youth but also families.
• So it is concept that distinguishes your restaurant from others in the
market area and attracts particular customer groups.

Market Analysis: Study competitors
• The existing market area restaurants can help you analyze demand and market
opportunities.
• assess their competitive strengths and weaknesses and learn from their successes and failures.
• So first identify the number of restaurants in market area.
• Second identify restaurants that appeal to the types of customers which you plan to serve.
• Third, you should identify all the other restaurants located in your immediate area because
they will influence your business.
• Answers to questions, like how they are categorising their service; what type of food are they
offering, etc. – will also give you a clear picture on how sustain your restaurant in this
economically struggling society.

Market Analysis: Study competitors
• This is very critical for your restaurant because it affects your
ability to draw customers.
• Restaurant is visible, accessible, convenient and attractive to your
market.
• location and concept must complement each other and the site is
chosen depending on market factors and not low price.
• A good location itself draws a greater customer.

Market Analysis: Restaurant size
• Size is another important factor to be considered before starting
your restaurant.
• You need to know the exact number of people residing near your
restaurant so as to make the seating arrangements.

Market Analysis: Compare
• Start comparing your restaurant with other successful restaurants
in the market on certain points –
• What products are they using;
• How much money they are charging for a simple lunch order;
• Is their quality better than yours;
• Is their service faster than yours and; what reputation have they
created in the restaurant market.

COURSE:
MARKETING STRATEGY
Course Code:408MKT
Session-8

Learning Outcome Session 8
• Environmental Analysis and Strategic Uncertainty

Introduction
• EA deals with Trends and Events
• Affect Strategy directly/Indirectly
• Identification of trends and events and its impact /likelihood
• Strategic Uncertainty can be deled with Impact Analysis and scenario
Analysis
• Impact Analysis(First) –Assessment of the relative importance of strategic
uncertainties
• Scenario analysis-Creating and using future scenarios to help generate and evaluate
strategies

General EA Questions
• What are significant trends and future events?
• What threats and opportunities do you see?
• What are the key areas of uncertainty as to trends or events that
have the potential to impact strategy? Evaluate these strategic
uncertainties in terms of their impact

•Top benefits of chatbots are 24-hour service
•Instant responses to inquiries
•Answers to simple questions
CHAT BOTS
https://www.singlegrain.com/digital-marketing/digital-marketing-trends-2021/

Conversational Marketing
The primary goal of conversational marketing is to
enhance the user experience through a feedback-driven
model that fosters higher engagement and greater
loyalty.

Personalization
 To personalize your marketing – and that means personalized content, products, emails
 63% of consumers are highly annoyed with generic advertising blasts
 80% say they are more likely to do business with a company if it offers personalized experiences
 90% claim they find personalization appealing
 Cadbury’s created a personalized video campaign that matches a dairy milk flavor with users based on data
from their facebook profile, including age, interest and location. The campaign generated a 65% click-
through rate and a 33.6% conversion rate, proving that the personal touch works.

EA Dimensions
1. Technology
2. Government
3. Economics
4. Culture
5. Demographics
6. Scenarios

Technology
1. Cable TV/Dish TV
2. FedEx/E mail
3. Online/Off
• Forecasting technology-Easy to get list sorting winners from losers
• Sustaining Innovations-Help companies to sell better products for more
money to their best customers
• Simple, incremental and breakthrough leap technology

Technology
• Disruptive Technology:
• Appeal to customers who are unattractive because they are not in
high volume, high margin sweet spot
• Two routes
• Potential customer who are not buying because it is too complex
or expensive
• Enter the market at lower end

Technology
• Impact of New Technologies:
• Managing new technology is critical
• Business based on prior technology will suddenly become unhealthy?
• Sales of the old technology would continue for substantial period
• Electric Razor Vs Safety Razors(800%)-New technology may not predict the end of
existing technology
• Difficult to predict the outcome of new technology
• Initially expensive
• Create New Market

2. GOVERNMENT
• Addition or removal of Legislative or regulatory constraints
• Piracy in Software
• Deregulation in banking
• BIS VI

3. Culture
• Can present both O/T
• Projected Women Life Style-More time would be spent outside
home-more career oriented women
• Impact on Dress Designers product line and pricing strategy

3. Culture
Sr No Trend Characteristics Industry to be benefitted
1 Cocooning Retreating into safe, cozy homelike environments to
shield from Harsh Realities
Online ,catalog shopping
Home security systems,
smart homes
2 Fantasy
adventure
Crave low risk excitement and stimulation to escape
from stress to boredom
Theme based Restaurants
Adventure travels
3 Small
Indulgence
Busy stressed out people are rewarding themselves
with affordable luxuries that will provide quick
gratification
Orange juice,
4 Down aging Consumers seek symbols of youth, renewal and
rejunuvate to counterbalance the intensity of their
adult lives
Products, apparels of
youth
5 Being Alive Focus on QoL, importance of wellness taking charge
of their personal health
Holistic Medical
Approaches, Organic
products

4. Demographics
• Age ,Income, Demographic variables, education and geographic
location

5. Strategic Uncertainty
• Represented by future trend or event that has
inherent unpredictability
• Scenario Analysis can help deal uncertainty
• Powerful way to deal with uncertainty

Strategic uncertainty Categories

Summary
• EA of changes in technology, demographics, culture, the economy and
government actions should detect and analyze current and potential
trends and events that will create O/T
• Impact Analysis involves assessing systematically the impact and
immediacy of trends and events that underlie each strategy uncertainty
• Scenario analysis is a vehicle to explore Different assumptions about
the future

408 Marketing Strategy Unit 1

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