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W hat i s V alue/ Wo rth ? Value refle cts the p ercei ved tangi ble and inta ngible benefit s a nd co st s to custo mer s. Value c an be se en a s pri maril y a combina tion of q ualit y, ser vice , and price (q sp), calle d the "c ust omer val ue triad." Value in crea se s with qualit y a nd ser vice and d ecrea se s with price, although other factor s ca n al so pl ay an importa nt role .
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Contents
1. Mark eting & Cu sto mer Va lue 2. Corporat e & D ivi sio n Strate gic Plann ing 3. Busin ess Unit St rategi c Planni ng 4. Produ ct Plann ing: The natur e & Content s of a Ma rketin g Plan
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Critics of Nike often c omplai n that its s hoes c ost al mos t nothing to make yet cos t the c ons umer so muc h. True, the raw materials and manufac turing costs invol ved in the maki ng of a sneaker are r elati vel y c heap, but mar keti ng the product to the consumer is expensi ve. Materials, labor, s hippi ng, equipment, i mport duties, and suppliers' costs generally total less than $25 a pair. Compens ating its s ales team, its distributors, its administration, and its endorsers, as well as payi ng for advertising and R&D, adds $15 or s o to the total. Nike s ells its product to r etailers to make a profit of $7 . The retailer therefore pays roughly $47 to put a pair of Nikes on the shelf. When the r etailer's overhead (typically $30 c overing personnel, leas e, and equipment) is factor ed in along with a $10 profit, the s hoe costs the consumer over $80.
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The holistic marketing framework is designed to address 3 key management questions: Value exploration - How can a company identify new value opportunities? Value creation- How can a company efficiently create more promising new value offerings? Value delivery- How can a company use its capabilities and infrastructure to deliver the new value offerings more efficiently?
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1.2) The v a lue chain is a too l for identif ying wa ys to create more cus tomer value because ever y f irm is a synthes is of pr imary and support activities performed to des ign, p roduce, market , delive r, and support its product.
Source: Co mpetit ive Advan tage: Creati ng and Sus taining Supe rio r Per for mance. Copy righ t 1985 by M ichael E. Po rter
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Strategic Option
Objective
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Strategy Formulation Tactics Controls
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Strategic Analysis
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Example
O bje ctiv e : To ge t fro m Bh ola t o Sa ndwi p Up azila a s fas t as p os sible an d as c he apl y as p ossi ble St ra te gic An alysis D ep ar tur e p oin t / Pric es / W e ath er co nditi on s / Se a c on ditio ns / Tr affic co nditi on s / De pa rt ur e time s / Du ra tio n of jo ur ney . Allo ca te d Res ou rc es B usin ess E xp ens es St ra te gic O ptio ns : B us? R en tal c ar? T axi? H elic op te r sh uttl e? Bo at ? . St ra te gy : Ta ke th e h elico pt er s hu ttle Ta cti cs : C ho os e de p art ur e tim e / Pre p are lu gg a ge / B uy ti ck et / T ak e e ar pl ug s / Bo ar d t he h elic op te r / F ast en s e at b elt ..
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We help people trade anything on earth. We will continue to enhance the online trading experiences of allcollectors, dealers, small businesses, unique item seekers, bargain hunters, opportunity sellers, and browsers.
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Strat egy Form ulatio n: Porte rs Gener ic Strate gie s 4) Produ ct Plann ing:
Overall Cost Leadership Differentiation Focus
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Exec uti ve sum mar y Tabl e of cont ent s Situ ation anal ysis Mark eting str ateg y Financi al pro jectio ns Implement ation contr ols
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