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Welcome to 15.835!
Entrepreneurial Marketing
Session 1:
Entrepreneurship and Marketing
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Puzzle I
Puzzle II
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Puzzle III
What % of successful new ventures competed in earlystage industries?
Infancy
(a) High
(b) Medium
(c) Low
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Early growth
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Growth
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Mature
Decline
0
0
20
40
60
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Puzzle IV
What do you think about the following statement:
Every successful entrepreneur has a detailed master
plan from the start
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Why?: Puzzle IV
Question
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nothing
base
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Limited resources
Entrepreneurial New
Venture
Financial
Man power
Knowledge and information
How to best
leverage my Limited
Resources to
overcome
challenges?
- Lots of HYPOTHESIS
Marketing
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Course Outline
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Grading
Four Written Assignments (30%)
Only top three will be counted
10 pts per each
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Session 10:
Focus vs Diversification
Diversification
Targeting a niche
Focus
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Focus Strategy
Reduce competitive
pressures
Compete with
Limited resources
FOCUS
STRATEGY
Provide positioning
strategy
Bypass competitor
assets/competencies
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Diversification
Unrelated Diversification
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y Refocus a firm
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y Vertical integration
Issues in Diversification
The important issue in diversification is how to achieve
synergy. In unrelated diversifications, there is no
possibility of synergy.
Successful diversification requires a common core or
unity represented by common markets, technology, or
production processes. Without such unity,
diversification is unlikely to work.
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Session 12:
Positioning
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Positioning
Consumers generally use a small number of
evaluation dimensions (two to four) when they think
about a particular product or product class
Placing a product in consumers minds (relative to
competing products)
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Perceptual Positioning
- Technical orientation
-Customer orientation
- Physical characteristics
- Perceptual attributes
- Objective measures
- Subjective measures
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Therefore,
potential customers are likely to be largely indifferent
between possible offerings in the new product category.
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Attribute 1
z Ideal Point
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Attribute 2
Attribute 2
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Attribute 1
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Attribute 2
Attribute 2
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Effectiveness:
perceptions on the
ability to make
Effectiveness headache pain go
away fast
z Bufferin
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Bayer z
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z Private
Label
Aspirin Anacin z
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z Excedrin
Gentleness:
perceptions that the
product would not
upset ones stomach or
cause heartburn
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Positioning Opportunity
Q: Is there a positioning opportunity along gentleness and
effectiveness?
A: Search for an empty space in the positioning map.
Gentleness
z Tylenol
Opportunity?
Opportunity?
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Bayer z
Opportunity?
z Private
Label Anacin z
Aspirin
.B
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Effectiveness
z Bufferin
z Excedrin
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Ideal Vector
Objective
To find the importance weights of the evaluation dimensions
on the preference formation
importanceof gentleness
>1
importanceof effectiveness
importanceof gentleness
=1
importanceof effectiveness
Gentleness
importanceof gentleness
<1
importanceof effectiveness
z Tylenol
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Effectiveness
z Bufferin
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Bayer z
z Private
Label Anacin z
Aspirin
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z Excedrin
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Pref ij
I ik X ijk
k =1
where,
Prefij=individual is preference for brand j
Iik=importance placed by individual i on
dimension
k
Xijk=individual is perception on dimension k of
brand j
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+ error
I X B
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Preference Regression
Pref ij
ijk
k =1
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Preference
rank orders
Anacin
Bayer
Bufferin
Excedrin
Tylenol
(3)
(4)
(2)
(1)
(5)
Rescaled
Anacin
Bayer
Bufferin
Excedrin
Tylenol
(2=5-3)
(1=5-4)
(3=5-2)
(4=5-1)
(0=5-5)
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Gentleness Ideal
Vector
z Tylenol
Opportunity?
Opportunity?
for positioning
(0.35,0.65)
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z Bufferin
Bayer z
z Private
Label Anacin z
Aspirin
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Opportunity?
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Effectiveness
z Excedrin
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z Tylenol
(0.35,0.65)
Effectiveness
z Bufferin
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Bayer z
z Private
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Aspirin
Anacin z
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z Excedrin
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z Tylenol
Location 1
90
Location 2
Effectiveness
z Bufferin
Bayer z
z Private
Label
Aspirin
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Anacin z
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Euclidean distance:
The shorter the distance is,
the better it is
z Excedrin
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I.V. of Seg2
I.V. of Seg 1
X(Seg 1)
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Performance
Y(Seg 2)
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X is better.
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Oh! Pioneers!
Session 2:
Competitive Advantage/
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Pioneer Advantage/
Example: Photocopier
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Product-based Entry-Barriers
Economy of scale and learning can lead to lower
costs for pioneers.
Technological leadership can enable pioneers to
consistently have better products than competitors.
Cornering scare assets with long-term agreements
can keep them from late entrants.
.(a lot)
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Question
Answer
It depends.
Pioneering new markets is expensive and risky, but
also potentially very rewarding.
If pioneers have advantages in
Supplies
Costs
Information
Product quality
Product line breath
Distribution,
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Answer (contd)
If late entrants can leapfrog pioneers with:
Superior technology
Better product quality
Better customer service
Better brand image,
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Session 4:
Marketing Research
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Probability
CommerEc onomic
cialization(C)
Success(E)
given T
given C
0.65
*
0.74
Probability
Success ful
Market
Tes t Market(T)
Succ ess(M)
given D
given T
0.45
*
0.85
Technical
Completion(T)
Average
0.57
Overall
Succ ess
0.27
Consumer products
Success ful
Design(D)
Average
0.5
Overall
Succ ess
0.19
The results suffer from survivor bias which inflates success rates.
Hence, the success rate may be much much lower (e.g. G.E. 2%)
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The market pioneer for the video cart product, VideOcart Inc.,
declared bankruptcy in the mid 1990s.
Poor execution: The carts were not recharged or repaired on a timely
basis. When a consumer went to take one, the odds were that the cart
would not function well. Very bad WOM!
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Pseudo-Experiment I
CASE I
A newly designed catalog of electronic texts was
mailed to potential customers and the firm sold 20
percent more compared to the previous year.
Question
Can we conclude that the new catalog increased sales?
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Pseudo-Experiment II
Pseudo-Experiment I (contd)
No. We cannot rule out other factors (e.g. improved economy)
What is the problem?
No control group
The mailing catalog was mailed to all potential buyers.
How to remedy the problem?
Divide potential buyers or cities randomly into two groups:
Treatment Group
Control Group
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Treatment
Other factors affect both groups: we can infer the causal relationship
between catalog design and sales by comparing sales between groups.
Pseudo-Experiment II
No. It is not clear which of the following is true:
Advertising expenditure causes sales to change.
The change in sales caused advertising expenditure to change.
Advertising
Expenditure
Sales
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CASE II
A firm has two independent subsidiaries, one for the East
coast market (A) and the other for the West cost market
(B). Each subsidiary makes its regional advertising
expenditure decision independently.
When A increased its advertising expenditure and Bs
advertising expenditure remained the same, As sales
increased 10% while Bs sales did not change.
Question
Can we conclude that increased advertising expenditure
increased sales?
In Experiment,
We want to make a causal inference between
treatment and outcome.
In order to make valid causal inference,
1. There must be a control group that did not receive the
treatment or received a different treatment.
- To rule-out out competing explanation
- To cancel-out uncontrollable events external to the
experiment
2. There must be random assignment of treatments to groups.
3. The experimental treatment must precede the outcomes.
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Exercise 1 (contd)
Exercise 1
Treatment Group
(G1)
Control Group
(G2)
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Exercise 2 (contd)
Exercise 2
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Factorial Design
An ISP firm wants to test three marketing variables:
price, message, and promotion.
1. Price (4 levels)
$20/month $30/month $40/month $50/month
2. Message (2 levels)
Fast download speed Fast customer service
3. Promotion (2 levels)
free for the first month free for the external modem
Group 1
(G1)
Package A
(X1)
Purchase intention
(O1)
Group 2
(G2)
Package B
(X2)
Purchase intention
(O2)
Group 3
(G3)
Package C
(X3)
Purchase intention
(O3)
16 Groups!
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G2
Promotion
First
First
month free month free
Message
Fast
download
speed
Price ($20)
Price ($40)
Sample Size?
The size of each group does not need to be big.
In the randomized control group design, 30 people in
each group may be sufficient.
In the fractional factorial design, 10~15 people in each
group is sufficient.
Remember that the most important thing is an
appropriate control or balance to minimize noise.
G4
Free
modem
Fast
customer
service
Fast
download
speed
Fast
customer
service
Price ($30)
Price ($50)
G3
Free
modem
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Limitation of Experiments
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Low-Cost Sampling
One-to-one interviews
Mail surveys
Telephone surveys
Internet surveys
Focus groups
Mall intercepts
Quota sampling
Convenience sampling
Judgment sampling
Snowball and network sampling
How many respondent do we need?
Several thousand? No 200 at most
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Actionability
Is bigger sample size always a good idea?
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Measurement Scale
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e.g. Are you satisfied with the cost and convenience of this service?
Ordinal
Categorical
Yes/No choice
Single or multiple choice(s) from a list of responses
Interval
Likert scale
Start with easy questions and put lengthy and difficult questions at
the end.
General questions first and specific questions later.
Sensitive questions dealing with income status, skill level, and so
forth should not be placed at the beginning.
Two types
Disagree
strongly
Disagree
somewhat
Neither agree
nor disagree
Agree
somewhat
Agree
strongly
Definitely
would not buy
Probably
would not buy
May or may
not buy
Probably
would buy
Definitely
would buy
Very inferior
Very bad
Neither
superior nor
inferior
Bad
Average
Very superior
Good
Very good
E-mail survey
Web-survey
Advantages
Disadvantages
No control on sampling
Dissatisfied
Satisfied
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Statistical Analysis
If responses are categorical, use a cross-tab (x2 test)
If responses are interval scaled,
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z value =
Mean(Y) -
Mean(Y) -
= Sample Size
Std. Dev. (Y)
Std. Dev. (Y)/ Sample Size
If |z|>1,64, reject H0
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Respondents
Potential target customers
Other important players (e.g., possible channel members)
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Measures
Primary
Intended purchase measures
Overall product diagnostics
Special attribute diagnostics
Respondents profiling variables
Secondary
Open-ended reason why
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Your Task
Develop a research plan for concept testing of
LINEPASS.
Objective
Respondents
Sample size
Method
Stimuli
Data
Measurement
Analysis
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Fishbone Diagram
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Successful
pioneers
[ Netscape]
fast followers
[ Microsoft ]
Successful
late entrant
Mass-Market
Successful
Penetration
Niche
Penetration
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Market
Characteristics
Product
Characteristics
-difficult to copy
-limited sources of supply
-complex production process
Competitor
Characteristics
Firm
Characteristics
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Strategic Objectives
Mass-Market Penetration
WildFire
Focused Penetration
Short-term
-Maximize number of
adopters in total market
-Invest heavily to build future
volume and share
Intermediateterm
-Attempt to preempt
competition
-Maintain leading market
position even if some
sacrifice of margins is
necessary in short terms as
new competitors enter
Long-term
-Maximize ROI
- Maximize ROI
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EPILOGUE
In January 1995, McCaw invested $5 million in Wildfire
and obtained 12.5% of the companys shares
Mutually non-exclusive collaboration for Network Wildfire
McCaw placed an order for a 500-user prototype
Planned to scale up a 500-user prototype Network Wildfire to a
1,500 user system by the end of 1996.
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Session 6
Demand Forecasting
Ampex VR-1500
in the 1963 Neiman Marcus Christmas catalog
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Demand Forecasting
Conducted market research
Expected to sell 200,000 players and 2 million disks in 1981
Forecasted that in 10 years the players would be in 30% to 50% of all
American households with $7.5 billion in annual sales of players and
discs.
Our customer for video discs is clearly the average family, the same
broad segment that built the television business to 1980's level of
nearly 16 million annual unit sales." (Ack K. Sauter, RCA vice
president)
Video disc players will reach a higher sales level in the first year than
any other major video product in the history of the industry."
(Sauter)
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What Happened?
Sold 100,000 players, half of the forecasted sales, in
1981
When the system hit the market, VCR's were well established
Typical consumers thought "Why would I want this VideoDisc
player, when for about the same price I can get a VCR that
both plays and records.
RCA's market research didn't take videocassette rental into
account at all, and a lot of consumers who earlier would have
been willing to purchase movies now preferred to rent them.
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Topics
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Next Class
Model-Based
Diffusion Model (Bass Model)
Binary Logit Model
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A. Diffusion Model
(The Bass Model)
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No repeat purchases
Applicable only to durable goods
Innovators
Imitators
Assumption
The new product is first picked up by innovators
The innovators pass the word (WOM effect) to other membersimitators.
Y (t )
[ m Y ( t )],
m
where,
S(t) = sales units at time t
Y(t) = cumulative sales units at time t
Y (t )
][ m Y ( t )],
m
q
[Y (t 1)]2
m
2
= a + bY (t 1) + c[Y (t 1)]
S (t ) = pm + (q p )Y (t 1)
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7000
m=39285.08
m=16999.01
7000
6000
5000
4000
3000
2000
5000
4000
3000
2000
1000
1000
0
1
10
Actual
10
Year
Year
Actual
Predicted
Predicted
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It has been found that the Bass model works well when
sales data cover the peak time periods
For a truly innovative product, there are no historical sales data.
Analogical analysis
1. Find a set of similar products introduced in the past
2. Apply the Bass model to these products and get estimates of
three Bass parameters
3. Run a simple linear model
For example,
qi = ' xi + error
where,
qi=imitator coefficient of product i
xi= independent variables
that are assumed to affect the diffusion process
Examples of xi
Similarity ratings
Product evaluation scores
Attribute ratings
Marketing mix variables
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p (Purchase ) = p ( y i = 1) =
' xi
e0 + e
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'
xi
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' xi
1+ e
'
xi
Xi
independent variables that are assumed to affect choice
decision
Product characteristics and/or consumer characteristics
Price term can be included in xi
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What Happened?
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Cass: 23%.
Hite: 45%
OB: 27%
Foreign beers: 5%
Then,
Pr( y i = j ) = Pr( u ij > u ik for all k j)
e
J
'x j
'
xk
k =1
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Session 7:
Demand Forecasting II
Popular Models
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1. BASES II
2. ASSESSOR
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BASES II
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3. NEWS
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AWARE
Advertising
Word-of-mouth
Sample
Couponing
Ad
Distibution
Price
TRIAL
Product quality
Service
REPEAT
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BASES II
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Awareness = n + ln(ad
expenditure)+error
BASES II (contd)
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Session 8:
(Market Definition)
A
(40%)
B
(20%)
C
(20%)
D
(20%)
A
(40%)
B
C
(20%) (20%)
D
(20%)
Beta
VHS
Video Disk
Case II
Laser Disk
DVD
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A
(40%)
Home Video
Beta
VHS
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Case I
B
C
(20%) (20%)
D
(20%)
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DVD
Question
What are the problems of firm-oriented definition on
market structure?
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We Want to Know..
Which of the following is correct
Case II
Case I
Home Video
Home Video
Customer-Oriented
Market Structure Analysis
Laser Disk
DVD
Beta
VHS
DVD
Example: Case II
Forced switching
First observe the product a customer most prefers
Place him/her in a choice situation in which his/her preferred
product has been removed from the choice set
Then, observe the product a customer most prefer among
remaining products
Preference rank
0.55
=11/20
0.36
=(0.3)/(1-0.2)
VHS
0.53
=16/30
0.29
=(0.2)/(1-0.3)
VD
0.8
=(10+6)/20
LD
0.67
=(4+6)/15
DVD
0.67
=(3+7)/15
E
V
S
S
N
I
.
Pi(s)
Beta
0.38
=(0.15+0.15)/(1-0.2)
0.41
=(0.2+0.15)/(1-0.15)
0.41
=(0.2+0.15)/(1-0.15)
1.62
3.00
3.92
2.01
2.01
.B
Z=(Pi*(s)-Pi(s))/sqrt(Pi(s)(1-Pi(s))/Ni)
VHS
Beta
20
11
VHS
30
16
VD
20
LD
15
DVD
15
2nd
1st
VD
LD
DVD
10
6
6
In case II,
P*= (11+16+10+6+4+6+3+7)/100=0.63
P= (0.36 20+0.29 30+0.38 20+0.41 15+0.41 15)/100=0.36
Z = (0.63-0.36)/sqrt(0.36*(1-0.36)/100)=5.64
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58
Then,
With the same token, for the case I,
P*= 0.51
P = 0.47
Zcase I = 0.71 < Zcase II=5.64
N
I
.
E
Monopoly
V
S
Perfect
Imperfect
Competition
Competition
(e.g. Monopolistic Competition,
Oligopoly)
S
.B
Monopolistic
Competition
Oligopoly
Perfect
Competition
Many buyers;
small relative to
the market
Many buyers;
small relative to
the market
Many buyers;
small relative to
the market
Many sellers;
small relative to
the market
A few sellers;
some of them
are large relative
to the market
Many sellers;
small relative to
the market
Degree of
substitutability
among
products
No close
substitutes
Differentiated
products
Close
substitutes
Conditions of
entry
Barriers prevent
entry
No barriers to
entry; firms may
be barred from
making identical
products
Often have
barriers that limit
(but do not
completely
prevent) entry
No barriers to
entry
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13
Session 9:
Segmentation and Targeting
12
11
D im ension II
10
Switchers
to B
9
8
Competitor A
7
6
Switchers to A
5
4
3
3
10
11
12
13
Dim ension I
Segmentation
N
I
.
E
Transportation
Riders
Exercisers
V
S
Socializers
Off-road
S
.B
Environmentalists
Adventurers
14
Segment 1
12
D im ension II
10
Segment 2
0
0
10
12
14
Segmentation dimensions
Homogeneous
within
Substantial
Profitable
Heterogeneous
between
Operational
Useful for identifying
customers
Dim ension I
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Miller case
Segmentation (contd)
Combining vs. dividing
Combining
Pros
Try to increase the size of the target markets by combining
several segments.
May help achieve economies of scale
May also require less investment because a marketing mix is
developed for all combined segments.
Cons
As the target market is enlarged by combining several segments,
it becomes less homogeneous and then it is very hard to develop
a marketing mix for all customers in the market.
Competitors can easily draw customers by offering marketing mix
to more homogeneous sub-segments of the combined target
market.
Segmentation (contd)
N
I
.
E
Dividing
Pros
60
V
S
Cons
The chosen target market, a subset of all segments, may
not be big enough.
S
.B
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Seg.
4
Seg.
3
Seg.
8
Seg.
5
Seg.
6
Positioning strategy
New findings
They compared the differences between responses on
benefits sought across segments.
Seg.
2
Seg.
1
Seg.
7
N
I
.
E
Targeting
A target market was selected by comparing the average
beer consumption rate of segments.
A segment of the highest consumption rate was targeted.
Product strategies
CBP: Feel Less, Taste Better
Brand name: Lite
Promotion strategies
Seg.
Seg.
Seg.
Seg.
3
4
Seg.
5
Seg.
6
61
V
S
S
.B
Seg.
7
Findings
Promotion
They have been sponsoring several big sports events.
Miller Lite NFL Player of the Week and NFL Player of
the Year programs
Miller Lite Drag Racing
NASCAR Winston Cup
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N
I
.
E
V
S
S
.B
Kamen and his team plan to release their products to customers by the end of this year. Their
commercial ambitions are as advanced as their technical virtuosity. By stealing a slice of the $300 billion
transportation industry, they expect that their start-up, Segway Co., will be the fastest outfit in history to
reach $1 billion in sales. To get there, Kamen has collected a total of about $90 million and has erected a
77,000-sq-ft. factory a few miles from its Manchester, N.H., headquarters that will be capable of
churning out 40,000 Segway HTs a month by the end of this year.
Before the market launch, Segway Co. should resolve two strategic issues: (1) which segment is the
best initial target market? and (2) what is the best product for the chosen initial target market? Even
though they plan to eventually penetrate both commercial and consumer markets, they feel they need to
focus on only one market in the short term in order to generate the revenue necessary to upgrade their
products. Since there is a significant difference between two markets in terms of needs, the technical
specification of the first commercial transporters depends on the chosen market. In particular, Segway
Co. is considering three attributes as follows:
Price : $3,000 or $8,000
To address these two issues, a group of brilliant Sloan MBA students have conducted a market
research study designed to measure purchase intents for alternative product concepts. The data they
collected are given in a tab-delimited file, DATA1.DAT, which contains total 300 purchase intent
observations, 150 from commercial customers and 150 from public consumers. The data file consists of
6 columns as follows:
Col. No. 1: ID (1-300)
62
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Col. No. 5: Observed Purchase Intent (0 for no purchase intent; 1 for purchase intent)
Col. No. 6: Customer characteristics (0 for consumers; 1 for commercial customers)
Since purchase intents (Col. No. 5: CN5) are binary responses, the binary logit model is suitable for
this data set. In particular, we assume the binary logit model as follows:
r
e G x i , (1)
r
1 + e G xi
where x i : 1, CN2, CN3, CN4 is a 4-dimensional column vector of an intercept and three independent
r
r
variables (covariates) and G : G 1 , G 2 , G 3 , G 4 is a 4-dimensional row vector of coefficients for x i .
Note that the first element of x i , 1, is designed to capture an intercept and the first element of G, G 1 ,
denotes the estimate of the intercept.
Prob of customer i (i : 1, q , I making a purchase : p i : pCN5 i : 1 :
N
I
.
E
Product Concept
S
.B
Pred. M/S* in whole market Pred. M/S in commercial market Pred. M/S in consumer market
V
S
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3. Discuss
b. If Segway wants to focus on only one market in the short term, which market is the best
d. To penetrate the other (unchosen) market in the future, what should Segway do?
N
I
.
E
V
S
S
.B
64
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APPENDIX
Before using BLOGIT.EXE
1. Create a folder(directory) in your hard drive (e.g., c:\; md EMKTG)
2. Copy BLOGIT.EXE and DATA1.DAT to the folder.
How to use BLOGIT.EXE
1. BLOGIT.EXE is a simple execution file.
2. BLOGIT.EXE requires a program file which contains all parameters
for options you should provide. The options you should provide are as follows:
data:name_of_data_file;
save:name_of_file_for_saving_predicted_choice_probabilities;
nrow:number_of_rows_in_data_file;
ncol:number_of_columns_in_data_file;
id:index_of_column_in_data_file_which_has_id;
cov:index_of_columns_in_data_file_which_will_be used_as_covariates;
ch:index_of_column_in_data_file_which_has_observed_choices;
intercept:indicator_for_intercept;
sel:indicator_for_observation_selection;
N
I
.
E
V
S
S
.B
data:c:\EMKTG\data1.dat;
out:c:\EMKTG\all.out;
save:c:\EMKTG\all.sav;
nrow:300;
ncol:6;
id:1;
cov:2,3,4;
ch:5;
intercept:y;
65
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sel:all;
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3. Use Notepad to type the above options and save them as a text file in the folder you created.
(e.g., c:\EMKTG\all.prg)
4. To run BLOGIT.EXE, click Start-;Programs-;Accessories-;Command Prompt
5. Then, type c:\; cd the_folder_name you_created (e.g., c:\;cd EMKTG)
6. Then, type blogit file_name_of_your_program_file
e.g., c:\EMTG;blogit all.prg
7. The analysis will be done shortly. Examine output and save files.
Example of output file
+++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++
+ Binary Logit Analysis
+ Copyright (c) 2002 by Jin Gyo Kim
+ Sloan Sch. of Mgmt, MIT
+ kimjg@mit.edu
+
+ This program was coded to supplement class discussions.
+ This program can be distributed freely only for educational purposes.
+++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++
N
I
.
E
V
S
S
.B
3 Covariates
Intercept and Col. No. 2, 3
1
2
3
4
Log-likelihood
-97.8441
-90.3836
-89.7739
-89.7609
Intercept
2.88839
0.44149
Col. No. 2
-4.82683
0.45288
Col. No. 3
0.12782
0.40127
Z Value
6.5423
-10.6582
0.3185
66
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Classification Table
| Predicted
Percentage
Observed |
0
1
correct
0
| 137
7
95.14
1
| 21
135
86.54
Overall percentage: 90.67
Note: Predicted choice probabilities are saved in a file ex.sav
1st col.: ID
N
I
.
E
V
S
S
.B
67
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N
I
.
E
V
S
S
.B
Visitors
y Get information about waiting times for any attractions in the theme park.
y Get information about all the different events in the theme park.
y Make a reservation for any attractions in the theme park.
y Avoid waiting in line for tickets and rides.
y Map current location and find the best route to any place in the theme park.
y The digital signature uniquely built into each terminal device allows users
to board rides quickly by passing through gates.
y The terminal device notifies users 15 min. before their next reserved ride is
to start.
y Pay all bills one-time upon returning the terminal device.
Corporation
y Monitor movement of all visitors and revenue contribution from all
attractions on-line.
y Increase sales by sending ads or notices for events to all terminal devices.
68
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Design a 2-3 page marketing research plan for concept testing of LINEPASS.
For the concept test plan, the following questions must be addressed:
y Objective: State explicitly what you want to learn and how you will use the
information
y Respondents: Who should be exposed to the concept? Be specific about your
segmentation and target market.
y Sample size: How many respondents should be contacted?
y Method: What are the best modes of data collection? How would you approach
respondents?
y Stimuli: What should be in the concept statement?
y Data: What specific information should be collected from respondents?
y Measurement: How should the questions be asked and measured?
y Analysis: What kind of analysis should be conducted after gathering data?
N
I
.
E
V
S
S
.B
69
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Hi,
We are interested in your opinions about the following new product. Please take a few minutes to fill out this questionanaire.
Thank you!
N
I
.
E
5. Global Positioning: Allows you to locate your exact position at any point in time
to within 10 feet. Coupled with map-oriented software applications, this allows the
device to be used to provide real time directions. This functionality is similar to
systems contained in luxury cars, that provide your current position on a map of the
area with alternative routes you can take to reach your destination.
V
S
These five services are collectively referred to as "hardware functionality" throughout this survey, as each requires
specific hardware that will impact the appearance, size, and weight of the device. When answering the following
questions, please assume that adding one or more of these services will generally increase the device size and weight.
Adding one or more of these services will also increase the price.
S
.B
In addition to the hardware functionality, the device may also include several types of software functionality. It may
support applications such as email, internet browsing, e-books, music, games, digital payments, and Microsoft Word,
PowerPoint, and Excel. Adding software functionality to the device will not increase its size or weight, but may increase
the price.
Definitely
Purchase
Probably
Purchase
Might
Purchase
Probably
not Purhase
Definitely
not
Purchase
Strongly
Agree
Mostly
Agree
Indifferent
Mostly
disagree
Strongly
Disagree
Would you purchase this device sometime in the next two years?