Strategic Market Management 7th Edition – David Aaker

Slides:



Advertisements
Similar presentations
© 2007 John Wiley & Sons Chapter 13 - Global Strategies PPT 13-1 Global Strategies Chapter Thirteen Copyright © 2007 John Wiley & Sons, Inc. All rights.
Advertisements

Part One Strategic Analysis
© 2007 John Wiley & Sons Chapter 8 - Alternative Value Propositions PPT 8-1 Alternative Value Propositions Chapter Eight Copyright © 2007 John Wiley &
Chapter Fourteen Setting Priorities for Businesses and Brands – The Exit, Milk, and Consolidate Options Copyright © 2007 John Wiley & Sons, Inc. All rights.
© 2007 John Wiley & Sons Chapter 7 - Creating Advantage, Synergy and Strategic Philosophies PPT 7-1 Copyright © 2007 John Wiley & Sons, Inc. All rights.
Chapter 12 – Creating New Businesses © 2005 John Wiley & Sons© 2007 John Wiley & Sons PPT 12-1 Copyright © 2007 John Wiley & Sons, Inc. All rights reserved.
© 2005 John Wiley & Sons PPT 1-1 Strategic Market Management By David A. Aaker Vice-Chairman, Prophet Professor Emeritus, University of California at Berkeley.
© 2007 John Wiley & Sons Chapter 10 - Energize the Business PPT 10-1 Energize the Business Chapter Ten Copyright © 2007 John Wiley & Sons, Inc. All rights.
© 2007 John Wiley & Sons Chapter 3 - Competitor AnalysisPPT 3-1 Competitor Analysis Chapter Three Copyright © 2007 John Wiley & Sons, Inc. All rights reserved.
Slide 1-1 Chapter 2 Principles of Accounting Analyzing Business Transactions.
PowerPoint Presentation for Dennis & Haley Wixom, Systems Analysis and Design, 2 nd Edition Copyright 2003 © John Wiley & Sons, Inc. All rights reserved.
Systems Analysis and Design
© 2007 John Wiley & Sons Chapter 5 - Environmental Analysis and Strategic UncertaintyPPT 5-1 Environmental Analysis and Strategic Uncertainty Chapter Five.
Internal Analysis Chapter Six
Chapter 101 Information Technology For Management 6 th Edition Turban, Leidner, McLean, Wetherbe Lecture Slides by L. Beaubien, Providence College John.
Chapter 141 Establishing a Culture of Quality Chapter 14 Achieving Quality Through Continual Improvement Claude W. Burrill / Johannes Ledolter Published.
Chapter 8 Setting Goals Management 1e 8- 2 Management 1e 8- 2 Management 1e 8- 2 Management 1e Learning Objectives  Describe the primary goals.
Management, 7e Schermerhorn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.
Chapter 2 Supply Chain Strategy Copyright 2011 John Wiley & Sons, Inc.
13-1 Information Technology Economics Information Technology: Economic and Financial Trends Internal IT versus outsourcing Expanding power / declining.
© 2005 John Wiley & Sons© 2014 John Wiley & Sons PPT 1-1 Strategic Market Management By David A. Aaker Vice-Chairman, Prophet Professor Emeritus, University.
Strategic Market Management 7th Edition – David Aaker
“Copyright © 2001 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976.
Chapter 31 The Value of Implementing Quality Chapter 3 Achieving Quality Through Continual Improvement Claude W. Burrill / Johannes Ledolter Published.
John Wiley & Sons, Inc. © 2005 Chapter 2 The Recording Process Prepared by Naomi Karolinski Monroe Community College and and Marianne Bradford Bryant.
Chapter 9 Designing Strategies Management 1e 9- 2 Management 1e 9- 2 Management 1e Learning Objectives  Explain how businesses use planning to.
© 2005 John Wiley & Sons PPT 1-1 Copyright © 2005 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted.
© 2007 John Wiley & Sons Chapter 10 - Energize the Business PPT 10-1 Energizing the Business Chapter Ten Copyright © 2010 John Wiley & Sons, Inc. All rights.
© 2007 John Wiley & Sons Chapter 3 - Competitor AnalysisPPT 3-1 Competitor Analysis Chapter Three Copyright © 2010 John Wiley & Sons, Inc. All rights reserved.
© 2007 John Wiley & Sons Chapter 3 - Competitor AnalysisPPT 3-1 Competitor Analysis Chapter Three Copyright © 2007 John Wiley & Sons, Inc. All rights reserved.
Chapter 111 Information Technology For Management 6 th Edition Turban, Leidner, McLean, Wetherbe Lecture Slides by L. Beaubien, Providence College John.
Copyright © 2000 John Wiley & Sons, Inc. All rights reserved
“Copyright © 2001 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976.
Slide 1-1 Chapter 1 Information Systems Overview Introduction to Information Systems Judith C. Simon.
© 2007 John Wiley & Sons Chapter 15 - Organizational Issues PPT 15-1 Organizational Issues Chapter Fifteen Copyright © 2007 John Wiley & Sons, Inc. All.
INVESTMENTS: Analysis and Management Second Canadian Edition INVESTMENTS: Analysis and Management Second Canadian Edition W. Sean Cleary Charles P. Jones.
Copyright © 2000 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976.
1 Multinational Financial Management Alan Shapiro 10 th Edition John Wiley & Sons, Inc. PowerPoints by Joseph F. Greco, Ph.D. California State University,
© 2007 John Wiley & Sons Chapter 13 - Global Strategies PPT 13-1 Global Strategies Chapter Thirteen Copyright © 2010 John Wiley & Sons, Inc. All rights.
Introduction to Drafting and Design
Copyright © 2000 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976.
Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Operations Management - 5 th Edition Chapter 10 Supplement Roberta.
Slide 8-1 Chapter 8 Terms Programming Languages Introduction to Information Systems Judith C. Simon.
Chapter 171 Information Technology For Management 6 th Edition Turban, Leidner, McLean, Wetherbe Lecture Slides by L. Beaubien, Providence College John.
© 2014 John Wiley & Sons Chapter 10 - Toward a Stong Brand Relationshop PPT 10-1 Toward a Strong Brand Relationship Chapter Ten Copyright © 2014 John Wiley.
I- 1 Prepared by Coby Harmon University of California, Santa Barbara Westmont College.
A- 1. A- 2 Appendix B Standards of Ethical Conduct for Management Accountants The Institute of Management Accountants has published and promoted the following.
K-1. K-2 Appendix K Standards of Ethical Conduct for Management Accountants The Institute of Management Accountants has published and promoted the following.
Copyright © 2000 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976.
© 2014 John Wiley & Sons Chapter 4 - Market and Submarket AnalysisPPT 4-1 Market/Submarket Analysis Chapter Four Copyright © 2014 John Wiley & Sons, Inc.
Slide 11-1 Chapter 11 Terms Information Resource Management Strategies Introduction to Information Systems Judith C. Simon.
I-1. I-2 I ACCOUNTING FOR SOLE PROPRIETORSHIPS Accounting, Fifth Edition.
H-1 Prepared by Coby Harmon University of California, Santa Barbara Westmont College.
Reid & Sanders, Operations Management © Wiley 2002 Capacity Planning and Facility Location 9 C H A P T E R.
“Copyright © 2001 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976.
Chapter 41 People and Quality Chapter 4 Achieving Quality Through Continual Improvement Claude W. Burrill / Johannes Ledolter Published by John Wiley.
Prepared by Debby Bloom-Hill CMA, CFM
Chapter Fifteen Setting Priorities for Businesses and Brands – The Exit, Milk, and Consolidate Options Copyright © 2014 John Wiley & Sons, Inc. All rights.
Information Technology Economics
“Copyright © 2001 John Wiley & Sons, Inc. All rights reserved
Internal Analysis Chapter Six
Strategic Market Management 7th Edition – David Aaker
Internal Analysis Chapter Six
Appendix Sample Innovation Plan
liquidation of a partnership.
Transportation and Transshipment Models
The Production Process
Copyright © 2000 John Wiley & Sons, Inc. All rights reserved
Copyright © 2000 John Wiley & Sons, Inc. All rights reserved
Presentation transcript:

Strategic Market Management 7th Edition – David Aaker Chapter Eleven Leveraging the Business Copyright © 2007 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.

Growth Options Which assets and competencies can be leveraged? What brand extensions are possible? Can the scope of the offering be expanded? Do viable new markets exist?

Which Assets and Competencies Can be Leveraged? Marketing Skills Capacity in Sales or Distribution Manufacturing Skills R&D Skills Achieving Economies of Scale

Brand Extensions Does the brand fit the new product context? Does the brand add value to the offering in the new product class? Will the extension enhance the brand name and image?

Brand Extension Logic Add Value Brand New Offering Fit Enhance Brand Figure 11.1

New Products for Existing Markets Strategic Market Management 7th Edition – David Aaker New Products for Existing Markets Expand boundaries: from laundering rags to maintaining factories From salty potatoe chips to all snacks Explore customer use context

New Markets for Existing Products Strategic Market Management 7th Edition – David Aaker New Markets for Existing Products Expanding Geographically Expanding into New Market Segments Distribution Channel Age Home vs. Office

Growth Options Which assets and competencies can be leveraged? What brand extensions are possible? Can the scope of the offering be expanded? Do viable new markets exist?

Evaluating Business Leveraging Options Strategic Market Management 7th Edition – David Aaker Evaluating Business Leveraging Options Is the product-market Attractive? Is the core business successful? Can the core business be transferred to the new product-market? How much of a stretch is it? Will the new business be successful, become a market leader? Is the leverage strategy repeatable? Question: If the criteria are clear, why do so may new businesses fail? What judgments go wrong?

Strategic Market Management 7th Edition – David Aaker The Mirage of Synergy Potential Synergy Does not Exist Potential Synergy Exists But is Unattainable Potential Synergy is Overvalued

Key Learnings Leveraging assets and competencies involves identifying them and creatively determining in what business areas they might be able to contribute. Brand extensions should both help and be enhanced by the new offering, in addition to being perceived to have a fit with it. The business can be leveraged by introducing new products to the market or expanding the market for the existing products. In doing so, the new product market should be attractive, be accessible to the business with its current assets and competencies, and have access to the needed resources to be successful. Entering a new product market is risky, as the new offering might lack market acceptance or needed resources. Success likelihood goes up if the core business is healthy, if the new product market is attractive (competitors will be profitable), if the business model is repeatable, and if market leadership is possible. Synergy can be a mirage. Too often, it does not exist, or it exists but is unattainable or overvalued.

Strategic Market Management 7th Edition – David Aaker

Strategic Market Management 7th Edition – David Aaker Ancillary Slides

Strategic Market Management 7th Edition – David Aaker “Results are gained by exploiting opportunities, not be solving problems.” - Peter Drucker

Strategic Market Management 7th Edition – David Aaker “The more opportunities I seize, the more opportunities multiply before me.” - Sun Tzu

“The most dangerous moment comes with victory.” - Napoleon