Marketing II The Chang School-Ryerson University Continuing Education. CMKT 200 Fall 2005 Instructor: Armand Gervais. Email: [email protected] preferred Web: www.ryerson.ca/~agervais Office: Bus 308 Phone: 416-979-5000 Ext 4215. Lecture 1 Agenda. Introductions Overview of Course - PowerPoint PPT Presentation
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Marketing II Marketing II The Chang School-Ryerson UniversityThe Chang School-Ryerson University
Lecture 1 AgendaLecture 1 Agenda IntroductionsIntroductions Overview of CourseOverview of Course Project OverviewProject Overview Peer EvaluationPeer Evaluation BreakBreak Marketing ReviewMarketing Review To Do’s for next weeks classTo Do’s for next weeks class Questions and AnswersQuestions and Answers Time to begin forming GroupsTime to begin forming Groups
Education: Education: Bachelor of Commerce-Major Economics University of TorontoBachelor of Commerce-Major Economics University of Toronto MBA York UniversityMBA York University
Teaching Experience:Teaching Experience:
3 years teaching MKT 731 (Industry Analysis), BUS 800 3 years teaching MKT 731 (Industry Analysis), BUS 800 (Strategic Management)(Strategic Management)
CMKT 200 CMKT 200 Business Experience: Business Experience:
ID-ONE Inc. Residential Interior DesignID-ONE Inc. Residential Interior Design Partner and Operations ManagerPartner and Operations Manager
4 years with Air Miles4 years with Air Miles Business/Database AnalystBusiness/Database Analyst Project Manager Database DevelopmentProject Manager Database Development
6 years retail management. Wendy's, Major Video6 years retail management. Wendy's, Major Video
Industry Experience:Industry Experience: Loyalty programs Loyalty programs Hospitality- restaurants and resortsHospitality- restaurants and resorts Retail-Confectionaries, clothing, travel, books and electronics.Retail-Confectionaries, clothing, travel, books and electronics. Telecommunications Industry Telecommunications Industry
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Class – Your turnClass – Your turn
Your NameYour Name School Major or specializationSchool Major or specialization Work or life experienceWork or life experience Expectations for the classExpectations for the class
What are your objectives?What are your objectives? What has to happen for this to be a success for you?What has to happen for this to be a success for you?
Course OutlineCourse Outline
Group Project Group Project and Peer and Peer
EvaluationEvaluation
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SCANNING THE MARKETING
ENVIRONMENT3333CHAPTER
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Challenge Launching New Challenge Launching New ProductsProducts
New-product experts estimate that New-product experts estimate that 80-94% of the over 25,000 new 80-94% of the over 25,000 new consumable products (food, consumable products (food, beverage, health, beauty, and other beverage, health, beauty, and other household and pet products) household and pet products) introduced in North America introduced in North America annually “Don’t annually “Don’t succeed in the long run”succeed in the long run”
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FIGURE 3-1FIGURE 3-1 Environmental forces affecting Environmental forces affecting the organization, as well as its suppliers the organization, as well as its suppliers
and customersand customers
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FIGURE 3-2FIGURE 3-2 An environmental scan of CanadaAn environmental scan of Canada
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DemographicsDemographics Population Size and GrowthPopulation Size and Growth Age WavesAge Waves
FIGURE 3-3FIGURE 3-3 The age distribution forecast The age distribution forecast for the Canadian population in 2011for the Canadian population in 2011
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The Canadian FamilyThe Canadian Family Blended familyBlended family
Population ShiftsPopulation Shifts Census metropolitan areas (CMAs)Census metropolitan areas (CMAs)
CultureCulture Changing Attitudes and ValuesChanging Attitudes and Values
Value consciousnessValue consciousness
Social Forces
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Macroeconomic ConditionsMacroeconomic Conditions Consumer IncomeConsumer Income
Gross IncomeGross Income
Economic Forces
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FIGURE 3-4 FIGURE 3-4 Income Income distribution of distribution of
Canadian householdsCanadian households
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Macroeconomic Conditions Macroeconomic Conditions Consumer Income (cont)Consumer Income (cont)
Disposable IncomeDisposable Income Discretionary IncomeDiscretionary Income
Economic Forces
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Technology of TomorrowTechnology of Tomorrow Technology’s Impact on Technology’s Impact on
Customer ValueCustomer Value Electronic Business TechnologiesElectronic Business Technologies
MarketspaceMarketspace Electronic commerceElectronic commerce Internet and Worldwide WebInternet and Worldwide Web Commercial online servicesCommercial online services IntranetIntranet ExtranetsExtranets
Technological Forces
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Alternate Forms of CompetitionAlternate Forms of Competition Pure competitionPure competition Monopolistic competitionMonopolistic competition OligopolyOligopoly MonopolyMonopoly
Competitive Forces
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Components of CompetitionComponents of Competition EntryEntry
Barriers to EntryBarriers to Entry Power of Buyers and SuppliersPower of Buyers and Suppliers Existing Competitors and Existing Competitors and
SubstitutesSubstitutes Start-Ups, Entrepreneurs, and Start-Ups, Entrepreneurs, and
Small Small BusinessBusiness
Competitive Forces
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The New Look in American The New Look in American CorporationsCorporations
RestructuringRestructuring
Competitive Forces
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RegulationRegulation
Protecting Competition and Protecting Competition and ConsumersConsumers The Competition ActThe Competition Act
REGULATORY FORCES
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FIGURE 3-5 FIGURE 3-5 Major Major federal legislation federal legislation
designed to protect designed to protect competition and competition and
Economies of ScaleProprietary Product DifferencesBrand IdentitySwitching CostsCapital RequirementsAccess to DistributionAbsolute Cost Advantages- Proprietary learning curve- Access to necessary inputs- Proprietary low-cost product designGovernment PolicyExpected Retaliation
Determinants of Supplier PowerDifferentiation of InputsSwitching Costs of Suppliers and Firms in the IndustryPresence of Substitute InputsSupplier ConcentrationImportance of Volume to SupplierCost Relative to Total Purchases in the IndustryImpact of Inputs on Cost or DifferentiationThreat of Forward Integration Relative to the CompetitionThreat of Backward Integration by Firms in the Industry
Rivalry DeterminantsIndustry GrowthFixed (or Storage) Costs/Value AddedIntermittent Over-CapacityProduct DifferencesBrand IdentitySwitching CostsConcentration and BalanceInformational ComplexityDiversity of CompetitorsCorporate StakesExit Barriers
Determinants of SubstitutesRelative Price Performance of SubstitutesSwitching CostsBuyer Propensity to Substitute
Bargaining LeverageBuyer Concentration vs. Firm ConcentrationBuyer VolumeBuyer Switching Costs Relative to Firm Switching CostsBuyer InformationAbility to Backward IntegrateSubstitute ProductsPull-Through
Before you leave today sign attendance sheetBefore you leave today sign attendance sheet Email me your contact information Student Email me your contact information Student
ID, Email, and contact number ID, Email, and contact number Include course and section number in subject Include course and section number in subject
lineline Please include a little about yourself:Please include a little about yourself: Program, Major, work experience etc. Program, Major, work experience etc.
Get textbook Get textbook Complete the assigned readings download Complete the assigned readings download
through librarythrough library Form groupsForm groups