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The Metrics That Marketers Muddle Marketing Strategy Analysis & Solution
Marketing & Sales Case Study Analysis and Solution
At Fern Fort University, we use Harvard Business Review (HBR) marketing principles and framework to analyze The Metrics That Marketers Muddle case study. The Metrics That Marketers Muddle is a Harvard Business Review case study written by Neil Bendle, Charan K Baggafor the students of Sales & Marketing. The case study also include other relevant topics and learning material on –
Strategic Marketing Analysis of The Metrics That Marketers Muddle case study written by Neil Bendle, Charan K Bagga will comprise following sections –
- The Metrics That Marketers Muddle Case Description
- Marketing Definition
- Market Potential Analysis of The Metrics That Marketers Muddle
- Market Share Potential Analysis
- Segmentation and Segment Attractiveness Analysis
- Competition and Competitiveness Analysis of The Metrics That Marketers Muddle
- Customer Value Analysis of The Metrics That Marketers Muddle case study
The Metrics That Marketers Muddle Marketing Case Description
Sales & Marketing Case Study | Authors :: Neil Bendle, Charan K Bagga
A big challenge for marketing is demonstrating its business value. As the finance function becomes more powerful within companies, some see marketing's influence as declining. One major reason is the difficulty of measuring its impact. The article has two purposes, the authors say: First, to clarify marketing metrics so that managers select the right metrics and use them appropriately; and second, to help senior managers understand when marketers are cherry-picking the data or using inappropriate metrics. The authors assess five popular marketing metrics:market share, net promoter score, the value of a "like,"customer lifetime value, and return on investment. They conducted interviews with marketers and administered formal surveys to managers. They found that popular marketing metrics are regularly misunderstood and misused. The authors'goal is to encourage appropriate and consistent use of popular marketing metrics. Market Share: If the aim is to maximize the returns to shareholders, the authors argue, increased market share offers no benefit unless it eventually generates profits. Still, in a survey the authors conducted, they found that more marketing managers prioritized maximizing market share than prioritized maximizing profitability. Although, they note, companies with superior products tend to have high market share and high profitability, this does not necessarily mean that increasing market share will increase profits. Using market share as a metric of success simply because other marketers do it can be counterproductive. Net Promoter Score: Companies in a variety of industries have embraced net promoter score as a way to monitor their customer service operations. One of NPS's strongest selling points, the authors write, is its simplicity: It's easy for managers and employees to understand the goal of having more promoters and fewer detractors. However, they note weaknesses in how the theory has been presented to managers. Value of a "Like"The authors caution that managers shouldn't automatically assume that differences in value between social media fans and nonfans are caused by social media marketing activity. When there are differences, managers need to investigate whether they existed prior to the social media marketing effort. Customer Lifetime Value: Marketers often use CLV to help them decide whom to target in acquisition campaigns. The authors recommend basing CLV on the value of the customer relationship -- not the value of the customer relationship minus the acquisition costs. Return on Investment: Although ROI may not be a perfect metric, the authors concede, it can facilitate communication with nonmarketing colleagues. But to communicate effectively, marketers must use the term in ways that nonmarketers can understand. In order to calculate ROI, there must be a return (profit associated with an investment) and an investment. Unless you have both, you cannot calculate ROI.
According to American Marketing Association – Marketing is a set of activities that a firm undertakes for creating, communicating, delivering, & exchanging offerings that have value for customers, clients, partners, and society at large.
Kotler explains - Marketing is a process by which organizations can create value for its potential and current customers and build strong customer relationships in order to capture value in return.
Market Potential Analysis of The Metrics That Marketers Muddle
Market potential analysis comprises evaluating the overall market size of the related product that the firm is planning to launch. This will involve defining – Why the target market segment needs the product and how it will provide a solution to full its consumers’ needs. Market potential of The Metrics That Marketers Muddle products various on factors such as –
- Maturity of the market. In mature markets the profitability is often stable but the market potential is less as most of the players have already taken market share based on the segment they are serving. New players have to go for market share strategies in marketing.
- Technological competence of the existing players and culture of innovation and development in the industry.
- Untapped market sizes and barriers to both enter the market and serving the customers. Often companies can easily see the unfulfilled needs in the markets but they are difficult to serve as there are costly barriers.
- Define the core need that your product is serving and list out all the direct and indirect competitors in the market place. This will help not only in positioning of the product but also in defining or creating a segment better.
- Uncovering the current and untapped market sizes and barriers to serving the larger market. Analyze the areas that you need to sort out while launching the products to wider market and what are the challenges the firm will face in market place.
- Estimate the current stage in product life cycle and its implications for marketing decisions for the product.
Market Share Potential Analysis
- Understanding the buyer behavior model for The Metrics That Marketers Muddleindustry.
- Identifying the market share drivers relevant to The Metrics That Marketers Muddle market.
- Segment Attractiveness Analysis – Our analysis will work out which are the most attractive segments and which are the one the firm should go ahead and target. We point out in great detail which segments will be most lucrative for the company to enter.
- Understanding the different needs and relative value of your offering by segment.
- Developing segment priorities and positioning the product based on the product need fit developed by the firm.
Competition & Competitive Position Analysis
- Uncovering customer-based competitive positions for key rivals and firm’s offering. This will not only help in assessing the strengths and weaknesses of the competitors but also help in defining and positioning of the product.
- Developing a positioning and launching strategy. It will require not only distribution channel analysis but also promotion mix for the product.
- Strategic Marketing Planning — the process of developing and maintaining a strategic fit between the organization’s objectives and capabilities and the ever evolving marketing opportunities for its products.
The Metrics That Marketers Muddle - Customer Value Analysis
Capturing customer value is essential to marketing efforts as it results in higher return in the form of both current & future sales, greater market share, and higher profits. By creating superior customer value, the organization can create highly satisfied customers who stay loyal and buy more. This, in turn, means greater long-run returns for the firm.
- The crucial role of customer perceived value in acquiring and retaining profitable customers. Product differentiation is often based on building on a value niche that a firm believes that is very important to the customer. This niche contributes to perceived value. If the perceived value is high then customer stay loyal to the product if not then she can switch to the competitor’s product.
- Graphically displaying value differences for deeper understanding and better internal communication. This helps is building a narrative that a customer can identify with. The better the insight more are the chances of connecting with the potential customers.
- Identifying and selecting actionable value creation options. This can help in increasing the customer lifetime value. Customer lifetime value is the value of the entire stream of purchases that the customer would make over a lifetime of patronage.
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