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© 2012 Pearson Education, Inc. publishing Prentice Hall.
Note 25SWOT Analysis
© 2012 Pearson Education, Inc. publishing Prentice Hall.
Figure Note 25-1 - SWOT Analysis Identifying Strengths and Weaknesses
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© 2012 Pearson Education, Inc. publishing Prentice Hall.
Customer Assessment
External forces represent opportunities or threats because of the changes they produce in the way customers meet or can possibly meet a need
Considering and continuously reconsidering customer assessment and segmentation is essential to identifying opportunities and threats
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© 2012 Pearson Education, Inc. publishing Prentice Hall.
Segment Changes
Market segments are never static Segments grow, shrink, and change their buying habits,
preferences, and buying criterion Segments can split into subsegments or can merge or
combine into a single, larger segments
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© 2012 Pearson Education, Inc. publishing Prentice Hall.
Environmental Scanning
Wherever an opportunity or threat arises, monitoring the environment is essential to feed understandings of changes, trends, and events to SWOT analyses
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Figure Note 25-2 - Strategic Implications of SWOT Analysis
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© 2012 Pearson Education, Inc. publishing Prentice Hall.
Conducting a SWOT Analysis
Assess the firm’s competitive advantages Study the environment for opportunities and threats Identify strategic alternatives and imperatives from the
“fit” or match between the strengths and weaknesses and the opportunities and threats
Prioritize, plan, and act
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Figure Note 25-4 - Strengths and Weaknesses, Opportunities and Threats Drive Strategies
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Note 26Targeting & Positioning
© 2012 Pearson Education, Inc. publishing Prentice Hall.
Introduction
After a company has segmented its markets and has developed detailed segment profiles, two important decisions have to be made: Should the company adopt a differentiated or
undifferentiated marketing approach? If it adopts a differentiated marketing approach, which
segments should be targeted?
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© 2012 Pearson Education, Inc. publishing Prentice Hall.
Undifferentiated Versus DifferentiatedMarketing Approaches
Undifferentiated marketing Ignores segment differences and applies a “one-size-fits-
all” approach This leads to benefits from economies of scale in research
and development, production, advertising, distribution, and other overhead expenditures
Simplifies organizational structures
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© 2012 Pearson Education, Inc. publishing Prentice Hall.
Undifferentiated Versus DifferentiatedMarketing Approaches
Differentiated marketing A company develops adapted or customized marketing
mixes for different target market segments It can better meet the segment-specific needs and
requirements Creates superior value and demand price premiums
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© 2012 Pearson Education, Inc. publishing Prentice Hall.
Undifferentiated Versus DifferentiatedMarketing Approaches
The downside of differentiated programs The higher complexity of the organization and of the
product portfolio The diluted benefits of scale The higher per-unit costs
Differentiated marketing can consist of: Selected specialization Segment specialization Product specialization Full market coverage
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Figure Note 26-1 - Differentiated Marketing Approaches
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© 2012 Pearson Education, Inc. publishing Prentice Hall.
Target Market Selection
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Criteria for segment attractiveness are defined, they are weighted and evaluated
Analyze whether a company has competitive advantages in the individual segments
The weighted scores of segment attractiveness and competitive advantages are used to position each segment in a portfolio
© 2012 Pearson Education, Inc. publishing Prentice Hall.
Target Market Selection
Additional criteria can be used: Synergies Core competences Strategic objectives
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© 2012 Pearson Education, Inc. publishing Prentice Hall.
Positioning
Positioning requires a thorough understanding of: The needs of the target market Competitor’s positions in the target market The firm’s own competitive advantages and points of
differentiation
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Specific Tools for Positioning
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© 2012 Pearson Education, Inc. publishing Prentice Hall.
Marketing concept
Marketing concept - firms will be most successful at achieving goals when they orient around the consumers’ needs and align the entire organization around satisfying those needs
Market orientation - a firm wide customer and competitor focus and coordination of activities
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Table Note 15-1 - Needs, Motives, Wants, and Demand
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