Irenka Final Presentation SMM

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Marketing Strategy Proposal

Course Title: BMAN31302 Strategic Marketing Management

Course Coordinator: Dr Judy Zolkiewski Seminar Leader: Andreas Mebert

Group Members: Anthony Donbavand, Ana Florescu, Ross McCallum, Joshua Roberts,Andrada Sabin and Irena Shehaj


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Outline Market Analysis

o External Analysis

PESTLE

Porters 5 Forces

o Internal Analysis

SWOT

Scenario Analysis

Segmentation andTargeting

Competitor Reactions

Chronological

implementationo


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RivalryamongExistingFirms:

High level;large number

of other

architects withsimilar servicesin Manchester

and the UK

Potential Entrants:Foreign Firms fromChina and India

Substitutes: LuxuryFashion houses (Gucci),new forms of practices

Buyers:

increased powerof buyers; lowswitching costs

Suppliers:

Low power dueto low demandfor architects

Threat of NewEntrants

BargainingPower of

Buyers

BargainingPower ofSuppliers

Threat of SubstituteProducts or Services

Porters 5ForcesAdapted from: Porter (2008)


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Owner Value wascreated

Consistent sales

Product

Range

Entrepreneurship/Flexibilit

y

Originality & CostAdaptabil

ity

Andrew Wallace Partnerships withartists and engineers

Reputation

Awards

Customer

Credibility

ArchitectureInterior DesignGreenArchitecture

Corecompetences/ CompetitionCentered:

Relianceon WoM

26nationalandregionalawards

Customer/Company ValueAdded:

Quality

Service

Low cost

Differentiation

Company

Reputation

STRENGTHS

Although fallingdemand forarchitects

Best Low BudgetProject (2007)

RIBA EmergingPractice Award(2008/2009)

Adapted from: Coman andRonen (2008)


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WEAKNESSES

Lack of/littlePR

UnfocusedMarketingStrategy

Slow reactionto marketchanges

Low

awareness

Losing out oncapitalizationopportunities(consulting)

Not enoughmarket

orientation

customer

Low

awareness

customer

Coreweaknesses/CompetitionCentered:

Customer/Company ValueLost:

Out of date

productoffering

Customer/company

company

Networksand

Relationships

Use ofMarketin

g

MarketMonitorin

g

Professio

nalmyopia

Lack ofmediaexposure

JustWoM

Website &brochuresdo notreflectchanges incustomerpreferences

AndrewWallace

Firms Market Value is insufficientAdapted from: Coman andRonen (2008)


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OpportunitiesAdapted from: Meredith (2007)

Short Lead Time Medium Lead Time Long Lead Time

Low

Informa

ti

onLevel

Mediu

mInform

ation

Level

High

Inform

ation

Level

ProductRedefinitio

n

Wordof

Mouth

University

Brand

Monitoring

Alliances Targeted

Marketing

Lobbying

Expansion


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ThreatsAdapted from: Meredith (2007)

Short Lead Time Medium Lead Time Long Lead Time

Low

Informa

ti

onLevel

Mediu

mInform

ation

Level

High

Inform

ation

Level

IndirectSubstitutes

DerivedDemand

Technology

SupplyBasedThreats

ChannelBased

Threats

Complementary Products

DirectSubstitut

es


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Scenario Analysis:Proposed Strategy


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Scenario Analysis:Proposed Strategy

d ll


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andrew wallace greendesignersScenario Analysis:

Proposed Strategy

Climate Change Act(2008)GreaterManchester - LCEA

for the BuiltEnvironment (2009)Localism Bill(2010/2011)GM CombinedAuthority (1st April)GM LocalEntrepreneurship(1st April)

ClimateChangeAct- zerocarbon new

homes

ClimateChangeAct- zerocarbon

buildings

EstimatedShortfallof

750,000homes

LocalismAct

Autumn:FirstGreenDeals

d ll


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Proposed Strategy


homes


buildings


750,000homes

LocalismAct




Mission statement:

Andrew Wallace is dedicated to providing its

clients with tailored innovative andsustainabledesign solutions, through theemployment ofprofessionalism,localknowledge and resources.

d ll


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Proposed Strategy


homes


buildings


750,000homes

LocalismAct




d ll


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Competitor Reactionandrew wallace green

designers

The Red

QueenEffect

Barnett and Hansen,1996

Charitou and Markides,2003

d ll


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Proposed Strategy


homes


buildings


750,000homes

LocalismAct




andrew wallace


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Segmentationandrew wallace green

designers

B2C -Short termInnovators and Early Adopters- between 30-59 years of age- have higher education and income of 30,000-58,000 pounds per household - professionals- have one or two children

- have houses with more rooms than thenational average- married- are more interested in their health and current

issues

Size of segment:17,000 residences. In the medium term

forecasts for the market show an increase ofaround 6% to 18,000 residences.

Not only a market but a key place forcommunity leaders to help spread innovation.

Neighborhoods: Chorlton, Didsbury East and

Didsbury West.

Medium Term

Early Majority

Customer Profile

- between 35 and 65 of age- have higher education and income

of 25,000 45,000 - workers- married- have 1 or 2 children- are less preoccupied with health

and current issues

Size of segment: 6,300 houses.

Neighborhods: Moston

andrew wallace


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Segmentationandrew wallace green

designers

B2B

Short Term

Innovators and Early Adopters

a) Hospitality and Tourism

1) Restaurants and Hotels in the Chorlton, Didsbury East and West area

2) Niche restaurants targeted at eco-friendly students in the Northern Quarterand Fallowfield area

b) Retail: Shops in and around Arndale, Spinningfields and Picadilly that have

green image

Medium Term

Early Majority

andrew wallace green


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Short Term: Impact on the7Ps

andrew wallace greendesigners



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Medium Term: Impact on the7Ps




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Forming relationships

Specialise in urban regeneration

High synergy = increasedcompetitive advantage (Dyer etal, 1998)

Adding value to the final outputthrough knowledge sharing

(Ulaga, 2003)

One-stop-shop strategy

Use of connections with MSASustainable design project

Making use of a fresh perspectivefrom the architects of the future blurring the boundaries of boththe firm and the university drivesinnovation

(Lockton, 2005) Cheap Source new employees Possible promotional tool




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Long Term Strategyandrew wallace green

designers



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Limitations

Tools Used: PESTLE

Porters 5 Forces

SWOT

Scenario analysis

Segmentation notuseful in predictinggreen behaviour inconsumers


AssumptionsMade:

Andrew Wallace Architects: Who are the Clients?

Personal motivation

Networks does he alreadyhave establishedrelationships with localpartners?

Staff engineers? architects?

Data only available forManchester not GreaterManchester

Risks:



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Thank you

for your attention!




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References: Addington, M., and Schodek, D.L. (2005). Smart Materials and New Technologies. Burlington: Architectural Press

Barnett, W. & Hansen, M. (1996) The Red Queen in organizational evolution, Strategic Management Journal, Vol 17, pp 139-157

Brindley, R. (2009). Overcast With Sunny Spells, The Magazine of The Royal Institute of British Architects. Available at:http://www.ribajournal.com/index.php/feature/article/overcast_with_sunny_spells/

[Accessed on 14th March 2011]

Charitou, C. & Markides, C. (2003) Responses to disruptive strategic innovation, MITSLOAN Management Review, vol. 44, No.2

Dyer, Jeffrey H. & Harbir, Sing (1998), The Rational View: Cooperative Strategies and Sources of Interorganizational Competitive

Advantage,Academy of Management Review, Vol. 23 (4), pp.660-679.

Grundy, T. (2006). Rethinking and reinventing Michael Porters five forces model, Strategic Change, 15, pp. 213-229.

Lockton (2005), How can we strengthen links between entrepreneurial companies and entrepreneurial universities in the UK?,http://www.danlockton.co.uk (Last updated March 2005).

Available online at: http://www.danlockton.co.uk/research/Lockton_Entrepreneurial_Universities.pdf

[Accessed on 2nd of March 2011].

Mintzberg, H., Ahlstrand, B, and Lampel, J. (2009). Strategy Safari. 2nd ed., London: Prentice Hall.

Nelles, J. & Vorley, T. (2008) Entrepreneurial Architecture in UK Higher Education Institutions: consolidating the third mission. Paperpresented at the DRUID 25th Celebration Conference 2008 on Entrepreneurship and Innovation organizations, institutions, systemsand regions, Copenhagen, Denmark, June 17-20.

"One-Stop Shop Definition." Investopedia.com - Your Source For Investing Education. Web. 27 Mar. 2011..

Orfano, F. (2011)Components of a PESTLE Analysis,

http://www.brighthub.com/office/project-management/articles/51754.aspx

http://www.brighthub.com/office/project-management/articles/51754.aspxhttp://www.brighthub.com/office/project-management/articles/51754.aspxhttp://www.ribajournal.com/index.php/feature/article/overcast_with_sunny_spells/http://www.danlockton.co.uk/research/Lockton_Entrepreneurial_Universities.pdfhttp://www.brighthub.com/office/project-management/articles/51754.aspxhttp://www.brighthub.com/office/project-management/articles/51754.aspxhttp://www.danlockton.co.uk/research/Lockton_Entrepreneurial_Universities.pdfhttp://www.ribajournal.com/index.php/feature/article/overcast_with_sunny_spells/

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