Strategic Marketing
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Customer analysis
Start of the
planning
planning
process
The The
external internal
analysis analysis
The SWOT
analysis
Strategic
options
Strategic
choices
Tactical
choices
Operationa
l choices
Objective external analysis: description and analysis through value judgments whether
developments in the external environments company results for the better or worse.
Opportunity: external development that affects company results positively if utilized.
Threat: external development that affects company results negative if neglected.
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Assign value judgment to external development based on the objectives of the company.
The border between the internal and external environment:
Is an organization able to decide autonomously on particular elements internal
environment strengths and weaknesses;
Is the organization not able to decide autonomously on choices on particular elements
external environment opportunities and threats
Also controllable and can be influenced at times.
Customer value is a key concept in strategic marketing thinking: it is the difference between the
values the customer gains from owning and using a product and the costs of obtaining the product.
1. Customer-oriented; is where the firm spends its resources on gathering information about
customer needs and behavior.
2. Competitor-oriented; is where the firm directs its resources to gathering information about
competitor behavior and activities. The firm’s strategies will then be based on the
information gathered through any of these orientations.
3. Stakeholder-oriented; when the firm cares about all of its stakeholders. It does not just care
about its owners and stockholders. Instead, it cares about everyone from its customers to its
employees to its suppliers. It even cares about the community in which it operates.
4. Long-term relationships; a business is only as good as the clients it serves, and no business
gets far after losing the clients it has. The key to success is building relationships that go
beyond one-time projects and provide value to these clients on a consistent, ongoing basis.
Customers in B2C and B2B markets:
B2B market: the firm may serve as a sub-supplier to other businesses, which may use a firms’
component in its final product.
o Customized products and services, highly complex products;
o Personal relationships between buyer and the selling firm/salesperson – reliance on
personal selling;
o Sophisticated buyers;
o More rational buying; more customer emphasis on risk-reduction; less customer
emphasis on self-expressive benefits of brands;
B2C market: you want to focus on the benefits of the product and the firm wants to have
influence on consumers buying processes.
o Standardized products, relatively unsophisticated products;
o Impersonal relationships between buyer and the selling firm – more reliance on mass
market advertising;
o Buyers growing in sophistication;
o Often more emotion buying – customer perception of functional, emotional and self-
expressive benefits of brands.
In both B2C and B2B markets, the customer decision-making process forms the basis for the
segmentation of the two markets. Customer decision-making is essentially a problem-solving
process. Most customers – whether individual consumers or organizational buyers – go through
similar mental processes in deciding which products and brands to buy. There can be differences
because:
Personal characteristics;
Social influences;
References groups; a group of people that influences an individual’s attitude or behavior.
written by:
wtenkate
The Marketplace to Buy and Sell your Study Material
Buy and sell all your summaries, notes, theses, essays, papers, cases, manuals, researches, and
many more..
www.stuvia.com
, Stuvia.com - The Marketplace to Buy and Sell your Study Material
Customer analysis
Start of the
planning
planning
process
The The
external internal
analysis analysis
The SWOT
analysis
Strategic
options
Strategic
choices
Tactical
choices
Operationa
l choices
Objective external analysis: description and analysis through value judgments whether
developments in the external environments company results for the better or worse.
Opportunity: external development that affects company results positively if utilized.
Threat: external development that affects company results negative if neglected.
, Stuvia.com - The Marketplace to Buy and Sell your Study Material
Assign value judgment to external development based on the objectives of the company.
The border between the internal and external environment:
Is an organization able to decide autonomously on particular elements internal
environment strengths and weaknesses;
Is the organization not able to decide autonomously on choices on particular elements
external environment opportunities and threats
Also controllable and can be influenced at times.
Customer value is a key concept in strategic marketing thinking: it is the difference between the
values the customer gains from owning and using a product and the costs of obtaining the product.
1. Customer-oriented; is where the firm spends its resources on gathering information about
customer needs and behavior.
2. Competitor-oriented; is where the firm directs its resources to gathering information about
competitor behavior and activities. The firm’s strategies will then be based on the
information gathered through any of these orientations.
3. Stakeholder-oriented; when the firm cares about all of its stakeholders. It does not just care
about its owners and stockholders. Instead, it cares about everyone from its customers to its
employees to its suppliers. It even cares about the community in which it operates.
4. Long-term relationships; a business is only as good as the clients it serves, and no business
gets far after losing the clients it has. The key to success is building relationships that go
beyond one-time projects and provide value to these clients on a consistent, ongoing basis.
Customers in B2C and B2B markets:
B2B market: the firm may serve as a sub-supplier to other businesses, which may use a firms’
component in its final product.
o Customized products and services, highly complex products;
o Personal relationships between buyer and the selling firm/salesperson – reliance on
personal selling;
o Sophisticated buyers;
o More rational buying; more customer emphasis on risk-reduction; less customer
emphasis on self-expressive benefits of brands;
B2C market: you want to focus on the benefits of the product and the firm wants to have
influence on consumers buying processes.
o Standardized products, relatively unsophisticated products;
o Impersonal relationships between buyer and the selling firm – more reliance on mass
market advertising;
o Buyers growing in sophistication;
o Often more emotion buying – customer perception of functional, emotional and self-
expressive benefits of brands.
In both B2C and B2B markets, the customer decision-making process forms the basis for the
segmentation of the two markets. Customer decision-making is essentially a problem-solving
process. Most customers – whether individual consumers or organizational buyers – go through
similar mental processes in deciding which products and brands to buy. There can be differences
because:
Personal characteristics;
Social influences;
References groups; a group of people that influences an individual’s attitude or behavior.
