Transcript Dr John Thomson, Edinburgh Napier University

Effective Marketing
for Renewable Energy Companies
Dr John Thomson
A DEFINITION OF STRATEGY
Strategy is the direction and scope of an
organisation over the long term which
achieves advantage for the organisation
through its configuration of resources within
a changing environment to meet the needs
of markets and to fulfil stakeholder
expectations.
‘Strategic intent’
•
•
•
‘Desired future state or aspiration of the
organisation’ (Johnson & Scholes).
‘A dream that energises the company’.
It implies:
– ‘stretch’
– sense of direction
– sense of discovery
•
It provides coherence to strategies.
Source: Hamel & Prahalad
Elements of
new marketing thinking
Characteristics
Consequences
The future is very
uncertain
There is no place today for detailed and
long term strategies
Almost all markets today
are international or global
Firms have to take into account
international competitors even if they are
not seeking international customers
Customers expect more
and more for less and
less
Companies have to find new ways to
create customer preference at a price
customers are prepared to pay
Strategies & propositions
have to be sustainable
Organisations have to keep innovating to
get ahead and stay ahead
Environments are so
complex
Organisations can no longer afford the
luxury of consensus on all the issues
Evolution of the Marketing Concept
Integrated
customer
focus
Marketing
Orientation
Long run profits
through customer
satisfaction
Push! Push!
Sell! Sell!
by promotion
Sales
Orientation
Short term
gains in profit
via sales increases
Production &
assembly line
refinement
Production
Orientation
Profits through
production controls
The Marketing Concept
Marketing concept
MarketingofConcept
The achievement
organisational
The achievement
corporate
goals through
meeting ofand
exceeding
goals through meeting and
customer
needs and expectations
exceeding customer needs
better
than
the
better
than
thecompetition
competition
Customer
orientation
Customer orientation
Corporate activities are
focused
upon providing
Organisational
customer satisfaction
activities are
focused upon
providing customer
satisfaction
Integrated effort
Integrated effort
AllAll
staff
the
staffaccept
accept the
responsibility
for creating
responsibility
for
customer satisfaction
creating
customer
satisfaction
GoalGoal
achievement
achievement
The belief
thatthat
corporate
The
belief
goals can be achieved
organisational
goals
through customer
can besatisfaction
achieved
through customer
satisfaction
Marketing Orientated Businesses
Marketing Orientation
Customer
needs
Potential
market
opportunities
Marketing
products and
services
Customers
Creating a superior offer to achieve
customer preference
Where value
is added
Potential
Augmented
Expected
Core
What the customer buys
(functions & benefits)
What the
customer expects
Toyota
Toyota’s Optimal
Drive technology
provides customer
benefits of
enhanced
performance, lower
emissions and
better fuel
economy.
Creating Customer Value
Creating Customer Value
Positive
Perceived
benefits
Product benefits
Service benefits
Relational benefits
Image benefits
Customer
value
Negative
Perceived
sacrifice
Monetary costs
Time costs
Energy costs
Psychological costs
The Marketing Mix
•
•
•
•
•
•
•
Product
Price
Promotion
Place
People
Process
Physical Evidence
Marketing Mix and Customer Needs
Customer
needs
Key
customer
requirements
Competitive
advantage
Marketing
mix
Marketing Mix and Customer Needs
Customer needs
Economic
Psychological
Performance
Customer
Availability
needs
Reliability
Durability
Productivity
Self-imageKey
customer
Quiet life
requirements
Pleasure
Convenience
Risk reduction
Competitive
advantage
Marketing
mix
Marketing Mix and Customer Needs
Marketing mix
Customer
needs
Key
customer
requirements
Competitive
advantage
Marketing
Product mix
Price
Promotion
Place
An Effective Marketing Mix
Matches
customer needs
Creates a
competitive
advantage
Effective
marketing
mix
Matches
organisational
resources
Well
balanced
Apple: iPod
Apple has extended the iPod brand to cater for
diverse customer requirements.
The life cycle model
User/
buyers
Competitive
conditions
Development
Growth
Shakeout
Maturity
Decline
Few:
trial of
early
adopters
Growing adopters:
trial of
product / service
Growing selectivity
of purchase
Saturation of users
Drop-off
in usage
Few:
competitors
Entry of competitors
May be many
Attempt to achieve
trial
Likely price-cutting
for volume
Fight for share
Shakeout of weakest
competitors
Undifferentiated
products / services
Repeat purchase
reliance
Fight to maintain
share
Exit of some
competitiors
Difficulties in
gaining / taking share
Selective distribution
Emphasis on
efficiency / low cost
ONE DAY PROGRAMME – FRIDAY 31st MAY 2013
MARKETING FOR THE RENEWABLE ENERGY SECTOR
Dr John R Thomson
Date
9.00-10.00
Day 1 Introduction
to Marketing
and
Marketing
Orientation
10.00- 10.30-11.30
10.30
11.3012.30
12.301.00
1.00-2.00
Coffee Understan Product / Lunch Creating Value
/ Tea ding
services
and Competitive
Consumer developm
Advantage in
Behaviour ent and
the Renewable
in the
marketing
Energy Industry
Renewable
Energy
Industry
Paolo Buoni
Director
European Energy Centre E.E.C. – United Kingdom
E.mail:[email protected]
Mob: +44 (0)798 9186691
Tel +44 (0)131 4469 479 /+39 0142 452 403
Fax +44 (0)20 3300 7541
2.00-3.00
Selling
and the
Marketing
Mix
3.003.30
3.30-5.00
Coffee / Case Study /
Tea
Group Work
on Renewable
Energy
Comments
Questions