MKTG 4850: Final Exam

Ethics

"Beliefs about what is right and wrong or good or bad in actions that affect others" Ethical Pricing: think 10% checkout example or placebo effect bracelets Ethics Place: exclusive distribution contracts Ethics Promotion: greenwashing

Stories

"Storytelling evokes a strong neurological response." Elements of a Story: 1.Character 2.Setting 3.Plot/Story Arc 4.Conflict 5.Theme Storytelling is a skill not a trait

Distribution Metrics: All Commodity Volume (ACV)

% ACV = ACV $ where scanned / ACV $ in market Total retail dollar sales for a store/area/chain/channel: including all categories and products. % ACV Distribution is calculated as the retail sales of stores in which a product has scanned in a market divided by the dollar value of all the stores in that market. -The sum of the ACVs of all the stores within a given channel is the ACV for the channel. -Likewise, the sum of the ACVs for all the stores in a geographic area is the ACV for the area.

Trade Promotion Objectives

1. Stimulate Sales 2. Stimulate Trial 3. Increase Awareness 4. Increase Distribution 5. Increase Shelf Space

Coupons

80.6% of US consumers use coupons regularly. Who is buying on promotion? 1.Current Customers -Increased consumption -Accelerated Purchase -Stockpiling 2.Brand Switchers 3.Promotion Only Buyers 4.Triers

Markup %

=CM $ / cost $ % of cost that's been added to cost to arrive at selling price

Distribution Metrics: % PCV

%PCV Distribution follows the same principle as ACV Weighted Distribution, but weights according to sales of the Category, or Product Class.

Brand & Line Extensions

-Brand Extension (new product class) Ex: Clorox bleach into toilet cleaner, sponges, etc -Line Extension (same product class) Ex: soda flavored condiments -Or . . . Launch new brands/sub-brands

Ikea Omnichannel Tools

-Click and collect -Printed catalogs -Online interactive catalogs -Shop from ads -AR room planning tool -Design blogs

Consumer Promotion Tactics

-Couponing -Sampling -Refunds/Rebates -Premiums -Contests/ Sweepstakes -Brand Loyalty Programs

Nonconsequentialist Theory: Deontological

-Duty, Obligation and Principles -Regardless of Outcome

Sales Promotion can be

-Franchise-Building: Intended to build brand loyalty and ultimately achieve full price purchase. •16.3 Million Active Users •41% of Transactions •$1.2B loaded on cards -Nonfranchise-Building: Intended to trigger a sale now

Increasing Trade Promotions

Time and economic pressures cause consumers to decide in store Many line extensions and me-too imitations, combined with finite shelf space cause higher slotting allowances and better deals for retailers Short term focus of marketers Increasingly price-sensitive consumers

Perceptual Maps

tool used to depict graphically the positioning of competing products Multi-dimensional and can use big data

How to create a marketing strategy?

1. Conduct a situational analysis (internal & external): 5 C's & 5 forces 2. Marketing Strategy (determine the value prop): segmentation, targeting, differentiation, positioning 3. Marketing Mix (creating exchanges): 4 P's leading to target market

3 Questions to Ask during Positioning

1. Have we established a frame of reference? 2. Are we leveraging our points of parity? 3. Are the points of difference compelling?

Backward Market Research

1. Imagine the end of the process 2. Identify analysis to support choice among alternatives and determine what information/ variables would be needed for the analysis 3. Get the data needed for the analysis 4. Analyze data and make recommendation

Consumer Promotion Objectives

1. Stimulate Sales 2. Stimulate Trial 3. Increase Awareness

Consequences of short term sales stimulus

1.Changes in consumer behavior -Baseline sales decrease -Price sensitivity increases 2.Diluted brand equity -Reference price -Quality perceptions -Brands commoditized (focus on price vs. differentiating benefit) 3.Competitive response -Industry promotions increase but sales do not, lowering margins Sales or promotional incentives (like coupons) can make a product feel lower in quality

Strategy for CSR

1.Identify the points of intersection 2.Choose which social issues to address 3.Create a corporate social agenda 4.Integrate inside-out and outside-in practices 5.Create a social dimension to the value proposition

The Three Faces of Consumer Promotion

1.Informative - Influences Beliefs About the Brand 2.Economic - Changes Economic Utility 3.Affective - Affects Feelings and Emotions of Consumer

Trade Promotion Effectiveness

72% of trade promotions in the United States do not break-even 2012-4 saw more and less effective promotions Marketers across CPG are dissatisfied with TP management. 50% bottom-two box

What makes a great character?

Every object has three dimensions: depth, height, width. Human beings have an additional three dimensions: physiology, sociology, psychology. Without a knowledge of these three dimensions we cannot appraise a human being."

Branding Strategies

Fighting Brand: have an incumbent brand and then a fighting brand that is way below the price of competitors Ex: Pampers & Luvs Good Better Best: incumbent brand, then a best, better, & good brand all at different prices Ex: Old Navy, GAP, Banana Republic Sandwich: incumbent, with a premium and fighting brand Ex: nexium & prilosec

Brand & Line Extensions: Tide Example

Find the Tide that's right for you is a huge line extension Even expanded brand into pods and dry cleaners Why not bleach?

Is the soda bottling industry profitable? Asses with 5 forces

Low threat of entrants, high buyer bower, high supplier power, high substitute threat, moderate industry rivalry By modernizing and consolidating the bottlers, Coca-Cola made its own buyers stronger vs. retailers

Coca Cola Case

The threat of new entrants is low because entry barriers are extremely high due to economies of scale, incumbency advantages, expected retaliation Threat of substitutes is high (downstream) due to: attractive price/performance tradeoffs and end consumer cost of switching is low. Concentrate manufacturers have very strong brands Supplier power is low due to supplier's products: -having few substitutes -are differentiated -have high switching costs Buyer (bottler) power is low due to: buyers being concentrated, purchase accounts for a significant fraction of supplier's sales Rivalry Intensity is low/medium because: # of competitors (only 3), industry growth rate (low), exit barriers (high). Deal with rivalry by increase advertising and new product introductions. Very profitable: high margins, low for most categories

Moral Relativism

The view that there is no absolute or universal moral law or truth, resulting in a morality determined by cultural factors or personal preference. Morality is based on the beliefs of a particular society -No universal morality

Goals of Clique Pens

What are the two main goals of Clique Pens CEO? 1. Increase distribution and market share 2. Increase revenue and gross margin 3. Increase % ACV and TDP's 4. Launch two new line extensions Identify the primary marketing objective(s) served by each tactic: -Increasing trade allowance % discounts: increase shelf space/distribution -Displays: increase awareness/trial/lift -Co-op ads: increase awareness/trial/lift -Slotting Allowances: distribution -TPR: increase awareness/trial/sales

Cannibalization

a situation that occurs when sales of a new product cut into sales of a firm's existing products Look at the following to understand how much cannibalization to expect: •Market research •Segment overlap •Current market share •Product positions/similarity

SBUs

a subgroup of a single business or collection of related businesses within the larger organization Ex: Sony's laptop, music, audio, etc are all individual SBU

Differentiation

actually differentiating the market offering to create superior customer value How we want consumers to think about our brand "a single theme" Ex: scrubbing bubbles vs lysol - both do same thing but they make you think of product differently Scrubbing Bubbles POP: -efficacy (cleaning) -disinfectant -convenience (time & effort) -scent -natural ingredients, environmentally friendly, socially conscious

Horizontal Extension

horizontal brand extensions describe those where a brand has diversified beyond its existing product class or market

Consequentialist Theory: Utilitarianism

idea that the goal of society should be to bring about the greatest happiness for the greatest number of people -The greatest good for the greatest number -An ethical math problem

ROI

return on investment ROI = (profit-investment) / investment

Porter's 5 Forces

threat of entry (deterrent expense), power of suppliers (leaking profits), power of buyers (leaking profits), threat of substitutes (limiting prices), rivalry among existing competitors (types of rivalry affects margins) The Five Forces are Porter's conclusions on the reasons for differing levels of competition, and hence profitability, in differing industries. -Position your company where the forces are weakest -Exploit changes in the forces -Reshape the forces in your favor

Clique Pens Case

Chen, VP of Marketing: -velocity -Reduce trade discounts -Increase consumer-oriented Market Development Funds: In-store coupons, events, displays, co-op -Increase profit through higher margins -increase revenue and gross margins not market share McMillan, VP of Sales: -distribution -Reduce Advertising -Increase retailer-oriented Market Development Funds: 'Buy' shelf space, Fund deals for specific accounts -Increase profit through higher market share

Ethical Norms AMA

Do no harm. This means consciously avoiding harmful actions or omissions & adhering to all applicable laws and regulations in the choices we make. Foster trust in the marketing system. This means striving for good faith and fair dealing so as to contribute toward the efficacy of the exchange process as well as avoiding deception in product design, pricing, communication, and delivery of distribution. Embrace ethical values. This means building relationships and enhancing consumer confidence in the integrity of marketing by affirming these core values: honesty, responsibility, fairness, respect, transparency and citizenship. Ethical Values: -Honesty -Responsibility -Fairness -Respect -Openness -Citizenship Pursuit of virtuous life (Eudemonia) will result in the right actions -Prudence -Courage -Justice -Self-Discipline

Customer Lifetime Value (CLV)

CLV = revenue/vistit * visit/yr * margin * years -AC A marketing metric that allows us to assess the value of the customer. Based on the premise that all customers are not created equal. A large share of profit is often concentrated in a relatively small % of customers

Contribution Margin

CM $ = price - VC per unit CM % = CM $ / price $ This is the % of selling price the firm retains after VC

Impact of Trade Promos from the 5 forces

CPG example: With little product differentiation, low consumer involvement and price competition among many rival firms, CPG manufacturers are facing increasing profit pressure as retailer power grows.

Why CSR?

-Moral Obligation -Sustainability -License to operate -Reputation These concepts explain an obligation but offer insufficient guidance for the difficult choices business leaders must make Triple Bottom Line? Sustainability Model? Enlightened Self-Interest?

Distribution Metrics

-Sale volume -Distribution (availability) -Velocity (how well product sells when available)

Trade Promotion Tactics

-Shelf Price Reductions (TPRs) -Displays -Retailer Features (Co-op Ads) -Slotting Allowances

Why use channel partners instead of 100% direct?

-Target customer access/reach -Inventory storage and management. -Order processing. -Shipping. -Returns processing. -Display -Sales and Marketing -Repairs -Installation -Post-sales service/maintenance -Providing information -Demonstration/ showrooming -Market knowledge -Customer relationships

Strength of Beyond/Impossible meat within 5 forces model

-high threat of entrants -high/moderate buyer power -low supplier power -high threat of substitutes -low industry rivalry

Correct Chronological Order for Strategic Planning

1. BCG Matrix 2. 5 C's 3. Ansoff Matrix

Ansoff Matrix

A Matrix looking at growth potential of a firms products. It classifies strategies into market penetration, new product development, market development and diversification and measures the degree of risk associated with each strategy.

Channel Innovation: Amazon Example

Amazon becomes the buyer: 'Owns a channel' Competitive advantage and criteria change Amazon as a channel: 55% of online product searches start directly on Amazon Long Tail? Not necessarily.: Small screens, 1st page = high volume CRaP

Brand Positioning

Brand positioning refers to an articulation of why a target market would prefer your brand It is an internal roadmap for a brand to ensure that all brand activity has a common aim.

5 Forces: Consumer Power

Buyer power of customers is powerful if: -Buyers are concentrated -Purchase accounts for a significant fraction of supplier's sales -Industry's products are undifferentiated -Buyers face few switching costs -Buyer presents a credible threat of backward integration -Buyer has full information Buyers reduce industry profits by bargaining down prices or forcing higher quality

Differentiation/Positioning: 3 C Analysis

Consumer Analysis •Relevant •Resonant •Realistic Competitive Analysis •Distinctive •Defensible •Durable Company Analysis •Feasible •Favorable •Faithful

5 C's: Customers

Customers not just 'who'? Needs Analysis: functional, meaning, identity, social role, emotional Decision Process: relative importance of features & cognitive or emotional choices

The 5 C's

Customers, Company, Competitors, Collaborators, Context

5 Forces: Threat of New Entrants

Determined by: -Economies of Scale -Capital requirements -Customer Switching Costs -Incumbency Advantages -Access to Distribution Channels -Government Policy -Expected Retaliation The threat of entry reduces profit as industry members attempt to deter the threat.

Types of Distribution

Direct: control of price & consumer relationship, marginal economics, low pricing Hybrid: best of both worlds Indirect: access, speed, capital efficient

Trade Promo: Displays

Displays drive lift: -On average, promotions received a 90% sales lift when displays were compliantly executed. -69% of the sales lift was attributable to pricing tactics -21% was attributable to the presence of a compliantly executed display. -Endcaps drove the highest average lift At a large supermarket chain, a few weeks on an endcap, or on free-standing cardboard racks known as "shippers," can cost over $50,000.

Distribution Channels

Distribution is a function of your brand position "A channel strategy is a series of trade-offs and compromises that align the company's resources with what it should do to satisfy its target customers and stay ahead of competition." Ask yourself: 1. Which functions are necessary? 2. Who is the right partner? 3. Can I do them better?

Questions to ask yourself during distribution analysis

Does my item have its fair share of distribution? How does my product availability compare to my competitors? Did new items/line extensions add to a brand? Are they being swapped out? How do my sales perform where I have distribution versus sales of competitors where they have distribution? What are the trends in those areas? If your item is available in a large store, your business has more potential customers than a small store. To give a better indication of that in the distribution metric, we weight the stores. This is referred to as Weighted Distribution, the preferred metric for most analysis.

CSR: choose which social issue to address

Generic-Social-Competitive: Identify Issues: -Generic -Value Chain -Competitive Context

Goal of Brand Storytelling

Goal of Brand Storytelling: To tell your brand's story by creating characters that enable your audience to become emotionally engaged and stay connected to your brand. Our research across hundreds of brands in dozens of categories shows that it's possible to rigorously measure and strategically target the feelings that drive customers' behavior. How? 1.Identify the emotional motivators for a category's most valuable customers. 2.Identifying spikes in buying that are associated with specific motivators. 3.Quantify the current and potential value of motivators We find that customers become more valuable at each step of a predictable "emotional connection pathway" as they transition from (1) being unconnected to (2) being highly satisfied to (3) perceiving brand differentiation to (4) being fully connected.

Brand Strategy: House of Brands vs Branded House (corporate branding)

House of Brands: when one company such as vail resorts own a bunch of others under different names such as Breckenrage, mountain bikes, ski & golf, etc Branded House: when there is multiple business ventures under one name. Example: Disney store, Walt Disney pictures, Disney World, Disney cruises, Hong Kong Disney Land

Frame of Reference

How a new product, service, or concept is seen by the target market. This creates a specific picture or idea about or surrounding a product, service, or concept being marketed. Ex: roses for valentines day is more alike with chocolate than other flowers Ex: Snickers FOR is snack foods such as CLIF instead of candy

Questions to make the 5 forces useful

How would you use the 5-forces model? Entrepreneurial/Investor: -Should I enter this industry? Can I shape industry structure to my advantage? -Redivide the industry profit? -Expand the profit pool? What is the best position considering the relative strengths of the 5-forces within the industry? How can I exploit change in the industry?

Clique Pens: Impact on retailer objectives

Impact of Clique plan on retailer objectives -Traffic - same -$ Basket Size - decrease -Category $ Sales - decrease -Category $ Margin - decrease

What costs do channel partners increase/decrease?

Increase: -channel margin -inventory Less control over: -final price -customer experience -direct price Customer data and relationship is completely lost

Story Arcs

Kurt Vonnegut's Arcs: -Rags to Riches (rise) -Riches to Rags (fall) -Man in a Hole (fall then rise) -Icarus (rise then fall) -Cinderella (rise then fall then rise) -Oedipus (fall then rise then fall)

Expected Value

EV = (outcome value) * (probability of outcome occurring) Examples: lottery tickets, direct mail: catalogs

Clique Pens: Industry Response

What is the expected response from other brands? Price-matching. What is the net effect on Clique? Temporary sales advantage & Permanent margin loss

Sampling

Effect of free samples on sales? -Subsidy (Reduction) -Acceleration -Cannibalization -ExpansionEffect of free samples on sales? Build consumer awareness and trial Procter & Gamble re-evaluating sampling: "A consumer will take a period of time just to use the product that you've sampled them with. And so that's not an investment endeavor that we typically see immediate returns in. That's why, unfortunately, we got into a practice of reducing net spending because it was not producing, it never produces immediate short-term results.

5 Forces: Threat of Substitutes

Evaluating substitute products: -Products with similar function limit prices a firm can charge -Function may not be tangible -May be downstream The threat of substitutes is high if: -Substitutes have attractive price/performance tradeoffs -Buyer cost of switching is low The threat of substitutes limits an industry's profit potential by placing a ceiling on prices

CSR: Identify the points of intersection

Inside-out linkages: Mapping the social impact of the value chain, meaning all activities a company engages in while doing business. Ex: manufacturing Outside-in linkages: Looking at the social dimensions of the company's competitive context that affects its ability to improve productivity and execute strategy. Ex: scholarships

What to do with Coke Cola?

Keep: -Increases economies of scale -Adds flexibility and speed to market -Switch to more powerful buyer -Lower margin business Fix and Flip: -Retain local skills and knowledge -Narrows Coke's focus to marketing and NPD -Improves balance sheet -Must avoid creating a strong buyer Beer Model: -Economies of scale in manufacturing -New supplier with some power -Keep local skills and knowledge -Switch to more powerful buyer -Improves balance sheet (-distribution assets) By creating more efficient buyers without increasing their power, Coca-Cola will: -be more competitive against substitutes -increase its own efficiency -maintain or increase its margins -maintain entry barriers

Breakeven rate of cannibalization

Maximum proportion of new product sales volume that can come from existing products BER = $ margin of new product / $ margin of old product Use findings in a sentence: If less than BER% of sales for the new product come from my existing products, this product will be profitable.

Multichannel vs Omnichannel

Multi: all channels available to the consumer but are not integrated -individual Omnichannel: all channel available to the consumer and they are connected -big loop Ex of channels: mobile, phone, social, store, web 73% of customers use multiple channels during their shopping journey. 82% of consumers referencing their phone while shopping in a store. For brands that have omnichannel marketing, customer satisfaction is 23 times higher than those using inconsistent or incomplete multichannel marketing.

Slotting Allowances

National Introduction of a new product range from $1 - $3 million Higher in frozen and refrigerated: 10% of new ice cream products don't earn enough revenue in year 1 to cover fees Checkout aisle - $1 million American retailers may now rake in $18 billion or more in rebates each year, up from $1 billion in the 1990s. In Britain, by some estimates the big four supermarkets receive more in payments from their suppliers than they make in operating profits. Retailer Justification: -Redesigning store shelves -Adding skus to IT -Allocating warehouse space -Training employees -Risk of product failure 70% of manufacturers say fees go directly to retailers profit

Forward Buying

Occurs when wholesalers and retailers stock up on products that are offered by a manufacturer at a lower price. This item will then be resold to consumer purchasers after the promotional period of the marketer is over. This reduces manufacturer margins and increases manufacturing, distribution and inventory management costs

Points of Parity

Points of parity are elements that a brand needs in order to be considered in the eyes of the consumer. This is where a brand may have similarities to others—leading consumers to believe that brand is "good enough" to be included in the conversation. Distinguish this thru: 5 C's, research, & segmentation

Pull vs Push Promotion

Pull: -Advertising -Consumer Promotion (sampling, coupons, etc.) Push -Trade Promotion

Clique Pens: Staples Test Results

Reducing MSRP/price at shelf -Clique sales + 7% -Staples margin on Clique declines -Category volume flat Maintaining the retailers gross $ margin requires additional $.09/unit allowance: Clique margin declines With discounts eliminated, maintaining the retailers gross $ margin requires a 5% price increase: Clique margin increases because of retailer resistance, buyer power unchanged, and clique more vulnerable to price competition

What % of a TPR is passed-through to the consumer?

Research shows that on average 60 percent of trade promotion dollars are passed on to the consumer in the form of lower prices. This result is far closer to retailer claims that they pass through 62 percent of trade promotions than it is to the 52 percent claimed by manufacturers.

5 Forces: Rivalry Among Existing Firms

Rivalry Intensity is driven by: -# of competitors -Industry growth rate -Exit barriers Rivalry plays out in several ways: -Price competition -Increased advertising -Increasing consumer warranties or service -New product introductions Positive or negative effect on industry profit

Impossible Burger

SBUs •Retail/Grocery •Foodservice/Restaurant Investment Strategy: •Growth Consumers are interested in: meal nutrition, variety, familiarity/trust, environment/animal welfare Context: demographic environment, economic environment, Socio-cultural environment, political/legal, technological, natural environment Collaborators and Complementers: -suppliers: food distributors, raw materials -complementary products or services: vegan cheese, eco-packaging -channel/retail Company: competitive advantages -Lowest Cost? -Superior performance on an attribute? -Niche market? Competitors: -current: beyond meat -future: fast food markets, restaurants

Altius Golf Case

Strategic considerations: -Category decline and change -Segment Heterogeneity -Defensive needs Segment Heterogeneity: Segment dynamics -More agnostics, fewer enthusiasts -Stronger competitive brands -Price is increasingly important Different needs -Fun/ease of play vs. prestige/performance -Reduced emphasis on compliance House of Brands: fighting brand strategy Challenges: -Position and grow new brand -Minimize cannibalization Channels changing: -25% retail stores closing -Growth of big box (power) -Shift to off-course Channel considerations: -Positioning differentiation -Margin protection for on-course Cannibalization sales are from Victor line How much cannibalization is expected/likely? -Altius total unit market share is 35% -Different brand -Different market segment -Competes with low-cost brands -Sold mostly in 'off-course' retailers

5 Forces: Bargaining Power of Suppliers

Suppliers are likely to be powerful if: -Supplier industry is dominated by a few firms -Suppliers' products have few substitutes -Buyer is not an important customer to supplier -Suppliers' product is an important input to buyers' product -Suppliers' products are differentiated -Suppliers' products have high switching costs Suppliers exert power in the industry by threatening to raise prices or to reduce quality, obtaining a higher share of industry profit

Risk

Technical Risk People Risk Financial Risk Market Risk Most Dangerous: market risk.

CSR: create a social dimension to the value proposition

The most strategic CSR occurs when a company adds a social dimension to its value proposition, making social impact integral to the overall strategy Ex: Toms or Patagonia

Distribution Metrics: Total Points of Distribution

Total Points of Distribution = % ACV Distribution x Average Items Carried

Trade vs Consumer Goals

Trade Oriented MDF (Discounts) - Price to meet the competition - Maintain/strengthen trade relationships - Assure superior shelf space - Induce retailers to "load up" Outcome: Sales increase but gross margin declines & Competitors will most likely match, eliminating sales advantage while lowering margins Consumer Oriented MDF (Merchandising/TPRs) - Increase brand equity/ brand preference - Grow consumer demand - More control of budget impact on consumers Outcome: positive consumer response such as increased sales and profit (if retailer agrees), Negative economic impact to the retailer à retailers will object, Competitors are likely to follow suit in offering discounts to the consumer

Trade Promo Compliance

Trade promotion managers expected compliance greater than 70% All channel conforming display compliance was 41%

Solutions Beyond Price

True product innovation -Digital -Health -Environmental Build brand value beyond (commodity) function -Social -Status -Design Direct or subscription channels

Vertical Extension

Upscale: increase margin. Can be new brand or same Downscale: increase volume/growth. Can be new brand, same, or sub-brand a vertical brand extension involves the introduction of a product or service in the same product category as the core brand, but at a different price point or quality level. Ex: sub-brands is Virgin owning virgin airlines, mobile, radio, etc

Clique Pens Recommendations

What if Clique raised prices and provided an additional discount to the retailer? For example, a price increase of 2% (~$.04) With an additional 1% MDF funding discount to the retailer. Clique sales would likely not decline significantly in the short term: Gross profit would improve almost $2 million & Retail margins would improve However, this would likely be a short term solution.....

CSR: integrate inside-out and outside-in practices

When value chain practices and investments in competitive context are fully integrated, CSR becomes hard to distinguish from the day-to-day business of the company.

Breakeven Point

Where total revenue (price*Q) meets total cost (FC+VC*Q) At what Q (units) do we BE: BE units = FC/CM $ per unit At what total sales volume (revenue) do we BE: BE sales (total) = FC/CM % At a given units sold, at what unit price do we BE: BE price = (FC/Q) + VC

Blue Apron

You have just been hired as the Blue Apron CMO. "Congratulations". You have 1 month to propose a marketing plan to increase CLV. You and your team are considering: •A win-back program •A new customer acquisition program •New product development How will you decide what to do? -Compare the predicted changes to CLV vs. Investment -Return on Investment = (Profit-Investment)/Investment What specific data do you need? -Consumer research on why customers quit by segment -CLV by segment -Customer acquisition by segment by promotion tactic -Promotion tactic budget estimates

BCG Matrix

a means of evaluating strategic business units on the basis of (1) their business growth rates and (2) their share of the market Flow: ?, star, cow, dog Investment Strategies: grow, maintain/hold, harvest, divest