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MKT 4813: Marketing Management Internal Analysis & Value Chain Concepts Aaker Chapter7

MKT 4813: Marketing Management Internal Analysis & Value Chain Concepts Aaker Chapter7. Strategic Analysis Overview (see Aaker for more detail). External Analysis Customer analysis : segments, motivations, unmet needs. Competitor analysis : identity, costs structure, image, etc.

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MKT 4813: Marketing Management Internal Analysis & Value Chain Concepts Aaker Chapter7

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  1. MKT 4813: Marketing Management Internal Analysis & Value Chain Concepts Aaker Chapter7

  2. Strategic Analysis Overview (see Aaker for more detail) • External Analysis • Customer analysis: segments, • motivations, unmet needs. • Competitor analysis: identity, costs structure, image, etc. • Market analysis: size, growth, profits, cost structures, barriers. • Environmental analysis: technological, gov’t, economic, cultural, demographic, info. • Internal Analysis • Performance analysis: profitability, sales, shareholder value, customer satisfaction, product quality, brand associations, relative cost, new products, employees, etc. • Determinants of strategic options: past and current strategies, strategic problems, org capabilities and constraints, financial resources, etc. Opportunities, threats, trends, and information gaps Strategic strengths, weaknesses, problems, etc. Strategy ID & Selection: ID alternatives, Select Strategy, Implement the plan, and review

  3. Internal Analysis • Goal of “understanding your business in depth” • Self-knowledge is the most illusive. • Two reasons: • Arrogance of “knowing my business”, vs.. new perspective. • Arrogance of external consultants/etc. who fail to see idiosyncrasies. • Numbers are our friends. • How much do we know about something if we cannot quantify it?

  4. Ways to Keep Score • Sales & Share of Market (SOM) • Scale economies • Experience curve effects • Profitability • Why is liquidity more important than profitability (especially for small businesses?) • “Sources & Uses” of Cash • Dupont analysis ROA = (profits/sales) x (sales/assets) • Return on Equity (ROE) = profits/owners equity • Economic Value Added (EVA) • EVA = (operating profit – taxes) – (cost of capital x capital employed) • “Capitalize” investments on intangibles/brand building

  5. Performance Measures “Beyond” Profits • Customer satisfaction/brand loyalty? • Product and Service Quality? • Brand/Firm Associations? • Relative cost (disaggregation via the value chain concept?) • Primary and secondary activities • New Product activity • Manager/Employee capability and performance

  6. Human Resources “A healthy organization will consist of individuals who are motivated, challenged, fulfilled and growing in their professions”—Aaker • How important is this to you in your current job search?

  7. Structuring Strategic Decisions (or the Strategic Analysis Overview In A Different Visual) Organizational Strengths & Weaknesses Competitor Strengths & Weaknesses Strategic Decision: Investment; Functional Area Strategies; SCA? Competitive/ Market Context Attractiveness & KSFs

  8. Market Attractiveness/Business Position Matrix (GE/McKinsey) Market Attractiveness Business Position/ Ability to Compete High Medium Low 1 1 2 High 1 3 2 Medium 2 3 3 Low

  9. BCG (Boston Consulting Group) Growth/Share Matrix Market Growth Rate Stars Problem Children High Dogs Cash Cows Low 0.1 10.0 1.0 High Medium Low Competitive Position (Relative Market Share)

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