1. Class 9: Competitor Analysis
1.1. Competitor Map
1.1.1. New entrant/ Substitute products
1.1.2. Indirect competitors
1.1.3. Direct competitors
1.2. The components of competitor analysis
1.2.1. Assess competitors' current and future objectives
1.2.1.1. What are they trying to achieve?
1.2.1.2. Why are they trying to achieve it?
1.2.1.3. Are they satisfied with their achievements?
1.2.2. Assess competitors' current strategy
1.2.2.1. What target markets are they pursuing?
1.2.2.2. What is their strategic focus?
1.2.2.3. What marketing mix do they use?
1.2.2.4. How do they organize their marketing?
1.2.3. Assess competitors' resource profile
1.2.3.1. Marketing culture?
1.2.3.2. Marketing assets and capabilities?
1.2.3.3. Production and operation capabilities?
1.2.3.4. Financial resources?
1.2.4. Predict competitors' future strategies
1.2.4.1. What might the competition do?
1.2.4.2. What under-utilised resources do they have?
1.2.4.3. How will they react to our actions?
1.3. Competitive Profile Matrix
1.3.1. Weight
1.3.1.1. range from 0.0 means not important
1.3.1.2. 1.0 means important
1.3.1.3. sum of all weight must be equal to 1.0
1.3.2. Rating
1.3.2.1. high rating = better response of the firm towards the critical success factor
1.3.2.2. range from 1.0 - 4.0
1.3.3. Total Weight Score
1.3.3.1. Score 1-2 = Weak/ Lack competitiveness
1.3.3.2. Score 2-3 = Moderate competitiveness
1.3.3.3. Score 3-4 = Strong/ High competitiveness
2. Class 10: Creating Sustainable Competitive Advantage
2.1. Advantage Creating Resource
2.1.1. Contribute to providing value for customers
2.1.2. Are unique to the firm
2.1.3. Hard for competitors to acquire or imitate
2.2. Cost Drivers
2.2.1. Economies of Scale
2.2.2. Experience
2.2.3. Capacity Utilization
2.2.4. Linkage
2.2.5. Inter-relationship
2.2.6. Degree of integration
2.2.7. TIming
2.2.8. Policy choices
2.2.9. Location
2.2.10. Institutional
2.3. Uniqueness Driver
2.3.1. Product differentiation
2.3.2. Promotional differentiation
2.3.3. Brand differentiation
2.3.4. Distribution differentiation
2.3.5. Pricing differentiation
2.4. Competitive roles and strategies
2.4.1. Roles of companies
2.4.1.1. Market leader
2.4.1.1.1. Expanding total market
2.4.1.1.2. Defending current market share
2.4.1.1.3. Increasing market share
2.4.1.2. Market challenger
2.4.1.2.1. Attacking the leaders and other same/ small size firms
2.4.1.2.2. Choosing general attack strategies
2.4.1.2.3. Choosing specific attack strategies
2.4.1.3. Market follower
2.4.1.3.1. Counterfeiter
2.4.1.3.2. Cloner
2.4.1.3.3. Imitator
2.4.1.3.4. Adaptor
2.4.1.4. Market nicher
2.4.1.4.1. High margin vs. High volume
2.4.1.4.2. Niche specialist roles
2.5. Basic competitive strategies
2.5.1. Build strategy (Growth)
2.5.2. Hold strategy (Maintenance)
2.5.3. Niche strategy (Focus)
2.5.4. Harvest strategy (Reaping)
2.5.5. Delecion strategy (Divestment)
2.6. General defense strategy
2.6.1. Position defense
2.6.2. Mobile defense
2.6.3. Flanking defense
2.6.4. Contraction defense
2.6.5. Pre-emptive defense
2.6.6. Counter-Offensive defense
3. Class 11: Blue, Red White Ocean Longtail Social Networking Marketing
3.1. Business problems
3.1.1. Difficulty of continuous growth in existing markets
3.1.2. Less competitive advantages
3.1.3. The business and marketing in real practice
3.2. Red Ocean
3.2.1. Refer to a saturated market where there s fierce competition, already crowded with companies providing the same type of services or producing the same kind of goods
3.3. Blue Ocean
3.3.1. Untapped and uncontested markets which provide little or no competition
3.3.2. Strategy Canvas
3.3.2.1. It captures the current state of play in the known market place
3.3.2.2. To understand where the competition is currently investing and what factors the industry competes on
3.3.3. ERRC Grid (4 Actions Framework)
3.3.3.1. Eliminate
3.3.3.2. Reduce
3.3.3.3. Raise
3.3.3.4. Create
3.3.4. Six Thinking Paths
3.3.4.1. Look across alternative industries
3.3.4.2. Look across strategic groups within industry
3.3.4.3. Redefine the industry buyer group
3.3.4.4. Look across to complementary product and service offering
3.3.4.5. Rethinks the function-emotional orientation
3.3.4.6. Participant in shaping external trends over time
3.4. White Ocean Strategy
3.4.1. The business have to build themselves in being close and corporate with society to be able to run the business in the modern world
3.4.2. This strategy can help solve the problem such as global warming, child labor problem
3.4.3. To maintain long-term relationship
3.5. Social Media
3.5.1. Categories of Social Networking
3.5.1.1. Identity network
3.5.1.2. Creative network
3.5.1.3. Collaboration network
3.5.1.4. Blogging
3.5.2. CISS Framework
3.5.2.1. Communicate
3.5.2.2. Interact
3.5.2.3. Socialize
3.5.2.4. Share
4. Class 13: Strategic Marketing Decision
4.1. The TOWS Matrix
4.1.1. Step 1: Develop the SWOT
4.1.1.1. Internal Environment
4.1.1.1.1. Strengths
4.1.1.1.2. Weakness
4.1.1.2. External Environment
4.1.1.2.1. Opportunities
4.1.1.2.2. Threats
4.1.2. Step 2: For each combination of internal and external factors, consider how you can use them to create good strategic options
4.1.2.1. Strengths-Opportunity (SO)
4.1.2.1.1. Maximize both strengths and opportunity
4.1.2.2. Weakness-Opportunity (WO)
4.1.2.2.1. Minimize weaknesses and Maximize opportunities
4.1.2.3. Strengths-Threats (ST)
4.1.2.3.1. Maximize strengths and Minimize threats
4.1.2.4. Weaknesses-Threats (WT)
4.1.2.4.1. Minimize both weakness and threats
4.2. IE Matrix
4.2.1. Based on two key dimensions
4.2.1.1. IFE = total weighted scores on the x-axis
4.2.1.2. EFE = total weighted scores on the y-axis
4.2.2. Position of an organization in a nine-cell
4.2.2.1. Cells I, II, IV = Grow and build
4.2.2.1.1. Intensive Growth
4.2.2.1.2. Integrative Growth
4.2.2.1.3. Diversification Growth
4.2.2.2. Cells III, V, VII = Hold and maintain
4.2.2.2.1. Intensive Growth
4.2.2.2.2. Stability
4.2.2.3. Cells VI, VIII, IX = Harvest or divest
4.2.2.3.1. Stability
4.2.2.3.2. Retrenchment
4.2.3. Measure
4.2.3.1. Size of each circle = the percentage sales contribution of each division
4.2.3.2. Pie slices = the percentage of profit contributed by each division
4.2.3.3. Percentage of profit by division and percentage of contribution margin gained from each division are not the same
5. Class 2: Industry Analysis & Market Environment
5.1. Industry Evolution and Forecasting
5.1.1. Emerging Industry Structure
5.1.1.1. Single-niche strategy
5.1.1.2. Multiple-niche strategy
5.1.1.3. Mass-market strategy
5.1.2. Mature Industry Structure
5.1.2.1. Market Fragmentation Stage
5.1.2.2. Consolidated Industry Structure
5.1.3. Declining Industry Structure
5.1.3.1. Harvest
5.1.3.2. Niche
5.1.3.3. Leadership
5.1.3.4. Divest
5.2. The Advantage Matrix
5.2.1. Fragmented
5.2.2. Specialised
5.2.3. Stalemate
5.2.4. Volume
5.3. Environmental Analysis
5.3.1. Macro (PESTEL)
5.3.1.1. Political
5.3.1.2. Economical
5.3.1.3. Socio-Coltural
5.3.1.4. Technological
5.3.1.5. Environmental
5.3.1.6. Legal
5.3.2. Micro (3C+SD)
5.3.2.1. Company
5.3.2.2. Customer
5.3.2.3. Competitor
5.3.2.4. Suppliers
5.3.2.5. Marketing Intermediaries
6. Class 3: Five Forces Model EFE Matrix
6.1. Five Forces Analysis
6.1.1. Potential entrants
6.1.2. Suppliers
6.1.3. Buyers
6.1.4. Substitutes
6.1.5. Industry competitors
6.2. EFE
6.2.1. Weight
6.2.1.1. Indicates the importance
6.2.1.2. Assign from 0.00 - 1.00 scale
6.2.1.3. *Higher weight = more important
6.2.2. Rating
6.2.2.1. 1. Poor
6.2.2.2. 2. Below average
6.2.2.3. 3. Average
6.2.2.4. 4. Satisfactory
6.2.3. Total Weight Score
6.2.3.1. Score 1-2 = business has less than average ability to respond to external factors
6.2.3.2. Score 2-3 = business has average ability to respond to external factors
6.2.3.3. Score 3-4 = business has high ability to respond to external factors
7. Class 4 : Strategic Marketing Planning
7.1. Planning
7.1.1. Step 1 : Defining the business purpose or mission
7.1.2. Step 2 : Define marketing strategy process
7.1.3. Step 3 : Establishing the core strategy
7.1.4. Step 4 : Creation of the competitive positioning
7.1.5. Step 5 : Implementation
7.2. BCG Matrix
7.2.1. Categories
7.2.1.1. Star
7.2.1.2. Dogs
7.2.1.3. Question Marks
7.2.1.4. Cash Cow
7.2.2. Strategic Application
7.2.2.1. Build
7.2.2.2. Divest
7.2.2.3. Hold
7.2.2.4. Harvest
8. Class 5 : Internal Analysis
8.1. SW Analysis 6 Functional Activities
8.1.1. Management
8.1.2. Marketing
8.1.3. Management Information System
8.1.4. Finance/ Accounting
8.1.5. Production/ Operation
8.1.6. Research & Development
8.2. IFE Matrix
8.2.1. Strategy Formulation
8.2.1.1. Maintain and utilize major strengths
8.2.1.2. Improve major weakness
8.2.2. Weight
8.2.2.1. Industry-based
8.2.2.2. Relative importance of factor to being successful in the firm's industry
8.2.2.3. Assign from 0.0 - 1.0
8.2.3. Rating
8.2.3.1. Company-based
8.2.3.2. 1 = Major weakness
8.2.3.3. 2 = Minor weakness
8.2.3.4. 3 = Minor strength
8.2.3.5. 4 = Major strength
9. Class 6: Strategic Focus Generic Strategy
9.1. Establish the core strategy: Strategic Focus
9.1.1. Improve performance
9.1.1.1. Increase sales
9.1.1.1.1. Expand market
9.1.1.1.2. Increase share
9.1.1.2. Improve productivity
9.1.1.2.1. Increase margin
9.1.1.2.2. Reduce costs
9.2. Creation of the competitive positioning
9.2.1. A statement of where and how the company will compete is based on your Core Strategy
9.2.2. Broad Target Market
9.2.2.1. Cost advantage
9.2.2.2. Cost leadership
9.2.2.3. Differentiation strategy
9.2.3. Narrow Target Market
9.2.3.1. Focus strategy
9.2.3.1.1. Producing products and services that fulfill the need of small groups of consumer
9.2.3.2. Hybrid Focus Strategies
9.2.3.2.1. Can be low cost or differentiation in particular segment
9.2.3.2.2. Trade-off between profitability and volume
9.3. Value-Chain Analysis
9.3.1. Primary Activities
9.3.2. Support Activities
10. Class 8: Segmentation and Positioning Principle
10.1. Stages in segmentation and positioning
10.1.1. Market segmentation
10.1.2. Choice of target market
10.1.3. Competitive positioning
10.2. Segmenting Consumer markets
10.2.1. Background characteristic
10.2.1.1. Demographic characteristics
10.2.1.2. Socio-economic characteristics
10.2.1.3. Consumer life cycle
10.2.1.4. Lifestyle characteristics
10.2.1.5. Personality characteristics
10.2.2. Customer attitudes
10.2.2.1. To define specific niches that require custom-tailored promotion
10.2.3. Customer behavior
10.2.3.1. Purchase behavior
10.2.3.2. Consumption behavior
10.2.3.3. Communication behavior
10.2.3.4. Relationship-seeking characteristics
10.3. Segmenting Business markets
10.3.1. Background company characteristics
10.3.1.1. Industry type
10.3.1.2. Company size
10.3.1.3. Customer location
10.3.1.4. Company technology
10.3.1.5. Power structure
10.3.1.6. Purchasing policies
10.3.2. Attitudinal characteristics
10.3.2.1. On basis of the benefits being sought by the purchasers
10.3.3. Behavioral characteristics
10.3.3.1. Purchase behavior
10.3.3.2. Communication behavior
10.3.3.3. Relationship-seeking characteristics
10.4. Market Segment Attractiveness
10.4.1. Core bussiness
10.4.2. Peripheral business
10.4.3. Illusion business
10.4.4. Dead-end business
10.5. Alternative targeting strategies
10.5.1. Undifferentiated Marketing
10.5.2. Differentiated Marketing
10.5.3. Concentrated Marketing
10.6. Target Market Selections
10.6.1. Single-segment concentration
10.6.2. Selective specialization
10.6.3. Product specialization
10.6.4. Market specialization
10.6.5. Full coverage