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Disruptive Marketing Strategy, Market Orientation - Coggle Diagram
Disruptive Marketing Strategy
Customer Orientation
Culture
Responsive
Proactive
Needs
Strategy :!:
Segmentation
mass targeting
micro segmentation
chanel of purchase
context of purchase
timing of purchase
previous buying behavior
products purchased
Positioning
required strong reason for people to visit the store
additional
service & facilities
Shopping environment
Operating Formats
Reinvent
digitally driven Omni-channel approaches
physical stores
websites
mobile apps
email
wechat
social media
Growth Hacking (Liquid)
Product Excellence
conduct interviews
Receive feedback
customer centered surveys
Valuable Content Marketing
marketing and product related pillars
base
peripheral
Social Marketing and Selling
email marketing and social selling
twitter
facebook
linkedin
Engaging Email Marketing
email database
weekly digest
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Userful integration of 3rd party systems
connection with external API
Optimizing the pricing model
Optimizing Website Copy and CTAs
emotional driven
discount offers
Business Models
Business Transformation
Traditional with on-line
Merger and Acquisition
Balance - Mutual Dependency
Resources and Adaptability
Front end :!:
Customer Experience
Prefer digital devices (kiosk) rather than sales associate for in-store activities
comparison of product pricing
obtaining product information
checking product availability
seamless shopping experience
AI, AR, VR
Merchandizing & Promotions
optimal space
visual merchandising & store layout
promotion hot-spots
digital technologies
using 3D scanning technologies to create visual space
Promotions
switch from in-store promotion to online promotion
customer webroom to the retailer's online/mobile portal before plan for store visit
product discovery & information
Loyalty Programs
Membership card based loyalty program
Bundling of services / products for loyal customers
Pricing
Physical point of sales solution
Mutli nodal purchase options
click & collect
Mobile POS, digital wallets
Self check out
Mobile web-rooming
Key Drivers
:!:
Rising number of internet and social media users
accessing internet through wireless devices; 5G, 4G, 3G, WIFI
241 mil Facebook user on 2017, 70% growth from 2016
69 mil online consumer users
200 mil WhatsApp active monthly users on 2017, growth 100% from 2016
Rising number of smartphone users and increasing m-commerce
Smartphone users are expected to increase from 290 million in 2016 to 470 million by 2021
drive m-commerce in e-tail industry
83% smartphone users made purchases through mobiles
Favorable demographics
large population of millennials are more tech-savvy
watching video content 34 hours/ week
increase their mobile screen time by 4 hours every week
Digital infrastructure :!:
E-commerce :!:
Identifying business unit opportunities
SWOT Analysis
Strengths
What does the co. do well? Is it strong in the market?
Weaknesses
What does the company do poorly? What problems could be avoided?
Opportunities
DO new markets exist for the companies products?
Threats
What is competition doing well?
Value Chain Management
Primary Activities
Identify customers
Deisgn
Purchase materials and supplies
Manufacture product or create service
Market and sell
Deliver
Secondary Activities
FInance and Admin
Human Resource
Enhance Workforce productivity
Inclusion of robots with human
Technology Development
Drivers & Enablers
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Success Framework
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Lead Digital Disruption
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Development and growth of E-comm
Electronic Funds Transfer (EFTs)
Electronic transmission of account exchange info over private communications networks
Electronic Data Interchange (EDI)
Process of transmitting computer readable data in standard format to another platform
Industry 4.0
Investments into India driving digital growth
Artificial Intelligence
To understand customer behavior
Programming advertising
Automate ad buying to target specific audiences
Browser push notification
Re-engage people who have shown interest but failed to convert
Google ads smart bidding
Automate your paid advertising campaigns and focus on strategy, copywriting and analytics
Intelligent content
Back end
Supply Chain
Supplier - supplier collaboration
Microsoft and Intel tie up
Google & Mozilla tie up
Refrigerants naturally established by coca cola and pepsi
Supply - retailer collaboration
Retailer
Retailer-Customer
Retailer-Digital Ecosystem Player
DSN
Always on "agility"
Sensor-based
Location based
Right time vs real time
Connected community
Suppliers
Partners
Customers
Intelligent optimization
Humans
Machines
Data driven analytics
Predictive insights
Proactive actions
End-to-end transparency
Material flow tracking
Schedule Synchronization
Balance of supply and demand
Financial Benefits
Holistic decision making
Performance optimization
Financial objectives
Trade-offs
Logistics & Warehouse
Key digital
Information Services
Shared logistics capabilities
Logistics services
Delivery capabilities
Challenges
Location
Proximity of retailers' real estate to customer based
Accessibility of warehouse for deliveries and staff pool
Closer collaboration with all supply chain partners from start to finish
Ensuring that 'last mile' delivery solution is in place
Immediacy
Reducing the lead time between capturing and delivering an order
Provision of click and collect as part of retail offering
Flexibility of delivery option
Cost
Understanding fulfilment costs;
Ensure supply chain does not impact
profitability
Timely stock Knowledge
moving from traditional logistics model to
an omnichannel environment
Finance
How
Operational Finance
Business Finance
Specialized Finance
What
Process & Policy
Organization & People
Information & System
People & organization Structure
Cornerstone
Training On Demand
Empowering through simplication & building a community
Building People Analytics Capability
Procurement & vendor management
Maturing
Cognitive Computing /
Artificial Intelligence
Intelligent Content Extraction
Predictive / Advanced
Analytics
Visualization
Collaboration Networks
Crowdsourcing
3D Printing
Robotics
Emerging
Block Chain
Sensors / Wearables
Cyber Tracking
Virtual Reality / Spatial Analytics
Core
• Spend Analytics
• eSourcing
• Electronic Catalogs
• Contract Management
• Supplier Information Mgmt
• eProcurement
• eInvoicing
• eAuctions
Assortment mix & Planning
Plan & Market
Market Analysis
Assortment Planning
Pricing Strategy
Geospatial Analytics
Financial Forecast
Space Optimization
Make , Buy and Move
Category Intelligence
Assortment Planning
Inventory Diagnostics
Assortment Localization
Supply Chain Diagnostics
Fulfilment Intelligence
Tourism Accommodation
Short-Term Rentals
To be competitive on rental prices (short term/long term)
Variety of Stay
Homestay
Chalet (Environment)
Luxury Condo (Beach view)
Hotel
Service Accomodation
Services/Amenities provided and booked prior to stay
Can be handpicked from the list of the provider through online booking system (Management)
Accessibility
Easily accessible for sorting and planning purpose
Security and Easiness of payment method
Digital Marketing
Digital Advertisements
Social Media Influence
Attractive advertisements
Graphical
Feedback/Rating portal
VR tour
Search Engine Marketing (SEM)
Increase visibility of through paid advertisement
To increase the reachability for both local and international tourist
Informative adverstisement
A list on services provided depicted through pictures and graphics
Effective Communcation
Instant feedback and replies
BOT(AI) reply system
Pandemic Adaptability
Restoring travelers confidence
Promoting high level of hygiene
The level of confidence provided to customers through adhering to SOP's
Promote domestic tourism while supporting safe return of international tourism
Focus more on local travellers
Provide compelling package and cash-back policies/convenience of changing schedule
Loyalty Scheme (Membership)
Discounts for returning customers
Extra benefits (Rewarding program)
Supply Chain
Low Income
personal interest
Strategy
develop low cost innovations solution
Disruptive innovation
disruptive
offer solutions
innovation in products
processes
supply chains
, business model
consumer education
payment methods
people involved
challenges
high technology
high product price
negative
image for the product due to lack of knowledge
invest time and money in R&D
high product price
having a lower prices
convenient to use
simplicity
reduced size
National Publication
Disruptive innovation
company history
product attributes
benefits of innovation
Stratergy
offer products to the low-income segment.
produce in large scale
create an organizational support infrastructure
create a market support infrastructure
develop sound cultural and market knowledge
develop a local R&D centre
build a local base of political support
create a sustainable development program for Africa
Bottom of the Pyramid (BOP)
information
dissemination
lack of confidence
Income
budget instability
infrastructure restrictions
Restricted internet access
Hotel Industry
Globalization
Rapid Technology
Innovative Business Model (Airbnb)
Value Proposition
Internal Value
Example: Provided insurance to listed properties
External Value
Example: Option of customization for traveller for a homestay, not a hotel
Value Preposition
Bundle of Benefits which a company offers and are some value to the customer
cleanness, ambience, location, communication
Assets and Capabilities
people, technology, equipments, machinery, information channels, partnership, brands
Example: Global presence in more than 190 countries, 1500000 listings in 34000 cities
robust, up to date, effective information system
Revenue and Pricing Model
Value Network
Economic logic and revenue logic
Owner charge on nightly basis, weekly or monthly
Intermidiary operating marketplace platform model
Actors in business netwrk
Cut down intermediaries - wholly relies website & app
Traditional Hotel Business Model
Differentiation Prospect
Marketing Strategy
website
Stakeholders
Primary
Secondary
Customer need product positioning
Market segmentation
real traded product and industry
virtual market
Customer need
basic need
emotional needs
functional need
product attributes
Expressed needs
latent need
cluster analysis
product positioning
identify customer need clusters
create customer cluster
cross reference between cluster
Networking
Internal Network
Vertical Network
Intermarket
Opportunity Network
Opportunity Driven
Strategy
Strategies focusing on new products and
markets based on expanded opportunity
Tactics
find untapped opportunities;
unmet needs
Culture
A philosophy of continuous recognition
and pursuit of opportunity without regard to resources controlled
Proactiveness
Strategy
focus new product & market
Culture
continuous recognition, resources limited
Tactics
real time opportunities, discover unmet needs
Risk Management
Culture
random variance and ambiguity
Startegy
higher level of innovation and rapid organisation learning
Tactics
alliance, test market
Customer Intensity
culture
marketer as an agent
strategy
customer focused
tactics
customization
Resource Leveraging
Culture
outsourcing, strategic alliance
Strategy
Exploit underutilise resources
Tactics
doing more with less
Value Creation
Tactics
customer intimacy
Culture
customer value in marketing mix
Strategy
seeking novel sources of value
Innovation-focused
culture
dif sol
tactics
redefine prod
strategy
highly intentive approaches
Marketing Activities
Inside Our
Outside In
Boundary Spinning
Social Marketing
Social Entrepreneurship
Mindfulness Practice
Inter Disciplinary Lens
Under Multi Placative Effect
Emotional / Rational
Growth Hacking
Shortcoming of traditional marketing
4Ps
Promotion
Traditional Marketing
Digital Marketing
Promition
Price
PLace
The changed of Technological Landscape
Internet access
Mobile devices
Media platforms
The economic Landscape
Technical Skills
Startup ecosystem
The management of expotential growth
Dropbox, an empirical case
2008 9 employee,200,000 customers.
2.5 yrs later,
added 5 employee Users rose tenfold
Integrated with FB,
In 2015, Dropbox had more than 400 million of users around the world with
about 1.2 billion files synced every day, 100,000 new shared folders and links every
hour, and 4,000 edits every second1
Competitor Orientation
Price
Product
Digital Disruption
Marketing practice
Pre disruptive
Indirect offline channel
Disruption
Indirect offline channel - growing to use direct online
Post disruptive
Direct online channel
Dependencies
Pre disruptive
interdependency RC-recording companies,IR -record store,dep store,rack outlets
Disruption
Development toward consumer (peers to peers),mass com
Post disruptive
asymmetric between interdepency RC & mass com, peer to peer sharing
Dominant supply chain
disruption
Online retailer
Post disruptive
one single actor
Pre disruptive
Distribution firm and independent retailer
marketing organization
Customer Value-Creating Processes
Customer Relationship Processes
Product Development Processes
Supply Chain Processes
Networks
Vertical Networks
Internal Networks
Intermarket Networks
Opportunity Networks
Marketing Activities
Inside-Out Activities
Outside-In Activities
Boundary-Spanning Activities
Stakeholders
Secondary Stakeholders
Primary Stakeholders
Market Orientation
