Industry

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Mapping the Industry or Market. Key Questions:What items are in the industry?Which markets or clients are served?Who are the current competitors?Where are the contenders found?. THE BASIS FOR SEGMENTATION: CUSTOMER AND PRODUCT CHARACTERISTICS. Fragment of the U.S. Brew Market. . . . . . . .

Presentation Transcript

Slide 1

Industry/Market Potential Understanding Segments and Exploiting Gaps

Slide 2

Mapping the Industry or Market Key Questions: What items are in the business? Which markets or clients are served? Who are the present contenders? Where are the contenders found?

Slide 3

THE BASIS FOR SEGMENTATION: CUSTOMER AND PRODUCT CHARACTERISTICS

Slide 4

Customer Type (Geographic Region) Segment of the U.S. Brew Market North-east Midwest South-east South West Luxury-evaluated imports Product Type Super Premium lagers (with the exception of light) Light lagers Popular spending plan estimated Malt alcohol Independent sustenance stores, comfort stores Bars & Restaurants Supermarkets Liquor Stores Distribution channel

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Which are the Biggest, Fastest Growing, and Most Profitable Customer Segments? Information Needed Identification of client sections (as indicated by necessities, practices, and key attributes) Current size and estimation of every client fragment Probability of every client portions Circle measure speaks to millions spend CUSTOMER SEGMENTS CUSTOMER SEGMENTS CUSTOMER SEGMENTS CUSTOMER SEGMENTS CUSTOMER SEGMENTS CUSTOMER SEGMENTS CUSTOMER SEGMENTS CUSTOMER SEGMENTS CUSTOMER SEGMENTS Data Needed Identification of client fragments (as per needs, practices, and key qualities) Current size and estimation of every client portion Probability of every client sections Data Needed Identification of client sections (as per needs, practices, and key qualities) Current size and estimation of every client portion Probability of every client portions Data Needed Identification of client sections (as per needs, practices, and key qualities) Current size and estimation of every client portion Probability of every client portions Data Needed Identification of client portions (as per needs, practices, and key qualities) Current size and estimation of every client fragment Probability of every client fragments Data Needed Identification of client fragments (as per needs, practices, and key qualities) Current size and estimation of every client fragment Probability of every client portions Data Needed Identification of client fragments (as indicated by requirements, practices, and key attributes) Current size and estimation of every client portion Probability of every client portions Data Needed Identification of client portions (as per needs, practices, and key attributes) Current size and estimation of every client portion Probability of every client portions Segments to Focus On Segments to Focus On Segments to Focus On Segments to Focus On Segments to Focus On Segments to Focus On Segments to Focus On Segments to Focus On Data Needed Identification of client sections (as indicated by necessities, practices, and key attributes) Current size and estimation of every client fragment Probability of every client fragments Segments to Focus On High SEGMENT PROFITABILITY SEGMENT PROFITABILITY SEGMENT PROFITABILITY SEGMENT PROFITABILITY SEGMENT PROFITABILITY SEGMENT PROFITABILITY SEGMENT PROFITABILITY SEGMENT PROFITABILITY SEGMENT PROFITABILITY Low High Low High Low SEGMENT GROWTH SEGMENT GROWTH SEGMENT GROWTH SEGMENT GROWTH SEGMENT GROWTH SEGMENT GROWTH SEGMENT GROWTH SEGMENT GROWTH Circle estimate speaks to millions spend Circle estimate speaks to millions spend Circle measure speaks to millions spend Circle measure speaks to millions spend Circle measure speaks to millions spend Circle measure speaks to millions spend Circle estimate speaks to millions spend

Slide 8

Analyzing portion choices: Applying the five strengths of rivalry. Purchaser sorts Product sorts

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Two-Dimensional Niche Space for Two Competitors, An and B

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Outcomes of Segmentation Analysis Who purchases our item and why ° (purchaser profiles-psycho/socio/geo/statistic) ° Need or capacity satisfied ° Problems unraveled • Who does not purchase our item (light clients—non-purchaser profiles) ° When acquired ° Where (channel) bought

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•Rivals & Substitutes ° Which contenders are offering what and to whom ° What choices are purchasers buying to fulfill the need/work/issue for which our item contends • Segment Attractiveness ° Current size-income/benefit potential ° Demand entrance/development ° Competition ° Compatibility with technique/supply/circulation chain

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Segmentation Gap Analysis Allows Managers to: Divide the market into important and quantifiable portions as per clients' profiles (needs, dispositions, practices, properties) and items offered (existing or new). Gauge the size and benefit capability of each portion by investigating the income and cost effects of serving each section.

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Target fragments as indicated by their potential (benefit, section, guarded) and to the organization's capacity to serve them proprietarily. Contribute assets to tailor item, administration, advertising, and dissemination projects to fit in with the requirements of each focused on portion. Persistently screen each section (client/item moves, rivalry, infiltration) and alter the approach after some time as conditions change.

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Before Entry - Some Important Questions to Ask What crevices will you fill? What's more, why does that hole exist? Will your entrance offer ascent to another item advertise? In what manner will your entrance influence current item advertises? By what method may current contenders react to your entrance? In what manner will focused on clients react to your entrance? What upper hand (assuming any) will you have? What may be your significant vulnerabilities? What can your firm do to seize and react to contenders?

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Identify Potential Market Gaps Can't manage the cost of at this value Price/cost Untapped Market Demand Potential No. of Customers Competitor's items fulfill Competitive Gap Product does not fit client's needs or circumstance Usage versus Needs Compatibility Performance, speed, highlights, and so forth. Current Business Segment 60% Noncustomers can't acquire Distribution hole Personal Users 40% Noncustomers uninformed Usage Gap

Slide 16

Price/Product line hole Distribution hole Expand the product offering a. Round out existing product offering b. Include product offering components  Expand dispersion a. Widen appropriation scope b. Increment circulation power c. Enhance appropriation presentation Stimulate heavier utilize a. Find new clients by 1  1.Stimulating nonusers to utilize 2  2.Stimulate light clients to utilize more 3  3.Increase sum utilized each event b. Find new uses for the item c. Advance item utilization at new circumstances Penetrate contenders' positions a. Coordinate attack on contenders b. Assault substitutes  Defend your present position Usage hole Competitive hole Your deals

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Three Different Types of Distribution Gaps 1. Dispersion COVERAGE Gap Firm neglects to appropriate its items in every single geographic district 2. Dispersion INTENSITY Gap Firm has a lacking number of outlets to disseminate its items 3. Circulation EXPOSURE Gap Firm has poor or insufficient rack space, area, shows, and so forth inside outlets

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Analyzing portion options: Applying the five strengths of rivalry. Purchaser sorts Product sorts

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Levi's conceivable development modes Existing Products New Products Market Penetration Strategy Product Development Strategy Existing Markets Market Development Strategy Product/Market Diversification Strategy New Markets

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Repositioning Levi's High Price Lewis has made sense of that children don't wear similar pants their folks do and that in vogue retailers don't stock an indistinguishable lines from J.C.Penny. So it's creat-ing an arrangement of many brands and sub-brands, from shoddy nuts and bolts to expensive form Vintage $125+ Dockers Equipment For legs $100+ Red Line $100 Sta-Prest $75 Dockers K-1 $65 Slates $65 Slates Collection $60 Red Tab Elesco $60 Dockers Premium $50 Red Tab Dry Good $45 Silver Tab $45 Classic 501 $35 Designer L2 $30 Red Tab Basics $30 Dockers Classic $30 Low Price

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