Figures - AChernev
FiguresThis document contains the figures included in Strategic Marketing Management (8th Edition). The figures included in this document are in a format appropriate for use with a word processing program (e.g., Microsoft Word). For use with presentation programs (e.g., PowerPoint and Keynote) use the editable version of these figures. Figure 1-1: The Role of Frameworks in Marketing Management Figure 2-1: Identifying the Market: The 5-C Framework Figure 2-2: Defining the Value Exchange: The 6-V Framework Figure 2-3: The Optimal Value Proposition (OVP) Figure 2-4: The 7 Tactics Articulating the Offering’s Value Proposition Figure 2-5: Marketing Tactics as a Process of Designing, Communicating, and Delivering ValueFigure 2-6: Strategies for Generating a Business ModelFigure 2-7. The 7-T and the 4-P Frameworks Figure 2-8. The Five Forces of CompetitionFigure 3-1: The G-STIC Framework for Market Planning and Analysis Figure 3-2. The G-STIC Action-Planning Flowchart Figure 3-3. The Marketing Plan Figure 4-1. Segment-Based Targeting Figure 4-2: The Key Targeting Principles Figure 4-3: The Resource Advantage PrincipleFigure 4-4: The Customer Identification Process Figure 4-5: Strategic and Tactical Targeting: Linking Customer Value and Profile Figure 4-6. Targeting EfficiencyFigure 4-7. Targeting Multiple Segments Figure 4-8. Segmentation as a Process of Differentiation and AgglomerationFigure 4-9. Segmentation and Targeting: The Big Picture Figure 4-10. Key Segmentation PrinciplesFigure 5-1: Identifying Target Customers, Developing a Value Proposition, and Positioning Figure 5-2: Value as a Function of Customer Needs and Offering AttributesFigure 5-3: Dimensions of Customer Value Figure 5-4: Reference-Point DependenceFigure 5-5: Loss Aversion Figure 5-6: Diminishing Marginal ValueFigure 5-7. Creating Superior Customer Value Figure 5-8: Competitive Value MapFigure 5-9: Single-Benefit PositioningFigure 5-10: Dual-Benefit Positioning Figure 5-11: Holistic Positioning Figure 5-12. The Value Function Figure 5-13. Positioning MapFigure 6-1. The Three Dimensions of Company Value Figure 6-2. The Key Profit Drivers Figure 6-3. Strategies for Growing Sales Volume Figure 6-4. Economic Value Analysis Figure 6-6: Calculating Distribution Channel Margins Figure 7-1. Conflicts in Vertical Collaboration Figure 7-2. Conflicts in Horizontal Collaboration Figure 8-1. Product and Service Management as a Value-Creation ProcessFigure 9-1. Branding as a Value-Creation ProcessFigure 9-2. Vertical Brand Extensions Figure 9-3. Horizontal Brand ExtensionsFigure 10-1. Pricing as a Value-Creation ProcessFigure 11-1. Managing Incentives as a Value-Creation Process Figure 11-2. Push and Pull Promotion Strategies Figure 12-1. Communication as a Value-Creation ProcessFigure 12-2. Developing a Communication Plan Figure 13-1. Distribution as a Value-Creation Process Figure 13-2. Distribution Channel StructureFigure 14-1. Steal-Share StrategyFigure 14-2. Market-Growth StrategyFigure 14-3. Market-Growth Strategy for an Offering with a Superior Value PropositionFigure 14-4. Market-Innovation Strategy Figure 14-5. Defensive Market StrategiesFigure 14-6. Product–Market Growth Matrix Figure 14-7. The SWOT Framework Figure 15-1. Managing Sales Growth Figure 15-2: The Adoption FunnelFigure 15-3: Identifying Adoption Gaps Figure 15-4: Key Factors Influencing Consumption Quantity Figure 15-5: Identifying Consumption GapsFigure 16-1. New Product AdoptionFigure 16-2: The Stage-Gate Approach for Minimizing Risk in New Product DevelopmentFigure 16-3. Managing the Product Life CycleFigure 16-4. Extending Product Life Cycle through InnovationFigure 16-5. Rogers’ Categorization of Customers Based on the Time of Adoption of InnovationFigure 16-6. Moore’s Application of Rogers’ Model to Technology MarketsFigure 17-1. Product-Line Positioning Map Figure 17-2. Product-Line Attribute Value Map Figure 17-3. Vertical Product-Line Extensions Figure 17-4. Horizontal Product-Line ExtensionsFigure 17-5: Product-Line Cannibalization Figure 17-6: Product-Line Cannibalization and the Price-Benefit TradeoffFigure 17-7. The Fighting-Brand StrategyFigure 17-8. The Sandwich StrategyFigure 17-9. The Good-Better-Best StrategyFigure 18-1. Identifying Target Customers: Key Steps Figure 19-1: The Business Model as a Value-Creation Process Figure 19-2: The 5-C Framework for Defining the Target MarketFigure 19-3: Customer Value ModelFigure 19-4: Collaborator Value Model Figure 19-5: Company Value ModelReferences ................
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