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Wednesday, December 5, 2012

Marketing Template - Marketing Strategy

LOCATING TARGET MARKETS 
If any "channel" is involved then mention channel also as a target market
If any strong influencer is involved then mention the influencer also as target market
If B2B then define the DMU and answer this issue 
  • Define customers 
  • Estimate their numbers
  • Classify them in the most relevant way 
  • Figure out relative attractiveness of these segments
  • Select the primary and secondary target segments 
POSITIONING US IN THESE TARGET MARKETS
For each target market work out
  • who are the target customers?
    whom do we want to serve?
    who is the hero of our stories ?
  • what is the application?
    the battle arena
  • what is the payoff the customers want?
    What brings tension relief?
    what do the target customers want to achieve / fix / avoid ?
  • Readiness of our target customers?
    Do they have a plan, budget, criteria. mission, organization
  • what are they doing now ?
    who are we competing against ?
  • How relevant / important is the role of we offer to our customers?
    Or the role of the solution provider is bigger?
  • are we market developers or market fighters?
    we sell category or product?
  • what is our offer?
    what weapons are we using? what is our marketing mix?
  • How is our offer better than others?
    how our mix is better than those competing for the same customer / application
ROUTE TO MARKET
What "search paradigm" have we assumed for which segment
  • If "searching" for customers directly or through partners answer
    • how will we identify prospects
    • how will we reach and engage prospects
    • how will we communicate and convince
    • how will we close and invoice
    • how will we deliver and collect
    • how will we train and handhold
    • how will we support 
    • how will we be there whenever there is a need or an opportunity
  • If the customer "searches" for us
    • where will they come from
    • criteria for their selection
    • what will be their job description
    • how will we motivate and compensate them
  • Number of  people and organization needed to achieve the above

Marketing Template 1 : Situation Analysis : 5 Cs

5Cs ANALYSIS

COMPANY
  • What % of the company sales / profits come from the market ? 
  • How important is it to expand (defend) this revenue for the company? 
  • Is the product crucial to the vendor network of the company?
  • Is the product crucial to the sales network of the company? 
  • Does this product absorb a lot of the fixed cost (capacity) of the company's facility?
  • Is this product pivotal to the company - and in what respect ?
  • How this product impacted by (and impacting) other products of the company?
  • How important is this product to the branding and pride of the company?
CUSTOMER
  • Number of Industry customers and product customers
  • Geographical concentration of these customers
  • Description of who (Decision Making Unit) decides 
  • Search behavior / extent / habits / purchase steps of the customers 
  • Need status (latent, surfaced, active )
  • Whether Budget and Mission exists 
  • Consideration set of these customers
  • Bias if any of these customers
  • How accessible are these customers
  • Demographic / Lifestyle / Media Usage Profile of Industry/Product customers
COMPETITORS
  • Different strategic groups in the same industry
  • who are your primary and secondary customers
  • Current and future competitors
  • For each major competitor assess likelihood of a strong reaction
    • What % of the company sales / profits come from the product ? 
    • How important is it to expand (defend) this revenue for the company? 
    • Is the product crucial to the vendor or sales network of the company?
    • Does the product absorb a lot of the company's capacity?
    • Is this product pivotal to the company ?
    • How this product impacted by (and impacting) other products of the company?
    • How important is this product to the branding and pride of the company? 
COLLABORATORS

  • Different collaborator groups in the industry
  • who are the primary and secondary collaborators
  • Current and future collaborators
  • For each collaborators assess the likelihood of drafting them 
    • what % of the sales /profits come from the product under question?
    • How important is it to expand (defend) this revenue from the company?
    • Is the product crucial to the sales network of the company? 
    • Does this product absorb a lot of the fixed capacity of the company's facility?
    • Is this product pivotal to the company - and in what respect ?
    • How this product impacted by (and impacting) other products of the company?
    • How important is this product to the branding and pride of the company?
CONTEXT 

  • PESTEL factors that will increase / reduce customers 
  • PESTEL factors that will increase / reduce competitors
  • PESTEL factors that will increase / reduce collaborators
  • PESTEL that will increase / decrease value of assets
  • PESTEL that will increase / decrease the value of liabilities

Friday, October 19, 2012

How good Business Development People handle initial conversations

Best Business Developers treat initial interactions with a prospective client as fact-finding missions rather than a pitch.They focus conversation on 5 things

What is your company's mission? Ask why they do what they do. What value does the company seek to deliver to its customers? If its mission statement doesn't define these important points, help them craft a better one.
 What are your customers' needs? Think emotional needs as opposed to rational needs, to help formulate better marketing campaigns. For every emotional need, Teitelbaum explains, there is a message that will encourage customers to take action.

Who are your top competitors and why? Defining the competition helps companies better define themselves—and determine how to distinguish themselves in the marketplace.

What are the unique ways your business can satisfy your customers' needs? Building on the last question, companies can further define their "unique DNA" by focusing on the ways they alone can meet their customers' demands.

How will we know if we're successful? Make sure there is a mechanism in place for measuring results for every campaign. If it can't be measured, Teitelbaum concludes, "it's not worth doing."

Wednesday, August 15, 2012

NEVER DECIDE MARKETING MIX BEFORE YOU "POSITION" THE PRODUCT

Suppose you are the marketing honcho of a passenger car company and you begin to conceive of the marketing mix for a new car that you have in mind. You will probably use the "4Ps" model and write down on a piece of paper these .. Product, Price, Place and Promotion. You seem to have started well and systematically but beginning is only a part of the effort; let us see what you do next.

You start with the 1st P : Product. There are many things to be defined when you define a car but let us take only one part - but a major part : the engine. Your R&D informs you that they can offer you a choice of 3 engines : 1000cc, 1400cc and 2000cc. Now it does not seem to be so simple any more because each choice adds value as well as costs. 2000cc engine is technically the best because it will give heart thumping acceleration and an ability to easily overtake even on expressways. But then the engine will be costly and will push up the price of the car. 

You will have the same very problem for every element of the marketing mix : you will not be able to look at one element of the marketing mix and take a decision in isolation of other components. That is the reason for my saying that you should "position" your product / service first and only afterwards begin arriving at the marketing mix.  

The positioning template has 7 components. 
When you answer these 7 questions; you can begin work on marketing mix.

  1. Who - and what application - does the product plan to serve : Who are the Target Customers ? They are the protagonists of the positioning story. Always tell the story in their paradigm and their language.
  2. What is the payoff they are looking for : by using the product or service what are they trying to do at an emotional level : what do they want to fix? or avoid? or achieve? What provides tension relief? 
  3. How ready are the customers to accept what we plan to offer: How many of them have an active mission to purchase : budget, organization, criteria?
  4. What are the needs, which are unfulfilled and which really matter? What matters to target customers? Which of these are over serviced and which are under serviced? are we selling a solution or a component ?
  5. Who are you competing against ? Who are our competitors and at what stage of buyer behavior they actively compete against us? who is the villain ?
  6. What is our source of growth ? Will we primarily focusing on the need or a given competition ? or both ? what sort of fight : are we maker developers or market fighters?
  7. What is the product / story we offer ? This should be stated in customer language? what it our weapon ?
  8. How is it better than whom we are competing with ? what is our differentiation? how is our weapon better than that of the villain's?


Saturday, August 11, 2012

12 ways to find buyers. 6 ways to qualify them.

FINDING BUYERS ( PROSPECTS )

Finding prospects is key to successful selling. Here are 12 ways to get the required leads.
  1. Get Referrals from existing client who is satisfied with you. But a satisfied client may not be able to judge who among his friends may be ready to buy your product or service.  A better way is to ask if he belongs to any professional organization, social clubs, community association etc. If the client is in an office building with other offices, ask if he knows anyone else in the building. Since most of us surround ourselves with individuals who have similar interests, needs, preferences and pastimes, when you ask referrals this way, your client only has to give you the names and not make any judgments. The best time to ask for referrals is immediately after the sale is made. At this point the customer’s enthusiasm, satisfaction and confidence in you is at the highest point. Because referrals are so important in selling, staying in contact with old clients is essential. Call them from time to time to see how they are doing; stop in to see them occasionally; send them birthday or seasonal greeting card and let them know you always remember them.
  2. Network  and tap your own center of influence and ask your friends, relatives, neighbors, associates … and get from them the names of the potential buyers for your product or services.
  3. Trade Leads with other salespeople who sell in the same market as you do.
  4. Lists are readily available through local chamber of commerce, newspapers, professional organizations, trade associations, export promotion bureau, social clubs etc.
  5. Trade Directories and Yellow Pages allow access to specific industry or specific professions
  6. Prospecting by Telephone can be an effective tool in seeking and reaching prospects but be aware of how you sound and the words you use. A prospect cannot see you and your product or your brochures. You must sound enthusiastic and paint a clear picture of opportunity. You must set time each day when you will make your calls. The important thing is to get the name of the right person for you to contact as well as the secretary’s name. When calling back, it is sometimes helpful to get through to the person you want to speak to by having the secretary’s name. For example, ‘ Hello Sara, is Mr. Ali in?’ This gives the impression that you know the secretary as well as Mr. Ali. In some cases, even though she does not recognize your voice, she will put through, not admitting that she forgot who you are. This might give you an edge in getting to Mr. Ali.
  7. Canvassing is used when you are finished with a sales call and you are in an office building with time before your next scheduled appointment. Walk into other offices that you think can use what you are selling and introduce yourself. You might get an opportunity to speak with a prospect. At least, you can find out who the prospect is, leave your business card and let him know that you will follow up with a telephone call.
  8. Direct Mail. Send letters or samples with a note attached stating that you will be calling for an appointment. People often hand write a personal letter on plain paper without a letterhead because the prospect has to read the first few lines to find out who you are. If you are smart in your approach, you will get him to read the entire letter. To be successful, you must follow-up your direct mail campaign with a phone call. This will increase your chances of getting an appointment and will serve as a vital part of your prospect qualification process. Remember direct mail should be used to supplement your prospecting methods and not be used as a stand alone method to gain new leads.
  9. Special promotions. A good place to get prospects is at trade shows and exhibitions. These are usually industry-sponsored and potential prospects attend them. They give best opportunities to follow-up the prospects you meet, face- to-face at the show. Consumer shows are different. These are not usually industry-sponsored and are usually open to the public. They can be auto shows, home- improvement shows, book fair etc. However, if you are selling a product or service that is consumer-oriented, these shows will be the best place to meet prospects. They draw a lot of people and where there are people, there are prospects. Pick the ones that will benefit you best.
  10. Newspapers articles  give information about people and their companies. They report on who has been hired, promoted and who is moving into the area. They also run employment ads that might mean the company is expanding.
  11. Old customers. Most product and services have a life cycle and it is your job to determine when your prospect will be in the market again. If you sell products with a predictable life cycle such as automobiles or air travel, you can build up an active client base and periodically you have another group of prospects. If the product or service you sell has a long life cycle or is one-time sale, you can become the client’s sole supplier by keeping in touch with him. When other people ask him where they can get a particular item or service, it will be you he remembers. If there have been any improvements on the product or service, inform your customers. You might get them to upgrade. They are already qualified buyers and it is human nature to want the newest and the best, especially if the new product can save them money and time.
  12. Testimonials can benefit many promotional activities including the use of brochures, direct mail, ads, press releases. A testimonial is a statement by a satisfied client appreciating you and your services. A typical testimonial might state: “Thanks for the excellent job you did on our sales training program. It was creatively executed and after just one month, we have realized an 18% increase in sales across the board. I thank you, my sales people and our president thanks you.” Some people believe that the best testimonial is one that has not been solicited. This occurs when a satisfied client writes a letter thanking you for a job well done, with no prompting on your part.


QUALIFYING THE BUYERS (PROSPECTS)
  
 
Who? has the most obvious need for your products or services? Who has the money to buy your products or services immediately? Who has the most urgent need to buy your products?  Who has influence on the prospects you are able to identify?
 
Where? Where do your ideal prospects live, work, socialize, worship or play? Where can you find useful mailing lists of people who fit your ideal prospect profile? Where can you find directories from which you can form your own lists? Where could you go to contact new prospects?
 
Why? This helps you set up priorities so as not to waste your time in qualifying prospects. Why would the prospect be likely to buy your product or service? Why would the prospect resist buying your product or service? Why might this time be good (or bad) to approach the prospect? Why would this person be likely to set up an appointment with you?
 
What? These questions, if properly used can boost your qualifying average. What will the prospect find most beneficial about your product or service? What information could you present, or what questions could you ask would most likely get the prospect to talk about his needs? What more do you need to know about the prospect? What information should you gather about the prospect before you meet with him? What is the single biggest problem the prospect has?
 
When? This question is about timing. When is the best time to contact a prospect ? When is the most productive time from the prospect’s viewpoint? When is the prospect most likely to give you the time you need? When should you contact the prospect again if your first efforts were not successful?
 
How? You will not be able to ask many meaningful “How?” questions if you have not fully explored the other five. How can you be sure that you are doing a good enough job of follow-up prospecting? (Look at the Who? questions again.) How can you use your prospecting time more productively? (The “Where?” questions can help you here.). How can you sharpen your prospecting and qualifying skills? (Hint: Search for creative ways to put your products and services to good use. Look at the “Why?” questions.) How can you best approach your prospects? (“Think about the “What?” questions – What will they want to hear?) How can you make more time for meaningful prospecting and qualifying the leads you generate? (The “When?” questions will give you a good indication of effective time management.)

Friday, June 1, 2012

What is the real difference between marketing and sales in practice?

Sales function is a part of marketing - only on the paper of text books. As Philip Kotler himself says, the economics and culture of the marketing and sales departments is so very different.

Marketing is more about being attentive and listening to the customers. Sales is about talking to them and convincing them.

Marketing spends money.  Sales earns money.

Marketing is full of MBA types who are analytical and intelligent but somewhat cold - and operate in a world of excel sheets and conference rooms and consists of collecting data, analysis, creatives, messages, charts and  presentations.  Sales is full of leader types who can judge people and what they are really saying - and they operate mostly in front of their customers asking, telling, demonstrating, persuading, objection handling, closing, bonding, motivating. Marketing and sales are different worlds in reality. In fact Kotler says that it is very difficult to find an individual to become the Head of Marketing and Sales because the two functions are so different in practice.

Actually it gets much more complex than that because the exact job description of marketing and sales varies significantly from company to company and industry to industry. It is very contextual. You must read the full article to get an appreciation of how CEOs look at the marketing and sales departments.

The marketing function (In its broadest sense - as per the diagram below) is as below

The broad marketing function in reality can be broken into 3 sub-components
  1. DISCOVERING AND DIAGNOSING : Collecting the situational data through market sensing, discovering what it means, bringing this "voice of the customer" to the decision makers' table. The key metric is how useful the data becomes in anticipating and becoming proactive for the people who take marketing strategy decisions. Discovery and diagnosis is a specialized / investigative / research work and needs a different mindset. Normally analytical and creative people are assigned to such jobs.
  2. DESIGNING THE STRATEGY : because the company relies on the marketing strategy to take long term decisions like what manufacturing, servicing, people, structure, competencies and focus will needed. This job requires people who are senior enough to understand what the data from the previous stage means and to formulate a cross-functional strategy that can travel successfully to the next stage of implementation. Deciding long term marketing strategy has 4 (MCVG) interdependent elements
    • Market : which customers and needs to target  
    • Competitors : which competitors' customers to target
    • Value Proposition : how to position and hence what marketing mix 
    • Go-To-Market : Route to access / engage / promote / sell / service the target customers
  3. MANAGING THE IMPLEMENTATION OF STRATEGY : requires co-ordination with internal functions and external entities and, being a management function, it covers (A) Planning and Budgeting (B) Organizing by allocating resources (C) Managing people and directing and coordinating them (D) Monitoring and reviewing. In many practical situations the implementation happens through separate groups and committees
      1. Market research department ( Discovery and Diagnosis )
        This is generally a function of the marketing department
      2. Marketing Management ( Strategy )
        This is a function of senior management. CEO also may be involved!
      3. Advertising ( a part of go-to-market dealing with ad agency and media)
        This is generally a function of the marketing department
      4. Sales Promotion( Generally under sales department)
      5. Distribution and supply chain ( Generally under sales department)
      6. Sales recruitment and training ( Generally under sales department)
      7. Field sales management ( Under sales department)
      8. Sales administration  ( Under sales department )
      9. After-sales-service ( can be under sales or a separate department)
Example 1 : In steel business the marketing mix (that which matters to the customer) may be typically grade of the steel, price, fulfillment time, and application support. This in turn depends upon the raw material used, energy source, inventory and transport, location etc and, once decided, it is difficult to change such expensive decisions. Therefore in such companies the "marketing department" essentially performs the data collection and advisory function. In such companies the strategy is decided by the CEO and the implementation is done by the sales department which is frequently called "commercial department". In such companies the marketing department is more of a staff function and is not seen as being powerful.

Example 2 : In the business of being a vendor doing OEM supply (let us say of injection molded parts to an auto industry firm) there is no need for the marketing function at all because the discovery, diagnosis and design is done by the client himself. In such a company the Key Account Manager ( who services a big OEM client) is very powerful and everyone dances to his tune. .
   
Example 3 : In consumer durables the marketing mix (that which matters to the customer) may be typically freshness of models, leading features, price, showroom experience, demonstration shown at the showroom, reputation of after sales service and advertising which drives traffic to showrooms. In such circumstances, both the marketing department (which takes new model decisions, advertising decisions and pricing decisions) and the sales department (which controls the showroom experience and availability) are equally powerful. In the long run even the sales department is powerful because good after-sales service is important in building the reputation and the brand value. 

Example 4 : In consumer service business like banks the marketing mix (that which matters to the customer) is actually co-created by the front line employees and the customer together. Under such circumstances the supervisors of such front liners and how they select, train and motivate the employees really decides the customer satisfaction. A good marketing department in the service business addresses how to help the operations to select, train and motivate employees. In addition they also prepare advertising and POS material. 


MARKETING ( DISCOVERING AND DIAGNOSING)

Normally marketing is responsible for bringing the customer to the stage where he makes a contact with the sales force or the sales channel of the company. After that, the sales function takes over

MAIN FUNCTION OF MARKETING
The primary and fundamental marketing function of any company is "listening and learning" function which enables the company to get influenced by the market. Good marketers want to study the market, select the customers they want to service, listen carefully to such selected customers to understand their needs and wants, and then try and formulate an offering (marketing mix) that meets these needs in such a way that they are better than the offerings of their competitors.

THE DESTINATION OF MARKETING
The destination of a marketing person is to create a SALABLE PRODUCT  which is in line with the policies of the company and which his company can make, sell and profit from. He creates this by looking at his TARGET AUDIENCE (Potential Customers)

CHALLENGES FACED BY THE MARKETING FUNCTION
The most important resource of a marketing person is the needs and wants of the customers in his chosen industry and the ability of his own company to compete in the industry through its own capabilities as well as the capabilities of his channels and allies. His limitations and challenges are therefore lie in figuring out :
  1. What are / will be the changes in the size and location of his target audience.
  2. What are / will be the trends in the needs of the said target audience.
  3. What are / will be the competitive developments that need to be taken seriously
  4. What needs can (cannot) be met competitively and sustainably by the company
  5. What products / offerings can (cannot) be carried by the company’s sales channel
CONCERNS OF THE MARKETING FUNCTION
  1. the needs and wants of various types of consumers and customers (a) which are at various stages (Latent, under-surface, on-surface, established, standard) (b) so that they can select the consumers / customers whom they can make a difference to
    and who can make a difference to them
  2. the offerings (marketing mix 7 Ps) of the competitors and how much they meet the needs and wants of different types of customers so that they select the competitors whose customers they will take away from because their companies can serve those customers better than the selected competitors
  3. defining their own offering (marketing mix) in the light of this information so that, ideally (a) it meets the needs of the selected consumers / customers better (b) its offering is better than that of the selected competitors
  4. Regarding customers, the main concerns are
    1. Customers outside the category (Can they be brought in? )
    2. Customers not buying from us (Can they be brought to us?)
    3. Customers not buying sufficiently from us (Can they buy more from us?)
    4. Customers not buying at a higher price from us (Can they pay more price?)
    5. Customers who not talk highly about us (Can they be more vocal about us?) 
SALES 

MAIN FUNCTION OF SELLING
Sales function plays an important part in the day to day operations of a company because the company relies on it to generate revenues and money collections in order to run and fund the regular operations of the company. Many inputs like sales, inventory and collection forecasts are given by the sales function and help the company run operations like supply chain, procuring short term funds and plan capacity creation and utilization.Selling is about influencing and helping the target buyers - to determine if they want any of the products or offerings that are currently being made by the company – and to generate planned revenue for the company.The main tasks are
    1. Lead Generation / qualification / Nurturing
    2. Customer contact to qualify, understand, present, overcome objections
    3. close 
    4. transact and service
    5. Managing the sales force : recruit, induct, motivate, train, deploy, monitor

DESTINATION OF SELLING
The destination of a sales person is to MEET HIS MONTHLY SALES REVENUE TARGETS. He creates this  e company and which his company can make, sell and profit from. He creates this by looking at his TARGET AUDIENCE (Potential Customers)

CHALLENGES OF THE SALES FUNCTION
The most important resource of the salesperson is his own caliber and time. His biggest challenge is to spend most of his time with the customers who have BANTF
  1. Budget to spend
  2. Authority to purchase
  3. Need for the product
  4. Time Urgency for buying
  5. Favourable disposition towards the company
Hence his limitations and challenges are in figuring out :
  1. How to search who, in his territory, has BANTF
  2. How to avoid spending time in chasing someone who may not ultimately buy
  3. How to recognize at what stage is a potential buyer on his “Buying Journey”
  4. What to do, what questions to ask, what answers to give : to speed up the buying journey 
  5. What offer to give so that the customer will accept quickly and also be satisfied later
  6. How to deliver appropriate sales messages to the right customer depending upon buying stage
  7. How to recruit and train the right sales people
  8. How to organize and motivate the sales force 
----------------------------------------------------------------------------------------------------------------

Use the following with care because you must realize as stated above that each marketing or sales job is contextual - there is no universal definition !

(General ) Responsibilities of the Marketing department  
  1. Establish / Justify the company's best competitive position within a market
  2. Locate and profile potential markets and key DMU participants within
  3. Generates quality sales leads
  4. Develop effective selling tools
  5. Formally analyze and track competitor's business strategies and tactics
  6. Define, prioritize and justify product / service - improvements and developments
  7. Promote an explicit company product or service image
  8. Facilitate  information transfer from customers to the rest of the company
  9. Simplify the customer's travel on his buying journey  
CMO (Chief Marketing Officer Responsibilities) 
  1. New Product Rollouts:
    Strategy development, program incentives, timing and media coverage
  2. Agency Evaluation:
    Selection and evaluation of outside marketing contractors
  3. Customer Database Management:
    Software selection, training, maintenance of customer contact Information
  4. Market Research:
    Market definition, prioritization, project management, data gathering
  5. Pricing Analysis:
    Pricing as a marketing tool, initiate and analyze competitor's pricing practices
  6. Product Audits:
    Establishment of a formal means to evaluate competitive offerings
  7. Public Relations:
    Establishment, guidance and coordination of all areas of public
  8. Relations Trade Shows:
    Definition, participation, prioritization and audit for effectiveness of all trade shows
  9. Product Promotions:
    Strategy formulation, program composition, premium definition, all media coverage
  10. Marketing Communications:
    All printed / electronic communication: brochures, catalogs, price lists, case histories
  11. Media Selection:
    Assist in selection and prioritization of all media options: print, broadcast, multimedia
  12. Internal Communications:
    Establish and maintain all inter-company corporate communication means
  13. International Marketing:
    Establish company presence in targeted international markets, audit for effectiveness
  14. Strategic Planning:
    Offer strategic information and alternative insights to corporate management strategies
  15. Board Meeting Participation:
    Communicate and reinforce the company marketing priorities, strategies and tactics
  16. Corporate Vision Statement:
    Proliferate and reinforce the corporate vision throughout the Organization Corporate Identity
    Create, maintain, improve and "manage" all corporate images and symbols
CSO (Chief Sales Officer Responsibilities) 
  1. PEOPLE
    • on-boarding : New hires reach full productivity faster
    • succession planning : Develops 1 successor every year
    • attrition of high potential : Less than 5% turnover of his  ‘A’ players .      
  2. CUSTOMERS
    • Field people under him know the customer's buying process 
    • Field people can use this to state customer objectives and answer objections
    • He knows how “buying journey” is divided between marketing and sales
  3. PEERS  
    • His peers can lean on his advice.
    • His peers use him as an influence on the CEO to things done
    • He helps peers get on board with new ideas quickly
  4. FIELD EXECUTION
    • His team follow a documented and disciplined coaching cadence
    • All his first-time managers go through a development program before promotion
    • He spends 50% time out of office and in the rest in the field with reps and managers
  5. COMPETITORS
    • He uses quarterly win/loss data to ensure best practices are captured 
    • He regularly “mystery shops” from competitors to understand their tendencies
    • His team can communicate the unique differentiators on every offer

Tuesday, January 24, 2012

Attack strategies : 3 options of whom and 19 ways of how


  1. Head-On attack on the chosen competitor with the intention of grabbing the entire market of the said competitor and thus to injure the competitor so seriously that he exits the market. But sometimes the competitor turns on you and signals his willingness to “fight till finish” and it can cause much blood letting from both the sides. Ultimately one side either withdraws from the market or withdraws into a small corner. ( This happened to HMT when attacked by Titan).
  2. Because of the risk and uncertainty involved in head-on attacks, a flanking attack
    is much more common. The attacker aims only for a small part of the competition’s pie.
    In such cases the defending company also may not fight as hard - and may even cede to you – if the market segment ( customers, geography, application) is small or not worth picking a fight on. ( This happened when SONY sliced off a segment of the laptop market with VAIO which catered to the segment of customers who wanted a good audio visual and gaming experience on their laptops ) 

  3. Bypass attack is actually an attack on the future of the competitor. You, the attacker, figure out what the competition is likely to do next and then do it before he does. ( This happened when Kent attacked Eureka Forbes Ultra Violet Water Purifier business by figuring out that the demand for Reverse Osmosis products will go up when the customers - increasingly using borewell water - will find that only RO softens the water. They first launched RO in their attempt to stop Eureka Forbes in its tracks )
Note : If you plan to convert non-users of the category into users, you do not need to attack anyone at all. When Nirma launched its low priced detergent, it was designed to convert people using soap suds and not detergent users at all !


19 ways "How to attack" 

7 Ways of "street smart" attack 
  1. Counterfeit ( and ride on him )
  2. Imitate ( and confuse the market )
  3. Overpower
  4. Move fast and reach markets earlier than him
  5. Block his entry
  6. Initiate litigation against him
  7. Create a fighter brand / unit
12 ways of attacking with differentiation

You can create differentiation not only through a better value proposition but also through a better Go-To-Market strategy

BETTER VALUE PROPOSITION CAN BE ACHIEVED BY
  1. Better targeting  of customers /  regions / applications
  2. Better insight (understanding of what matters : needs, wants and motivations)
  3. Better offer (based on "what matters")
  4. Better "Reason Why"
BETTER CONNECTION CAN BE ACHIEVED BY
  1. Better insight into how customer behave which make following possible
  2. Better ways to search (or be searched by) potential customers
  3. Better ways to contact (or be found by) such customers
  4. Better ways to engage ( or be engaged with) such customers
  5. Better ways to communication ( or inbound inquiries by ) customers
  6. Better ways to facilitate purchase by customers
  7. Better ways to transact ( take order, deliver, get paid) with the customer
  8. Better ways to service after purchase ( AMC, spares, recondition, replace)