World Class Marketing with Professor Malcolm McDonald

Market structure and segmentation

• Is there a clear and unambiguous definition of the market you are serving?

• Is it clearly mapped, showing product/service flows, volumes/values in total, your shares, decision makers and critical conclusions for your organisation?

• Are the segments clearly described and quantified? These must be groups of customers with the same or similar needs, not sectors or demographic groups.

• Are the real needs of these segments properly quantified, with the relative importance of these needs clearly identified?

Differentiation

• Is there a clear and quantified analysis of how well your company satisfies these needs compared to competitors?

• Are the opportunities and threats clearly identified by segment?

Scope

• Are all the segments classified according to their relative potential for growth in profits over the next three years and according to your company’s relative competitive position in each?

• Are the objectives consistent with their position in the portfolio? (volume, value, market share, profit)

• Are the strategies (including products, price, place and services) consistent with these objectives?

• Are the key issues for action for all departments clearly spelled out as key issues to be addressed?

Value capture

• Do the objectives and strategies add up to the profit goals required by your company?

• Does the budget follow on logically from all of the above, or is it merely an add-on?

TOTAL