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Fragrance November 2007 SMiP Case V1 Your Objective To analyse To evaluate To make strategic Decisions Product Development Launch Brand ©November 2007 Position Audit Section The marketing information system (MkIS) Marketing environment • Target markets • Marketing channels • Competitors • Publics • Macroenvironment forces Marketing information system Developing information Marketing intelligence Internal records Assessing information needs Marketing research Information analysis Distributing information Marketing managers • Analysis • Planning • Implementation • Organisation • Control Marketing decisions and communications Source: Kotler et al ©November 2007 Audit Size and Structure of Industry ©November 2007 Understanding the structure of the market Suppliers to industry Supplier I Industry players Competitor a Channels for Customers/ communication segments & distribution Channel 1 FIRM Supplier II Channel 2 Own Label Competitor b Customer A Customer B Customer C Adapted from Porter ©November 2007 The organisation’s marketing environment The economy Cultural forces The public Social factors Demography Suppliers Distributors & dealers The organisation Competitors Political structures ©November 2007 Customers Technology Legal structures Audit Products Nature of Product Life Cycle Portfolio ©November 2007 Understanding customers’ expectations Where value is added Potential Augmented Expected Core What the customer buys (functions & benefits) ©November 2007 What the customer expects Audit Segmentation Industry Consumer DMU ©November 2007 Porter’s industry analysis: The 5 forces model POTENTIAL ENTRANTS Barriers to entry SUPPLIERS Bargaining power Threat of rivalry Bargaining power INDUSTRY Competitive rivalry BUYERS Threat of substitution SUBSTITUTES Source: Porter ©November 2007 Audit Distribution and Pricing ©November 2007 Audit Major Players - Coty Review and revise SWOT PIMS (Profit impact of market strategy) ©November 2007 Audit Minor Player – Scents of Time Chain –next slide Create SWOT Value ©November 2007 SUPPORT ACTIVITIES FIRMS INFRASTRUCTURE - Customer focused, Marketing taken on and understood at every level, core function - strong internal communications HR MANAGEMENT - Retain technical and knowledge based employees and recruit marketing and sales experts - Project/consulting expertise TECHNOLOGY DEVELOPMENT - Technology leaders, continuous innovation, R&D focused towards buyers needs, strength in R&D relationships I.e. Research institutes MARGIN PROCUREMENT - Combined buying power. INBOUND LOGISTICS • Intranet • JIT OPERATIONS • JIT •Efficient production (closely monitored) ©November 2007 OUTBOUND LOGISTICS •Order handling •JIT MARKETING AND SALES • Customer/ segment research •Investment in Branding •Relationship marketing, Key Account management PRIMARY FUN CTIONS SERVICE • Total systems MARGIN solution •Consultancy services •Maintenance •Outsourcing, facilities networks Benchmarking to compare with ‘best of breed’ Price Marketing Sales Technology R&D investment Growth Quality ROI Management ©November 2007 Capacity utilisation Integration Interpretation: Outside the circle = better than average Inside the circle = below average Manufacturing Extended SWOT Internal Review Strengths Weaknesses External Review Opportunities Threats ©November 2007 Using existing strengths to capitalise on opportunities Use existing strengths to limit impact of Threats Prevent weaknesses from damaging opportunities Prevent Weaknesses from reinforcing threats Conclusion Critical Factors for Success in the Fragrance Industry ©November 2007 Summary p39 It is clear that the fragrance industry has a significant global presence and a large part of its success is due to carefully targeted marketing. Advertising continues to play a central role in driving up sales in a crowded market place, where the rate of new product launches continues to increase. The European market is currently the largest in the world, but in due course, the growing markets of Asia-Pacific may eclipse Europe’s position in terms of turnover and sales. Competition is likely to intensify over the next decade and growth will be fostered by both innovative product development and intelligent marketing. ©November 2007 Strategic Options Strategic choice Source: Johnson & Scholes DEVELOPMENT STRATEGIES GENERIC STRATEGIES • Cost leadership • Differentiation • Focus ©November 2007 ALTERNATIVE DIRECTIONS • Do nothing • Consolidation • Market penetration • Product development • Market development • Diversification ALTERNATIVE METHODS • Internal development • Acquisition • Joint development Evaluating strategic options Suitability Acceptability Feasibility Does it solve the problem? Is it acceptable to stakeholders? Can we deliver? Establishing the rationale Screening options and criteria ©November 2007 Returns Risk Reactions by stakeholders Cash flow Break-even Resources Competencies Adapted from Johnson & Scholes Evaluating strategic options Porters Strategies ©November 2007 Developing a specific position Positioning Perceptual map Associations for positioning (Kotler) Value proposition Customer Unique benefit Profitable Sustainable ©November 2007 Branding Brand Brand name strategies values and personality Developing existing brands How will the organisation compete in a specific market/segment? Strategies for pioneers –technical innovation Strategies for market leaders Strategies for market challengers market knowledge Market Information Emerging Markets Strategies for market followers - copier Strategies for nichers – segments ©November 2007 Geographic Choice p51+ Spain Eastern Europe Middle East Latin America Africa China India ©November 2007 Shell directional policy matrix ©November 2007 Unattractive Average Weak Disinvest Phased withdrawal Double or quit Average Phased withdrawal Custodial growth Try harder Strong Business’ competitive capabilities Prospects for sector profitability Attractive Cash generation Growth leader Leader In which markets/segments will the organisation compete? Market/segment attractiveness ©November 2007 Strongly avoid Strong (Current & potential company strengths in serving segment) Unattractive Average Attractive Avoid Possibilities Avoid Possibilities Secondary targets Possibilities Secondary targets Prime targets Competitors’ likely response profiles 4 Future Goals What drives the competitor? • • • • • • 3 Assumptions About itself and industry ©November 2007 1 Current Strategy How it is currently competing? COMPETITOR’S RESPONSE PROFILE Likely response point? Satisfied with current position? How expansionist? Likely moves or strategy shifts? Where most vulnerable? What will provoke retaliation? 2 Capabilities Strengths, weaknesses & level of awareness Strategic Plan Objectives Corporate and Marketing ©November 2007 Product Type and Range Branding Packaging Design Portfolio management ©November 2007 New Product Development p 49/50 New Scents Sources p41 and p 43+ Technical innovation Seasonal Style – ie Light Product extensions Licensing to Names Fragrance extension ©November 2007 Promotion Comms Mix p47+ 50 Celebrity Positioning Timing ©November 2007 Pricing Strategy Premium Mass market price Promotional offers on new products- gift packs etc. (Airport duty free) Lower prices for light perfumes e.g. Dolce & Gabbana (blue packaging) ©November 2007 Distribution Online Offline Agents, distributors Retail companies Large supermarket chains- Walmart, Tesco Airports, cruise ships ©November 2007 Measurement and Control Balanced scorecard How do customers see us? Financial perspective Goal Measure How do we look to stakeholders? What must we excel at? Internal perspective Goal Measure Customer perspective Goal Measure Innovation & learning perspective Goal Measure How can we continue to improve and create value? ©November 2007 Source: Harvard Business Review The marketing information system (MkIS) Marketing environment • Target markets • Marketing channels • Competitors • Publics • Macroenvironment forces Marketing information system Developing information Marketing intelligence Internal records Assessing information needs Marketing research Information analysis Distributing information Marketing managers • Analysis • Planning • Implementation • Organisation • Control Marketing decisions and communications Source: Kotler et al ©November 2007 Control - - - Control: Monitors and corrects current performance. Import for the Marketing department to monitor and control the effort. Performance can be monitored: 1. Market performance: Sales : Using the Mkis system to identify Key performance indicators: Measure Sales targets for each agent sales team have to generate X sales and measuring the retention rates for repeat business generated by the account management team. Measuring sales V targets Market share: against objectives set customer attitudes: Satisfaction surveys Loyalty: Need to Monitor changes in these over a specific time period e.g every month/ 6 months/ 12 months and relate these back to our original objectives. ©November 2007 2. Financial Performance - Turnover Targets Profit Targets Return on Investment - Must be careful that our marketing objectives and financial objectives do not conflict. For example our longer term Marketing objectives are not to the detriment of short term financial performance may arise. 3. Efficiency of Strategy can be monitored through a detailed evaluation of the elements of the Marketing Mix. We would benefit from regular, independent Marketing audited (McDonald, 1984, Brownlie, 1996). Should provide an objective, external evaluation of both the effectiveness and efficiency of our marketing operations. ©November 2007 4. Contingency Planning Responses to competitor product launches: Poor Investment performances: if The company does not meet its performance targets: Marketing and financial what are the fall back options. Forecasting competitive reactions Scenario planning - How do we know we have got there? Implement a control system to measure and monitor CRM Programme Targeted marketing campaigns: PR and email marketing etc.. Measured by customer enquiries, and use of the web site Account managers and sales staff to be measured by sales performance Any control process should include a mechanism for taking corrective action. ©November 2007 Marketing Control systems Adjust Mktg Objectives Set Marketing Objectives Adjust Targets Set specific targets Assign responsibility Evaluate performance against standards Management action Measure Performance Review and take action as required Control systems can operate simple feedback loops. These pre-empt problems by anticipating the effect of inputs on overall performance e.g our objective to reinvest 12% of turnover on R&D would be assigned to the MD and performance would be evaluated against actual performance. The system can be adjusted by the relevant management action and objectives altered to reflect this, keeping the system flexible. ©November 2007 Control of Marketing activity Product Market Share Sales Sales by market NPD ROI Repeat purchases Price Profit margin Price comparisons Market very price sensitive ? Place Promotion Channel costs Media Coverage: PR, exhibitions Channel volume Sales per person/agent Channel growth Awareness levels Delivery time Visits to the website and enquiries Stock levels ©November 2007 Effective Control systems Involvement: Encouraging all members of staff to contribute in target setting. E.g getting the sales teams and account management teams and finance teams to aid in the setting of targets. Target Setting: Target material should be measurable and achievable, this needs to be communicated internally throughout the company: Internal briefings and newsletters. Effectiveness: Measurement should be accurate, valid and consistent Management by exception: Attention from management needs to be directed to areas of need if targets are not met. Action: Good control systems promote action and solve problems, therefore extra resources should be made available-contingency plans. ©November 2007 Benchmarking Need to compare SoT UK ltd. Performance against competitors to maintain current position against forecasted position and implement continuous improvement (Learning organisation). Best Practice Performance standards ©November 2007