Leveraging the Business参考.ppt

? Copyright 2010 John Wiley Sons Ltd Strategic Market Management Global Perspectives David A. Aaker and Damien McLoughlin ISBN: 978-0-470-68975-2 /college/aaker ? Copyright 2010 John Wiley Sons Ltd * Chapter Eleven Leveraging the Business “Results are gained by exploiting opportunities, not by solving problems.” Peter Drucker “Always think outside the box and embrace opportunities that appear, wherever they might be.” Lakshmi Mittal “The most dangerous moment comes with victory.” Napoleon PPT 11-* 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? PPT 11-* Which Assets and Competencies Can be Leveraged? Marketing Skills Capacity in Sales or Distribution Design and Manufacturing Skills RD Skills Achieving Economies of Scale PPT 11-* 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? PPT 11-* Brand Extension Logic Brand New Offering Add Value Enhance Brand Fit Figure 11.1 Fig. 11.1 PPT 11-* New Products for Existing Markets Expand boundaries: From laundering rags to maintaining factories From salty potato chips to all snacks Explore customer use context PPT 11-* New Markets for Existing Products Expanding Geographically Expanding into New Market Segments Distribution Channel Age Home vs. Office PPT 11-* 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? PPT 11-* The Mirage of Synergy Potential Synergy Does not Exist Potential Synergy Exists But is Unattainable Potentia