Welcome to marketing design operations workshop v1 3
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Welcome to Marketing Design & Operations workshop v1.3. Samer Yamak Associate Tutor University of Leicester School of Management. Agenda. Overview of Marketing Relationship Marketing Marketing Design Marketing Mix Strategic Marketing. What is Marketing?.

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Welcome to marketing design operations workshop v1 3

Welcome toMarketing Design & Operationsworkshop v1.3

Samer Yamak

Associate Tutor

University of Leicester

School of Management



  • Overview of Marketing

  • Relationship Marketing

  • Marketing Design

  • Marketing Mix

  • Strategic Marketing

What is marketing

What is Marketing?

There are many definitions of marketing.

  • Old Definition: Act or practice of advertising and selling a product (house Webster dictionary of American English 1997)

  • “Marketing is the process and execution of the conception, pricing, promotion, and distribution of ideas, goods and services to create exchanges that satisfy individual and organizational goals” (American Marketing Association, 2004).

  • “Marketing is a social and managerial process by which individuals and groups obtain what they need and want through creating and exchanging value with others”

  • The Simplest Definition is:“Marketing is managing profitable customer relationships” (Kotler, 2011)

What is marketing1

What is Marketing?









  • Get the Attention of the intended buyers within the targeted market segment.

  • Create and Interest in the product or service.

  • Capitalize on the Desire of the prospect for the product or service.

  • Ensure that the prospect takes Action to acquire the product or service

Marketing overview

Marketing Overview

  • A process for enacting exchange to mutually satisfying exchange relationships occurring often in the market environment.

  • Largely related to the particular needs and wants of the populations of any society. Involves a suitable planning and implementation of a marketing strategy to address a given situation.

  • The real challenge of marketing is how it can help creating markets and retaining customers in a highly competitive economy

  • “Marketing Myopia” focused on why companies grow in power and then later on decline due to their increasing focus on their products at the expense of the needs of the customers

Welcome to marketing design operations workshop v1 3

Role of Marketing

  • Marketing is way of creating a strategy to influence (iphone!)

  • The marketing environment is one you choose - not one that is constrained

  • Marketing needs to adapt to the market environment (Pepsi cola in Japan)

  • Marketing role is to create a perceived value that is better than the competition

  • Marketing is a long term strategy

“It’s more important to do what is strategically right then what is immediately profitable”. Discuss !

Welcome to marketing design operations workshop v1 3

Examples of Marketing Offers (Marketing Scope)

  • Goods

    • Physical goods, products, equipment, tools

  • Services

    • Airlines, hotels, Professionals like engineers / doctors / lawyers / management consultants…

  • Experiences

    • Walt Disney, Wild Wadi, Hard Rock Café, Planet Hollywood

  • Events

    • GITEX / Riyadh, Exhibition, CeBit…

  • Persons

    • Tom Cruise, Angelina Jolie, Tiger Woods, Michael Schumacher

Welcome to marketing design operations workshop v1 3

Examples of Marketing Offers (Marketing Scope)

  • Places

    • Beirut, Dubai, London, Sharm Al-Sheikh…

  • Properties

    • Emaar / Dar Al-Arkan / Tatweer etc…

  • Organizations

    • Emirates, Aramco P&G / J&J / Philips, STC, Mobily, Zain…

  • Information

    • (Fashion magazines / Property Weekly)

Welcome to marketing design operations workshop v1 3

Is marketing limited to “meeting needs profitably”?

  • •Not exactly -but to a certain extent yes

  • •NPOs–(they may want to realize other objectives)

  • •Charities ?

  • •Government agencies ?

  • •Political parties ?

  • •Individuals ?

  • •Other objectives could be:

    • •Raising awareness of a social cause (Righting Smoking)

    • •Improving health of a society by change of behavior (H1N1)

    • •Attracting visitors to a free exhibition at a museum

Consumers needs wants demands

Consumers’ Needs, Wants & Demands

  • Wants - form that a human need takes as shaped by culture & individual personality i.e. American & Indian foods. Ex: You may want a Pepsi or Barbican to quench your thirst as a solution other then water

  • Needs - state of felt deprivation including physical, social, and individual needs i.ehunger. Ex: You may drink water as a need

MARKETING should ascertain between NEEDS and WANTS which is crucial to facilitate exchange

Welcome to marketing design operations workshop v1 3

Identifying and Meeting human & social needs


  • OLESTRA is a tasty but less fatty food to fight obesity


  • Created knock-down furniture for people who wanted good furniture at a substantially lower price and easy to assemble/dismantle and use & move when required


  • “Outrun competition, run SAP”. SAP injected the idea of beating competition as a need to have the SAP system bought by customers

    These examples show a drive to turn a private or social need into a profitable opportunity

Needs maslow s pyramid



Self Esteem



Physiological Needs

Physiological needs can be satisfied unlike other needs that are infinite.

NEEDS  Maslow’s Pyramid

Marketing Activity


Gillette which need

From a Physiologic Need to a need of Self Esteem and Self Accomplishment!

GILLETTE  Which need?

Welcome to marketing design operations workshop v1 3

The history of marketing

Welcome to marketing design operations workshop v1 3


Not differentiated







Marketing Evolution


Not differentiated

Before the 70th …



70th and 80th



90th and 2000

Nowadays: all marketing forms are coexisting:

Marketing is becoming more and more diverse

Marketing is becoming more and more diverse

Service Marketing

Operational Marketing

Development Marketing

Marketing and Operations Management (MOM)

Trade Marketing


Customer Marketing

Marketing and Resources Management (MRM)

Marketing B to C

Relationship Marketing

Marketing B to B to C

Street Marketing

Channel Marketing

Direct Marketing

Marketing B to B

 Different kinds of Marketing for many definitions of marketing

Welcome to marketing design operations workshop v1 3

Organizational process to create value




Needs /

Expected Value

Targeted Value





Perceived Value

Proposed Value


Ex: by closely monitoring market needs, Cirque du soleil redefined market standards by creating a new perceived value in the cirque business . 7 months after their launching, they achieve more then 60% market share in US

Welcome to marketing design operations workshop v1 3

Organizational process to create value

 Possible defaults



Wrong listening

Needs /

Expected Value

Targeted Value

Too many promises




Perceived Value

Proposed Value

Wrong interaction

Welcome to marketing design operations workshop v1 3

What’s a perceived value?


  • Perceived product

  • Principal Product

  • Performances

  • Quality

  • Associated services

  • brand…





  • Perceived cost

  • Price

  • Efforts (Lurpak)

  • Time

  • Risk

  • Switch cost…

No Satisfaction

Value of

competition offers


run away

Welcome to marketing design operations workshop v1 3



For example, a store that sells primarily toys would have the adult, or purchasing unit, as the “customer” and the children as “consumers” or “end user”.

Identifying and servicing the needs of BOTH the customer / purchasing Unit and the consumer / end user are crucial to sustaining competitive advantage!

Welcome to marketing design operations workshop v1 3


What is Consumer Behavior?

  • The behavior that consumers display in seeking, purchasing, using, evaluating and disposing of products that they expect will satisfy their needs.

  • • Customer Behavior is the study of how individuals make decisions to spend their resources on need satisfying goods and services.

The buyer decision process

The Buyer Decision Process

  • Need Recognition

  • Information Search

  • Evaluation of Alternatives

  • Purchase Decision

  • Post purchase behavior

The buyer decision process cohen

The buyer Decision Process (Cohen)

Exchange overview

Exchange Overview

Welcome to marketing design operations workshop v1 3

Relationship Marketing Perspective



Operational Marketing

Relationship Marketing

Retaining customers is 3 to 10 times

Less expensive than attracting new ones!

Relationship marketing

Relationship Marketing

  • Unlike managerial marketing measuring success through market share, RM concentrates on efficient attraction and development of long-term relations between organization and its stakeholders to realize a financial benefit.

    • Buttle (1996): It is cheaper to retain a customer then to attract new one

    • Czepiel (1990): It is 5 to 10 times more expensive to attract a new customer then to retain an existing one.

  • RM is a major part of a larger movement generated by the increasing need to get closer to customer

Relationship marketing1

Relationship Marketing

  • RM fails in consumer markets due to lack of interest real relationship, persistence of aggressive advertising and sale promotion-driven strategies (hit & run).

  • Yet, RM was still used in consumer market (i.e. loyalty cards, retail clubs, helplines, direct mail…)

    • Gillette / Head & Shoulders road show

    • Red bull competition of cars, bikes, motorcycles

    • Dell international hotlines and Same-Business-Day visit

    • Sony’s 10% rebate for every SR 5,000+ purchase.

  • RM is often customized by practitioners who tailor marketing theories only to enhance firms performance

Measurement of marketing

Measurement of Marketing

  • Marketers should prove their contribution to shareholder value by:

    • generating profits,

    • reducing costs,

    • developing markets,

    • ensuring close relationships with customers,

    • ensuring that the organization has enough resources to maintain and enhance market position

    • Being responsive to the market

Measurement of marketing1

Measurement of Marketing

  • While marketers rely on financial indicators (sales income, sales growth…), it is difficult to isolate marketing activities from other internal activities.

  • The solution was to use Brand equity to allow brand owner to monitor the evolution of the brand and compare the effectiveness of marketing performance

    • Brand equity is the confidence a customer group has in a product/service & their willingness to purchase that brand relative to competing brands.

    • BE can be measured by customer loyalty, market share, customer awareness, customer preference and intent to purchase (BE = Tangible assets – Financial value of firm)

Marketing stages

Marketing Stages

  • Know the market

    • using market researches and systematic and objectives studies

  • Adapt to Market

    • creating an offer with an attractive perceived added value that is different

  • Influence the Market

    • communicating strong promises

Marketing functions

Marketing Functions

  • Research Marketing

    • Market study (surveys)

    • Competition positioning (Nielsen, Gartner in IT, etc.)

    • Control of the marketing efficacy

  • Strategic Marketing

    • Choosing a targeted market

    • Define the positioning of the company or the brand positioning

    • 4P (Product concept + services, Price strategy, distribution channels

    • Communication strategy

    • Relationship strategy

  • Operational Marketing

    • Building communicational and promotional campaign

    • Actions with selling people

    • Direct marketing

    • Distribution and merchandising

    • Customer service

Market segmentation

Market Segmentation

  • Marketing Segmentation: is “Dividing a market into distinct groups of buyers who have distinct needs, characteristic, or behavior and who might require separate products or marketing mix” (Kotler & Keller, 2011).

Welcome to marketing design operations workshop v1 3

Example of Segmentation


- Gender

- Age

- Physical characteristics (eye color, height, etc.)

- How many people live under the same roof

- Family structure (married, divorced, etc.)

- etc.


- Occasions

- User status

- Loyalty status

- etc.


- Continent

- Region of the world

- Size of the city

- Climate

- etc.


- Interests

- Activities

- Opinions

- etc.

Target marketing

Target Marketing

  • Target Marketing: “The process of evaluating each market segment’s attractiveness and selecting one or more segments to enter” (Kotler & Keller, 2011).

Welcome to marketing design operations workshop v1 3

Targeting – Different strategic options

  • Due to low competition

  • Because of undifferentiated products

  • To keep a competitive cost structure (ex: easyJet)



  • To cover all segments with adapted assortment (ex: L’Oreal, P&G, Harrods. Etc.)

  • to cover only selected segments highly profitable (ex: the “Big Four”  Deloitte & Touch, Ernest & Young, KPMG, Price Waterhouse Cooper working only with big companies)





  • Concentration on main segments

  • Concentration on a niche

  • 1-1 marketing

  • more and more common (ex: Direct Marketing)



Market positioning

Market Positioning

  • Market Positioning: “Arranging for a products to occupy a clear, distinctive and desirable place relative to competing products in the mind of target consumers” (Keller, 2011).

Welcome to marketing design operations workshop v1 3


- 6 criteria for a good Positioning -

  • Your POSITIONING has to be:

    • Clear

    • Attractive

    • Credible

    • Different

    • Profitable

    • Long-lasting

Welcome to marketing design operations workshop v1 3

Positioning – Crucial for your

Marketing Strategy

The chosen POSITIONING will influence your strategy

Product strategy

Communication strategy

Price strategy

Distribution strategy


The positioning has to be constant through time! (if you change your positioning too often, you will lose your customers)

Welcome to marketing design operations workshop v1 3

BRAND Definition

A brand is a collection of symbols, experiences and associations connected with a product, a service, a person or any other artifact or entity.

Is Barack Obama a brand?

Marketing mix

Marketing Mix

  • Marketing Mix: “The set of controllable tactical marketing tools – product, price, place and promotion – that the firm blend to produce the response it wants in the target market” (Kotler& Armstrong, 2011).

Marketing mix1

Marketing Mix

Welcome to marketing design operations workshop v1 3

4 Ps  Product

  • Here are some questions to assess the competitiveness and ‘fit’ of your

  • product:

  • Does the product has the right positioning in the market?

    • Does it serve a particular segment of the market?

    • Is it a mass market or a niche product?

    • Is it differentiated enough to stand out against the competition?

  • What kind of brand equity does the product uphold?

    • What are some of the issues/risks associated with the “image” or “perception” of the brand relative to other brand in the market?

    • What are some of the features that can be added to the product that would add to the value or the perception of the value to the consumer?

  • What are some of the packaging issue that might present an opportunity or impediment to increased sales?

    • Does my packaging reflects the positioning of the product? If mass market, does it have mass market appeal?

    • How does the product achieving in the overall strategy of the company?

    • How does the product relate to other products produced by the company?

    • What kind of financial role is the product playing (ie. Cash cow, long term profit potential, etc.)

Welcome to marketing design operations workshop v1 3

4 Ps  Product


This is a helpful framework to analyze where the product is positioned against competitors and consumer segments and to help you to determine if there is any untapped opportunity in the market.













Welcome to marketing design operations workshop v1 3

4 Ps  Price

Getting the right price for the product is extremely important for the success of a company. However, the right price is not easy to determine. Depending on the price elasticity of the product, 1% increase in price could drive to -20% or +25% in sales!

  • Factors that determine the price

    • Customer’s perceived value

    • The cost to produce COGS

    • Low cost = bigger profit margin

    • The price paid previously = the expected price:

    • if consumer are used to pay a certain price for the product, it is very difficult to convince them to pay $20 more. However, if the perceived value of the value is higher than what they paid in the past, then there’s room to capture some consumer surplus.

    • The price of substitutes:

    • the price of a product is driven down if the product can be easily substituted by another that serves the same function.

“There are two fools in every market.

One charges too little; One charges too much.” (Russian proverb)

Welcome to marketing design operations workshop v1 3

4 Ps  Price

Perceived value

to consumer

Competition pushes price down

Surplus value created for the conusmer

Price of a


Set price here!

Expected price

Profit margin: Value created for the seller

Cost of goods sold

Marketing pushes price up


Price elasticity impact of price changes on sales volume

Price ElasticityImpact of price changes on sales volume

Demand is inelastic ifa price increase haslittle or no impact on sales volume.

Demand is elastic ifa price increase has alarge negative impacton sales volume.

Welcome to marketing design operations workshop v1 3

4 Ps  Place

The distribution channel that is selected and the outlets at which the product is sold MUST be aligned with the positioning of the product and focused customer segment. (McDonalds corner locations)

  • Here are a few questions you should ask yourself:

  • Which channels are most closely aligned with the company's strategy?

    • Does the company need to build new channels or eliminate existing one?

  • What functions does the company want the channels to serve?

  • Does it make more sense to go direct to the end user or deliver the product through intermediaries?

  • What are the economics of the channel?

    • Who needs to capture what margin?

    • Does it fit in the intended selling price of the product?

  • How much control is the company willing to give up on the delivery of the product?

    • Is the company willing to work in conjunction with the distribution channel, by monitoring its timeliness and service, or by placing most of the weight on the channels in meeting customer needs?

    • What would be the relationship of the company's sales force in this arrangement?

  • How would the company address any potential shifts in power to the channel?

Welcome to marketing design operations workshop v1 3

4 Ps  Promotion

Promoting and developing a specific brand for the product captures the most value not only by the supplier in being able to increase the sales volume and per unit margin, but also by the consumer in developing a certain perception of the product.

  • Promotion and branding can consist of a number of elements such as traditional advertising (mass and niche), or no advertising to maintain certain perception of exclusivity, word of mouth, direct mail, etc.

  • What messages are we trying to communicate? What is the objective?

    • Is the goal to achieve a household name? Build loyalty? Defend the product’s positioning?

    • Does the message portray the total customer experience?

  • What are some of the barriers to communicate the desired message?

  • Does the promotion/branding focus on the long term view of relationship-building with the consumer?

    • Does it encourage repeat purchasing? Focus on customer retention?

  • How is the marketing strategy different from the competition?

    • How will the competition react?

  • Which vehicle will you use to influence the decision making process?

    • Pull strategy (direct at end user): use of advertising, direct mail, telemarketing, word of mouth, consumer promotions

    • Push strategy: use the trade promotion, sales aids and/or sales training programs

  • How much money is allocated to marketing?

Marketing environment

Marketing Environment

  • Includes:

    • Micro-environment: actors close to the company that affect its ability to serve its customers.

    • Macro-environment: larger societal forces that affect the microenvironment.

      • Considered to be beyond the control of the organization.

Pestle actors in the macroenvironment

PESTLE - Actors in the Macroenvironment

  • Political

    • Tax Policies

    • International Trade regulations

    • Contract Enforcement law

    • Employment Laws

    • Government Organization

    • Competition Regulation

    • Political Stability

    • Safety Regulations

  • Economic

    • Interest rates & monetary policies

    • Government spending

    • Unemployment Policy

    • Taxation

    • Exchange rates

    • Inflation

  • Social

    • Income Distribution

    • Demographics, Population

    • Labor / Social mobility

    • Lifestyle changes

    • Work/career and leisure attitudes

    • Education

    • Fashion

    • Health consciousness

    • Living conditions

Pestle actors in the macroenvironment1

PESTLE - Actors in the Macroenvironment

  • Technological

    • Government spending

    • Industry focus

    • New inventions and development

    • Rate of technology transfer

    • Life cycle & speed of technological obsolescence

    • Energy use and costs

    • Changes in IT and Internet

    • Changes in Mobile Technology

  • Legal

    • Current and impending legislation

    • Employment, competition and health and safety

    • Anticipated changes in legislation in main trading partner countries

    • Governmental trading policies

    • Regulatory bodies of the industry

  • Environmental

    • Pollution created by the product or service

    • Recycling possibilities

    • Attitudes to the environment from the government, media and consumers

Porter 5 forces

Porter 5 Forces

Objective: Assess the industry if it’s attractable and decide whether a company should enter / exit the industry or find a position in the industry where it can best defend itself against these forces or can influence them in its favor.

Welcome to marketing design operations workshop v1 3

Case Study : Le Paris

A French soft drink company, Le Paris, is looking to diversify its holding by investing in a new fast food chain in the US. You are hired to determine whether they should pursue this path and, if so, how they should go about execution?

Use the Porter’s five forces model

as a basis for your answer

Duration: 20 min.

Porter s generic competitive strategies

  • Differentiation

  • Industry

  • Wide

  • Segment Only

  • Cost Leadership

  • Differentiation Strategy

  • Focus (Niche) Strategy

  • Cost

Porter’s Generic competitive strategies

Sources of Competitive advantage

Stuck in the middle



Low cost provider strategies

Low-Cost Provider Strategies

Translating a low cost advantage into higher profits

Translating a Low-Cost Advantage into Higher Profits

Option 1: Use lower-cost edge to under-price competitors and attract price-sensitive buyers in enough numbers to increase total profits (Baik)

Option 2: Maintain present price, be content with present market share, and use lower-cost edge to earn a higher profit margin on each unit sold,thereby increasing total profits (Mcdonalds)

Differentiation strategies

Differentiation Strategies

  • Incorporate differentiating features that cause buyers to prefer firm’s product or service over brands of rivals

  • Find ways to differentiate that create value for buyers and are not easily matched or cheaply copied by rivals

  • Not spending more to achieve differentiation thanthe price premium that can be charged


Keys to Success

Benefits of successful differentiation

Whichhat is unique?

Benefits of Successful Differentiation

  • A product / service with unique, appealing attributes allows a firm to

    • Command a premium priceand/or

    • Increase unit sales and/or

    • Build brand loyalty

      = Competitive Advantage

Product differentiation

Product Differentiation

Focus niche strategies

Focus / Niche Strategies

  • Involve concentrated attention on a narrow piece of the total market

    Serve niche buyers better than rivals

  • Choose a market niche where buyershave distinctive preferences, specialrequirements, or unique needs

  • Develop unique capabilities to serveneeds of target buyer segment


Keys to Success

Welcome to marketing design operations workshop v1 3

Applications of PLC Assessment

  • Can provide a detailed breakdown of the magnitude of various supply chain impacts along each step in the product lifecycle

  • Can be used to model different product & packaging development design options

  • Useful for determining the product mix for the different stages in the life cycle.

Welcome to marketing design operations workshop v1 3

Benefits of PLC

  • The product life cycle concept helps marketing managers to plan alternate marketing strategies to address the challenges that their products are likely to face

  • Useful for monitoring sales results over time and comparing them to those of products having a similar life cycle

  • The life cycle concept may apply to a brand or to a category of product.

  • Its duration may be as short as a few months for a fad item or a century or more for product categories such as the gasoline-powered automobile.

Welcome to marketing design operations workshop v1 3

Limitations of PLC

  • Products do not always have a clearly predictable life

  • The specific life cycle curves followed by different products can vary substantially

  • The life cycle concept is not well-suited for forecasting of product sales

  • The product life cycle may become self-fulfilling

Bcg matrix

BCG Matrix

Bcg or growth share matrix

BCG or Growth-Share Matrix

  • Stars:

  • Leaders in business; generate good cash

  • Use large amounts of cash to maintain position

  • Best profit growth & investment opportunities available to company

  • Cash Cows:

  • Superior market position at Low costs

  • High Profits & Cash generation

  • Company foundations (pay overhead, cash for other invest.)

  • Dogs:

  • Poor competitive positions, poor profits/growth (“Cash Traps”)

  • Should minimize assets remaining in this category

  • Question Marks:

  • High cash needs due to growth stages

  • Low cash generation due to low market share

Benefits of growth share matrix

Benefits of Growth-Share Matrix

Ansoff s product market expansion grid

Ansoff’sProduct/Market Expansion Grid

Existing Products

New Products





Welcome to marketing design operations workshop v1 3

Value Chain

The supply chain through which a product/service goes through to reach the end consumer.

Asking a number of insightful questions on the effectiveness and efficiency of certain steps in the value chain would display insightful understanding of the internal workings of the company.

Value chain model by porter

Value Chain Model by Porter

Porter argues that the ability of an enterprise to generate profits depends on

its ability to realize added value, its ability to derive revenues in its downstream

markets in excess of its costs of production (P.38)

7s framework

7S Framework

Hard Ss

Soft Ss

Swot analysis

SWOT Analysis

  • The core seems simple; strategy is concerned with identifying opportunities in the external environment to exploit outperforming rivals.

  • The most important part of SWOT analysis is not developingthe 4 lists of strengths, weaknesses, opportunities, and threats, but rather using the 4 lists to draw conclusions and build strategies to act on them.

Welcome to marketing design operations workshop v1 3

Innovation in Marketing

Welcome to marketing design operations workshop v1 3

Implementation  Scenario Planning

Welcome to marketing design operations workshop v1 3

Control Scenario Planning

Welcome to marketing design operations workshop v1 3

Control  GAP Analysis

SMART Objective: Specific, Measurable, Acceptable, Realizable, Time-able

Welcome to marketing design operations workshop v1 3

Control  GAP Analysis

Welcome to marketing design operations workshop v1 3

Control  GAP Analysis

Welcome to marketing design operations workshop v1 3

Control  GAP Analysis

End of mdo module

End of MDO Module

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