Ever wonder when a customer actually thinks about your product or service? This workshop can help you to determine how to market your services at moments when they do.

1. The consumption chain
Finding opportunities for business growth
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2. Your Consumption Chain
Where on the consumption chain can you provide value to your customers?
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3. Awareness of need
How do customers become aware of their need for something you can provide
or a problem you can solve?
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4. The Search
How do customers identify alternative solutions?
The key objective here is to increase product visibility.
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5. Selection
Why does the customer pick one solution over another?
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6. Order & Purchase
What must a customer do to buy from you?
Is there something you can do at the point of sale to differentiate yourself?
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7. Delivery
How does your offering get from you to your customer?
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8. Payment
How does a customer pay?
Optimizing the payment link can improve business in multiple ways.
If the payment is more convenient, that helps to differentiate you.
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9. Receipt
Once the customer has the product, then what?
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10. Installation and Assembly
How does the customer put the product to work?
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11. Storage and Transport
What bothers or worries the customer about storing the product,
or having access to it or watching what is happening with it?
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12. Service
What happens when the offering needs service?
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13. Repairs and Maintenance
What happens when the offering needs to be repaired, or is returned or canceled?
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14. Disposal
What happens when the product is no longer of any use and needs to be disposed of?
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15. Sustainable Competitive Advantage
A competitive advantage exists when the firm is able to deliver the same benefits as
competitors but at a lower cost (cost advantage), or deliver benefits that exceed those of
competing products (differentiation advantage). Thus, a competitive advantage enables
the firm to create superior value for its customers and superior profits for itself.
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16. Advantage
Target Scope
Low Cost Product Uniqueness
Cost Leadership Differentiation
Broad
(Industry Wide) Strategy Strategy
Focus Focus
Narrow Strategy Strategy
(Market Segment) (low cost) (differentiation)
Cost Leadership Strategy
This generic strategy calls for being the low cost producer in an industry for a given level
of quality. The firm sells its products either at average industry prices to earn a profit
higher than that of rivals, or below the average industry prices to gain market share.
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17. Advantage
Target Scope
Low Cost Product Uniqueness
Cost Leadership Differentiation
Broad
(Industry Wide) Strategy Strategy
Focus Focus
Narrow Strategy Strategy
(Market Segment) (low cost) (differentiation)
Differentiation Strategy
A differentiation strategy calls for the development of a product or service that offers
unique attributes that are valued by customers and that customers perceive to be better
than or different from the products of the competition.
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18. Advantage
Target Scope
Low Cost Product Uniqueness
Cost Leadership Differentiation
Broad
(Industry Wide) Strategy Strategy
Focus Focus
Narrow Strategy Strategy
(Market Segment) (low cost) (differentiation)
Focus Strategy
The focus strategy concentrates on a narrow segment and within that segment attempts to
achieve either a cost advantage or differentiation. The premise is that the needs of the
group can be better serviced by focusing entirely on it. A firm using a focus strategy often
enjoys a high degree of customer loyalty, and this entrenched loyalty discourages other
firms from competing directly.
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19. Advantage
Target Scope
Low Cost Product Uniqueness
Cost Leadership Differentiation
Broad
(Industry Wide) Strategy Strategy
Focus Focus
Narrow Strategy Strategy
(Market Segment) (low cost) (differentiation)
Your choice
To be successful over the long-term, a firm must select only one of these three generic
strategies. Otherwise, with more than one single generic strategy the firm will be "stuck in
the middle" and will not achieve a competitive advantage.
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