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UGBA 10 > Module 2 Exam > Flashcards

Module 2 Exam Flashcards

1
Q

Marketing Definition

A

Process of creating value for customers and building strong customer relationships in order to capture value/money from customers in return

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2
Q

3 Main Marketing Steps

A
  1. Scope the Market (analysis)
  2. Plan the Marketing (strategies)
  3. Implement the Marketing (marketing mix/tactics)
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3
Q

Facets of Knowing the Customer

A 
Wants/Needs
Expectations
Behaviors/Preferences
Perceptions of Alternatives
Attitudes/Hopes
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4
Q

Market

A

A group of end users with an need and the desire and the means to fill it

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5
Q

4 Bases of Market Segmentation

A

Demographic: age, gender, income, zipcode
Needs: overcoming pain points, challenges
Psychographic/Attitudinal: personality traits, lifestyle, interests
Behavioral: consumption intensity/frequency, channel preferences, category spending

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6
Q

Customer Segmentation

A

Grouping customers on the basis of a shared demographics, psychographic, need, behavior or all of the above combined so that marketers can use the same messages and media across large numbers of them

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7
Q

Benefits of having More Segments

A

Greater message relevance to each segment

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8
Q

Benefits of having Fewer Segments

A

Greater marketing spending efficiency

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9
Q

Customer Lifetime Value

A

Projected lifetime dollar value of each customer
Helps prioritize relationships and investment
Focuses on long-term relationship health

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10
Q

Customer Lifetime Value Inputs

A
  1. Average customer spend on your brand per unit of time
  2. Length of average customer relationship with your brand
  3. Unit of time
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11
Q

Types of Info Leading to Customer Insights

A 
Demographics
Psychographics
Wants/Needs
Usage Behavior
Decision Drivers/Barriers
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12
Q

Sources of Customer Info

A 
Internal Sources:
- Employees
- Sales data
- Usage data
External Sources: 
- Customer advisory boards
- Third party/syndicated research 
- Market research
- Social media
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13
Q

Characteristics of Successful Marketers

A
  • Deeply understand customers and their priorities
  • Use customer insights to group customers for efficiency and effectiveness
  • Know their customer lifetime value to prioritize investment in key target audiences
  • Design and invest in programs that deliver compelling and authentic customer experiences tailored to customer priorities
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14
Q

Profitability/Loyalty Matrix

A
  • True Friends (high profitability and loyalty)
  • Butterflies (high profitability, low loyalty)
  • Barnacles (low profitability, high loyalty)
  • Strangers (low profitability and loyalty)
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15
Q

True Friends (high profitability and loyalty)

A

Customers: refer one brand in the category and generally pay full price
Marketers: Invest to turn them into brand advocates

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16
Q

Butterflies (high profitability, low loyalty)

A

Customers: Have a few brands they choose from based on something other than price
Marketers: Invest to get increase share

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17
Q

Barnacles (low profitability, high loyalty)

A

Customers:Have a preferred brand, but only buy it when there is a deal or special offer
Marketers: Invest to make them profitable

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18
Q

Strangers (low profitability and loyalty)

A

Customers: Have no preferred brand, and choose strictly on price
Marketers: Avoid investing

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19
Q

Strategic Planning Process Steps

A
  1. Define Mission
  2. Set objectives/goals
  3. Design business portfolio
  4. Develop marketing strategy
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20
Q

SMART Metrics

A 
Specific
Measurable
Aggressive
Realistic
Time-Bound
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21
Q

Growth Share Matrix

A

Market growth rate plotted against relative market share

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22
Q

Product/Market Expansion Matrix

A
  • Diversification (new product and market)
  • Product Development (new product, current market)
  • Market Development (current product, new market)
  • Market Penetration (current product and market)
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23
Q

Diversification (new product and market)

A

Selling completely different products or services to an entirely new market or customer type

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24
Q

Product Development (new product, current market)

A

Developing and cross-selling new products to customers you already sell to

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25
Q

Market Development (current product, new market)

A

Selling more of what you currently offer in new markets or to new types of customers

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26
Q

Market Penetration (current product and market)

A

Selling more of what you currently offer to more customers like your current ones

27
Q

Marketing Strategy Compenents

A
  1. Underpinnings of a brand’s or business unit’s relevance
  2. Value proposition
  3. Positioning
  4. Key ideas to be communicated (Messaging)
  5. What success looks like (SMART goals, objectives, milestones)
28
Q

Relevant Brand Components

A
  • Customers can’t live without them
  • Customers can depend on them
  • Innovate consistently
  • Inspire customers
29
Q

Value Proposition

A

Understanding what is relevant to customers helps marketers articulate how their capabilities enable creation of products or services to address customer needs

30
Q

3 Questions of Value Proposition

A
  1. Who Are We? (capabilities/expertise brand brings)
  2. What Do We Do? (key aspects of their offerings)
  3. Why Does it Matter? (customer needs addressed/how customer lives are bettered)
31
Q

Positioning

A

Relative to competing offerings
Defines credibility, relevancy, and differentiates firm to target audience
Basis of external messaging

32
Q

Positioning Framework

A

Target
Reference Frame
Key Benefit
Reasons to Believe

33
Q

Questions of Positioning

A
  1. Who Are We Talking To? (which consumers can we help most? all/some?)
  2. What is the Category of Reference Frame? (which companies provide the same benefits)
  3. What is the Key Benefit? (how are customers helped and what needs are addressed)
  4. What are Reasons we Believe the Brand can Deliver? (what makes your ability to deliver key benefit credible? what are must haves? what is unique about us?)
34
Q

Positioning Statement Formula

A

For TARGET, XYZ brand is the CATEGORY/FRAME OF REFERENCE that KEY BENEFIT because it (of course has TABLE STAKES, but) is the only one that has DIFFERENTIATORS

35
Q

Touchpoints

A

Shape impressions and build engagement
Marketers try to determine value of touchpoints as they lead to a sale
Helps give credit for sale and allocate future resources

36
Q

Marketing Funnel Steps

A

Awareness - Hearing about potential solutions (ads)
Consideration - Researching and evaluating (product advisors)
Trial/Purchase - Initial trial/purchase and usage (coupons)
Loyalty - Repeat purchase and loyalty (loyalty programs)
Advocacy - Potential advocacy (reviews/recs)

37
Q

SWOT Analysis

A

Strengths, weaknesses, opportunities, threats
Strengths/weaknesses are internal (could address with time and money)
Opportunities/threats are external (environmental and affects all players)

38
Q

Financial Marketing Objectives

A

Describe effect marketing will have on top/bottom lines

39
Q

Non-Financial Marketing Objectives

A

Any non-financial objectives that are believed to drive long term value

40
Q

Strategic Initiatives

A

Most important things a business must do in order to deliver on its marketing objectives
Usually 3-5 strategies

41
Q

4 Ps (conversion drivers)

A 
Also called marketing mix
Product
Promotion
Price
Place
42
Q

Price examples

A 
List price
Discounts
Allowances
Payment Period
Credit Terms
43
Q

Place examples

A 
Channels
Coverage
Assortments
Locations
inventory
Transportation
Logistics
44
Q

Promotion examples

A

Advertising
Personal selling
Sales promotions
Public relations

45
Q

Product examples

A 
Variety
Quality
Design
Features
Brand name
Packaging
Services
46
Q

Action Programs (tactics)

A

Highlight precisely how the strategic initiatives will happen
Include specific changes in the 4 Ps

47
Q

Primary Sources of Marketing Info

A 
Customer Feedback
Surveys
Hypothesis Tests
Social Media
Research Interviews
Transaction Data
Ethnography
Focus Groups
Sales People/Employees
48
Q

Quantitative Research Techniques/Instruments

A

Surveys
Behavioral Tracking
Questionnaire
Meters/scanners

49
Q

Qualitative Research Techniques/Instruments

A 
In-depth interviews
Online focus groups
Ethnography
Online bulletin boards/communities
Discussion guide
Participant pre-work
Journal/diary
50
Q

Measuring Awareness

A

Find out by asking potential customers
Unaided - Not giving them a list and asking to name brands in the market
Aided - Giving a list and asking to name brands in the market

51
Q

Measuring Consideration and Trial/Purchase

A

Asking customers
Asking which of following brands people have considered buying.
Then asking which of considered brands has the customer used

52
Q

Measuring Loyalty

A

Ask how many category purchases were of target brand in the last year (repeat buying)
Asking which brand the customer buys most often (loyalty)
Asking if customer has ever recommended target brand (advocacy)

53
Q

2 Key Conversion Metrics

A

Acquisition Conversion:

  • How well the brand converts awareness to trial
  • (Ever Used)/(Aided Awareness)

Retention Conversion:

  • How well brand converts trial into repeat users or loyal users
  • (Currently Use)/(Ever Used)
54
Q

3 Types of Media

A

Earned Media:
- Mentions, shares, reposts, reviews

Paid Media:
- Pay per Click, display ads, retargeting, paid influencers, paid content promotion, social media ads, TV, outdoor, print, radio

Owned Media:
- Website, mobile site, blog site, social media channels, stores, channel partners

55
Q

Marketing Return on Investment (MROI)

A

Formula:

Customer Lifetime Value - Marketing Investment)/(Marketing Investment

56
Q

Brand Architecture

A

Goal is to optimize hierarchy, linkages, and roles of brands within portfolio in support of business strategy
How different products/services under the business’s umbrella relate

57
Q

Clear Brand Architecture Benefits

A

Clarity:
- Gives coherent face to offering and business strategy and distinguishes brands within the portfolio

Efficiency:
- Enables brand and marketing leverage

Growth:
- Extends credibility form existing, successful brands to new offerings

Equity:
- Extends equity by defining the relationships between brands

58
Q

Outside-In View of Brand Architecture

A

Brand architecture does not need to line up with internal organizational structures as it is mostly for external purpose

59
Q

House of Brands

A

Independent brands, each maximizing meaning to customers and impact on the market - not linked to parent brand (P&G and Unilever)
Ex. P&G has sub-brands such as Old Spice, Tide, and Oral-B

60
Q

Branded House

A

Single master brands spans entire set of offerings - linked to parent brand (FedEx and Virgin)
Ex. FedEx has both FedEx Ground and FedEx Express

61
Q

Hybrid

A

Mix of “branded house” and “house of brands”

Ex. Amazon has amazon.com, AWS, and Zappos

62
Q

Pros and Cons of all Branding Models

A

House of Brands

  • Pros: Builds equity in strong stand-alone brands and insulates brands from one another
  • Cons: Requires significant marketing investment to build awareness and drive usage

Hybrid

  • Pros: Leverages strong master brand and protects diverse businesses
  • Cons: Requires planning to avoid customer conversion and dilution of master brand or stand-alone brands

Branded House

  • Pros: Results in strong master brand and maximum marketing efficiency
  • Cons: Difficult to extend into new categories and exposes whole portfolio risks from any one channel
63
Q

3 Guiding Principles to Decide Optimal Brand Architecture

A

Coverage:
- Cover the market and target customer segments with fewest brands possible

Separation:
- Ensure room or differences between brand offerings so customers can find the solution that addresses their needs easily

Efficiency:
- Address distinct customer needs while leveraging brand development and management costs

64
Q

Revisiting Brand Architecture

A

Changes in strategic direction or important new capabilities

Triggers:

  • Declining relevance with customers
  • M&A
  • Internal competition for investment dollars
  • Corporate and product brand confusion
  • Brand over-stretch beyond credibility

UGBA 10 (4 decks)

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