2. Fundamentals of New Marketing
Concept
Target market focus,
Customer orientation,
Integrated marketing and
Profitability/ objective achievement
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3. Market Segmentation
Market segmentation is the subdividing of a
market into homogeneous subsets of customers,
where any subset may conceivable be selected as a
market target to be reached with a distinct
marketing mix. - Kotler
Market segmentation is the process of taking the
total heterogeneous market for a product and
dividing it into several sub-markets or segments,
each of which tends to be homogeneous in all
significant aspects. - Stanton
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4. Requirements for Effective Market
Segmentation
Requirements for Effective Market Segmentation
Requirements for
Effective Market
Segmentation
Accessibilit
y
Differentiabl
e
Actionable
Substantial
Measurability
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5. SADAM Criteria for
Segmentation
Substantial:Thesegmenthastobelargeandprofitableenough
A Accessible:Itmustbepossibletoreachitefficiently
D Differential:Itmustresponddifferentlytoadifferentmarketingmix
A Actionable:Youmusthaveaproductforthissegment
M Measurable:Sizeandpurchasingpowercanbemeasured
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8. Bases for Consumer Market
Segmentation
Bases for Consumer Market Segmentation
CONSUMER MARKET SEGMENTATION
DEMOGRAPHICGEOGRAPHIC
BEHAVIOURALPSYCHOGRAPHIC
Area
Topography and climate
Population density
Age group Gender
Education Family size
Family life cycle Occupation
Social class Income
Religion Ethnicity
Personality
Life style
Buying motives
Benefits desired
Usage occasion
Usage rate
Users' status
Loyalty status
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9. Geographic Variables
Area
Development region, zone, district
Topography/climate
Mountain, hills, terai
Temperate, alpine, tropical
Population density
Urban, sub-urban, rural market
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10. Demographic Variables
Age group
Gender
Family size
Family lifecycle
Education
Occupation
Income
Social class
Religion
Ethnicity
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11. Psychographic Variables
Buying motives
Rational, emotional or patronage
Personality
Introvert, extrovert, emotional stability, tip top,
rough top
Lifestyle
Activities, interest, opinion
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12. Behavioral Variables
Benefits desired
Usage Occasions
Users’ status
Usage rate
Loyalty status
Hardcore/undivided loyal
Split/divided loyal
Shifting loyal
No loyal /switchers
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13. Variables for Business Market
Segmentation
Geographic variables
Location, topography, climate
Demographic variables
Type of industry, size of customer
Operating variables
Technology, usage rate, service needed
Purchase related
Purchase organization, documentation, negotiation
period
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14. Process of Market Segmentation
ProcessofMarketSegmentation
Marketsurvey Segment
identification
Segment
profiling
Segment
selection
Positioning
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16. Evaluation of Market Segments
Segment attractiveness
Size and growth, profitability ,competition
,technology, customer loyalty, risks
Organizational objectives and resources
Government rules and regulations
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17. Segment Attractiveness (Michael Porter’s Five
Factor Model)
Threat of intense segment rivalry
Threat of new entrants
Threat of substitute products
Threat of buyers’ growing bargaining power
Threat of suppliers’ growing bargaining power
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18. Selection of Target Market
Single segment concentration
Selective specialization (Multi-segment coverage)
Product specialization
Market specialization
Full market coverage
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20. Positioning
Act of designing the company’s offer and image
so that it occupies a distinct and value place in the
target customer’s mind
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22. Positioning Process
choosing a frame of reference by identifying the
target market and relevant competition
identifying the optimal points-of-parity and
points-of- difference brand associations given that
frame of reference, including emotional branding,
and
creating a brand mantra summarizing the brand’s
positioning and essence.
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23. Choosing a Competitive Frame of
Reference
The competitive frame of reference defines which
other brands a brand competes with and which
should thus be the focus of competitive analysis.
A good starting point in defining a competitive
frame of reference for brand positioning is
category membership, the products or sets of
products with which a brand competes and that
function as close substitutes.
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24. Choosing a Competitive Frame of
Reference
It would seem a simple task for a company to
identify its competitors.
Pepsi knows Coca-Cola is a major competitor for
its non-alcoholic carbonated beverage ;
NABIL bank knows Standard Chartered Bank
is a major competitor.
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25. Kotler’s view while monitoring
Competitors
Share of market: The competitor’s share of
the target market.
Share of mind: The percentage of customers who
named the competitor in responding to the
statement “Name the first company that comes to
mind in this industry.”
Share of heart: The percentage of customers who
named the competitor in responding to the
statement “Name the company from which you
would prefer to buy the product.”
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26. Identifying PODs and POPs
Point of Parity
Point of Difference
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27. PODs
Points-of-difference (PODs) are attributes or
benefits that consumers strongly associate with a
brand, positively evaluate, and believe they could
not find to the same extent with a competitive
brand.
Strong brands often have multiple points-of-
difference.
Two examples are Nike (performance, innovative
technology, and winning) and Southwest Airlines
(value, reliability, and fun personality
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28. PODs
In the view of Keller, three criteria determine
whether a brand association can truly function as a
point-of-difference: desirability, deliverability,
and differentiability.
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29. PODs
Desirable to consumer. Consumers must see the brand
association as personally relevant to them.
Deliverable by the company. The company must have the
resources and commitment to feasibly and profitably create
and maintain the brand association in the minds of
consumers. The ideal brand association is pre-emptive,
defensible, and difficult to attack.
Differentiating from competitors. Consumers must see
the brand association as distinctive and superior to relevant
competitors
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30. POPs
Points-of-parity (POPs) are attribute or benefit
associations that are not necessarily unique to the
brand but may in fact be shared with other brands.
These types of associations come in three basic
forms: category, correlational, and competitive.
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31. Category points-of-parity
Category points-of-parity are attributes or
benefits that consumers view as essential to a
legitimate and credible offering within a certain
category, although not necessarily sufficient
conditions for brand choice.
Category points-of-parity may change over time
due to technological advances, legal
developments, or consumer trends.
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32. Correlational points-of-parity
Correlational points-of-parity are potentially
negative associations that arise from the existence
of positive associations for the brand.
One challenge for marketers is that many
attributes or benefits that make up their POPs or
PODs are inversely related.
In other words, if your brand is good at one thing,
such as being inexpensive, consumers can’t see it
as also good at something else, like being “of the
highest quality.”
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33. Competitive points-of-parity
Competitive points-of-parity are associations designed to
overcome perceived weaknesses of the brand considering
competitors’ points-of-difference.
One good way to uncover key competitive points-of-parity
is to role-play competitors’ positioning and infer their
intended points-of- difference.
Competitor’s PODs will, in turn, suggest the brand’s
POPs.
For an offering to achieve a point-of-parity on a particular
attribute or benefit, a sufficient number of consumers must
believe the brand is “good enough” on that dimension
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34. Choosing Specific POPs and
PODs
Marketers typically focus on brand benefits in
choosing the points-of-parity and points- of-
difference that make up their brand positioning.
Brand attributes generally play more of a
supporting role by providing “reasons to believe”
or “proof points” as to why a brand can credibly
claim it offers certain benefits.
Multiple attributes may support a certain benefit,
and they may change over time.
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35. Emotional Branding
Many marketing experts believe a brand positioning
should have both rational and emotional components.
It should contain points-of-difference and points-of-parity
that appeal to both the head and the heart.
A person’s emotional response to a brand and its
marketing will depend on many factors.
An increasingly important one is the brand’s authenticity.
Brands such as Wai wai, Mayos, Rara, Rumpum, and Jo jo
that are seen as authentic and genuine can evoke trust,
affection, and strong loyalty.
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36. Emotional Branding
Authenticity also has functional value.
Lifebouy is seen by consumers as “wholesome,
authentic, and real.”
The brand reinforces those credentials by focusing
on its ingredients, increasingly important for
consumers who want healthy life.
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37. Brand Mantra
To further focus brand positioning and guide the way their
marketers help consumers think about the brand, firms can
define a brand mantra.
A brand mantra is a three- to five-word articulation of the
brand’s heart and soul, closely related to other branding
concepts like “brand essence” and “core brand promise.”
Brand mantras must economically communicate what the
brand is and what it is not.
What makes a good brand mantra?
Dabur Glucose’s “Instant energy” captures its brand
essence and core brand promise.
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38. Brand Mantra
A good brand mantra should communicate the category
and clarify what is unique about the brand.
It should also be vivid and memorable and stake out
ground that is personally meaningful and relevant.
For brands anticipating rapid growth, it is helpful to define
the product or benefit space in which the brand would like
to compete,
as Nike did with “athletic performance” and Disney with
“family entertainment.” But for it to be effective, no other
brand should singularly excel on all dimensions.
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39. Types of Positioning
Attribute positioning
Benefit positioning
Image positioning
Usage occasion positioning
User positioning
Competitive positioning
Product class positioning
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40. Positioning and Branding a Small
Business
Find a compelling Product or service performance
advantage
Focus on building one or two strong brands based
on one or two key associations
Encourage product or service trail in any way
possible
Develop cohesive digital strategy to make the
brand “bigger and better”
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41. Positioning and Branding a Small
Business
Create buzz and a loyal brand community
Employ a well-integrated set of brand elements
Leverage as many secondary associations as
possible
Creatively conduct low cost marketing research
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42. Product Differentiation
Differentiation is the act of designing a set of
meaningful differences to distinguish the
company’s offering from competitor’s offerings.
- Philip Kotler
Product differentiation is a strategy which
attempts (through innovative design, packaging,
positioning etc.) to make a clear distinction
between products serving the same market
segments.
Dictionary of Marketing