1. Strategic Brand Management
Series
Slide Presentation 1
By Suhas Wadwalkar
What the Gurus Say!

2. Peter Drucker Philip Kotler
Igor AnsoffTheodore Levitt
Tom Peters
Jagdish Sheth
C K Prahlad
The Gurus of Strategy
Kevin Keller
Albert
Humphrey

3. The Father of Strategic Management
Igor Ansoff
Developed
Product-Market Growth Matrix
a tool he created to plot generic strategies
for growing a business via existing or new
products, in existing or new markets.

4. Igor Ansoff
Ansoff’s Matrix

5. Consolidate current market position by
focusing attention and Initiating
marketing activities in the area of
competitive advantage
The strategy choice
Igor Ansoff

6. Build on existing knowledge to explore
new opportunities.
Invest in R & D, modifications, etc.
Example: Unilevers 3 in 1 dishwasher tablet to
replace salt, detergent & rinse agents
The strategy choice
Igor Ansoff

7. Extend current products to new markets,
new sales areas, segments, Uses.
Consider export or licensing.
Example : McDonalds spreading across the world
Igor Ansoff
The strategy choice

8. Horizontal diversification activities that are
complimentary to the company’s existing
activities.
Vertical diversification. Downward
integration leading to preceding
Stage of production & upward to the
succeeding stage of production
Conglomerate diversification where there
is no relation to the current business
activities.
The strategy choice
Igor Ansoff

9. Boston Consultancy Group
Created by Bruce Henderson
Used as an analytical tool in brand
marketing, product management, strategic
management and portfolio analysis.
Growth
Share
Matrix

10. The BCG Matrix
Relative market share
High
Low
MarketGrowthRate High
Low

11. High growth / high share
The ‘stars’ generate good income
although they consume heavy
resources.
Need to be supported as they have
the potential to become future ‘cash
cows’.
Eg. Chronic segment
The BCG Matrix

12. The BCG Matrix
Low growth / High share
These are called ‘cash cows’ which generate
more revenues than they consume.
Surplus revenues can be used to launch new
products and support them .
Eg. Unienzyme

13. High growth / low share
The problem kids consume lots of
energy but the return is meagre.
Need to be supported since they hold
promise of better future – Influenza
vaccine
The BCG Matrix

14. The BCG Matrix
Low growth / low share
The dogs are products with low share
and low market growth potential.
They tend to become loss makers in
future – Parenteral iron

15. The poet laureate of Marketing Academy
Known for the concept
‘Marketing Myopia’ & ‘Globalization’
He was the first guru to present his thoughts
on PLC management from its birth till
retirement
Theodore Levitt

16. Time Scale
Theodore Levitt
Product life Cycle Stages & Management
Sales

17. Product life Cycle concept & Management
Introduction stage
The demand needs to be ‘created’
Product needs to gain a foot hold in
the market Sales are slow & creepy.
Competition is limited
Theodore Levitt

18. Growth stage
Product acceptance gains ground
Sales start rising rapidly
Competitors enter the market
Product differentiation needs to be
established
Marketing efforts are stepped up
Product life Cycle concept & Management
Theodore Levitt

19. Maturity stage
Peak volumes are reached
Sales growth stagnates
Market gets saturated
Price competition intensifies
Profits are all time high
Customer services need to be stepped up
Product life Cycle concept & Management
Theodore Levitt

20. Decline stage
Product gets irrelevant at the market
place
Sales start dipping
Profits start declining
Innovation is required
Eg. New drug delivery systems
Need to look at possibilities of brand
extension
Product life Cycle concept & Management
Theodore Levitt

21. Multinational Marketing
M9
M10
M7
M1
M11
M3
M2
M8
M4
M5
M6
Theodore Levitt

22. Global Marketing
World
as 1 market
Theodore Levitt
Globalization or Glocalization?

23. The glocalized brand

24. Mr Humph of Stanford Research Institute
Known for his contribution to
‘SWOT analysis’ & ‘Stake holders concept’
SWOT is technique used to evaluate internal &
external factors involved in a project, venture
or product
Albert Humphrey

25. Threats
Internal
External
Albert Humphrey

26. What are we good at
and are doing well
Product quality
Profitable margins
Strong sales force
Powerful marketing
Wide distribution
Backward integration
Albert Humphrey

27. What are we not good at
and are not doing well
Poor product quality
Poor margins
Weak sales force
Sluggish marketing
Limited distribution
Inadequate backward integration
Albert Humphrey

28. Favorable events & trends
Market growth
Economic boost
Positive customer trend
Moderate competition
Scope to expand
Albert Humphrey

29. ThreatsUnfavorable events & trends
Market saturation
Economic meltdown
Negative customer response
Stiff competition
Government obstacles
Poor raw material availability
Albert Humphrey

30. By Suhas Wadwalkar
Strategic Brand Management
Series
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