Transcript Marketing Research

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Marketing Research
Aaker, Kumar, Day
Ninth Edition
Instructor’s Presentation Slides
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Chapter Twenty-five
Contemporary Applications of
Marketing Intelligence
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Competitive Advantage
Michael Porter’s Five Forces Model
Source: http://www.brs-inc.com/porter.asp
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Assessing Competitive Advantage
Market-based
Process-based
Market share
Marketing skills audit
Recall share
Comparison of relative costs
Advertising
share
Comparison of winning versus losing
competitors
R&D share
Identifying high-leverage phenomena
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Brand Equity
• Defined as a set of brand assets and liabilities linked to a
brand, its name and symbol, that add or subtract from the
value provided by the product
• The Assets Are
▫ Brand Loyalty
▫ Name Awareness
▫ Perceived Quality
▫ Brand Associations
▫ Other Proprietary Brand Assets
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Brand Equity (Contd.)
Source: David A. Aaker, ‘‘Managing Brand Equity.’’ New York: The Free Press, 1994.
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Measuring Brand Equity
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Excess-Price Approach
Observation
Customer Research
Trade-off Analysis
Impact on Customer Evaluation
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Measuring Brand Equity (Contd.)
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Replacement Cost Approach
Stock Price Approach
Future Earnings Approach
Discounting the future profit stream
Applying an earnings multiplier
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Customer Satisfaction Research
• Customer satisfaction research should be done at planned
intervals so as to track satisfaction over time
• Measurement Process
▫ Define goals and specify how information will be used
▫ Discover what is important to customers and employees
▫ Measure critical needs
▫ Act on the information
▫ Measure performance over time
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Total Quality Management
• The process of managing complex change in the
organization with the aim of quality improvement
Characteristics of an organization that has successfully
implemented TQM
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Continuous training and education of everyone in the organization
Establishment of quantifiable measures of progress
Formation of cross functional teams that are empowered and motivated
Use of formal tools, techniques to maintain quality
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Total Quality Management (Contd.)
Information Requirements
• Measurement must be specific
• Track the correct measure
• Measure the outputs of the highest value to the customer
• Measure process and results
• Anticipate future customer and process requirements
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Total Quality Management (Contd.)
Analysis of Data in a TQM Company
• Who performs the analysis?
• What analytical techniques are used?
• Which data are analyzed and at what level of detail?
• How are data aggregated, and how are relations between data groups
cross-referenced?
• How does the company improve its analytical capabilities?
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Total Quality Management (Contd.)
Managing complex change
Source: American Productivity Council
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Benchmarking
• Identify what is to be benchmarked
• Identify comparative companies
• Determine data collection method, and collect data
• Determine current performance levels
• Project future performance levels
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Benchmarking (Contd.)
• Communicate benchmark findings, and gain acceptance
• Establish functional goals
• Develop action plans
• Implement specific actions, and monitor progress
• Recalibrate benchmarks
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Buyer-centricity
• Provide services that help customers make informed decisions on
buying better and cheaper products more easily
• Help buyers to buy rather than help sellers to sell
• Help consumers maximize the efficiency, productivity, and
marketable value of personal assets as money, time, information,
attention and emotional commitment
• Present offerings relevant to the buyer’s unique individual
characteristics and that recognize what customers currently seek to
achieve
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