4. Who is Margarita Dima?
Olive Tree Consulting Inc.
Margarita Dima is planning to found a new company that produces fresh vegetables of
high nutritional value.
The vegetables will be cultivated in a nethouse which is a greenhouse that will prevent
insects from coming into the crop and destroy it.
Therefore the vegetables won’t contain any kind of chemicals and pesticides
The nethouse is considered to be an innovative investment to the agricultural field as it
facilitates a production of high quality and quantity.
This method is a Israeli patent not yet exploited in Europe.
5. Brief and Deliverables
Olive Tree Consulting Inc.
Client’s expectations
1. Market Analysis
2. Branding
3. Positioning
4. Packaging
Deliverables
1. Market Analysis
2. Market Research
3. How the market is divided?
4. Target audience
5. Branding
6. Positioning
7. Olive Tree Consulting Inc.
Market Research
Market analysis
Bio Market
Market
Research
Conventional
Market
The upcoming product of Margarita Dima is an
incremental innovative product for the Greek market
where we focus.
The direct and indirect competition of the upcoming
vegetables are Bio and Conventional
Our Marketing research aims
at understanding the mentality and behavior
of the Greek customers regarding food and
vegetables
Derive insights for marketing data decision making
Our Market Analysis aims at understanding the
environment of the two channels
8. Methodology
Olive Tree Consulting Inc.
1. We ran a quantitative research of 3
questionnaires via Qualtrics
2. We explored the data with Marketing
Engineering Excel
3. We ran qualitative research (focus
group) for the branding
4. The insights led us to define our
marketing strategy
1st
Dietary Habits
3rd
Find The Optimum
Product
2nd
Bio Vs
Conventional
Vegetables
Quantitative surveys
9. Investigating the Greek audience
Olive Tree Consulting Inc.
We had a big sample (537)
Equal sample of men and women
All questionnaires were based on
several peer reviewed academic
journals.
Random Sample
In 3 questionnaires
Online Forums
10. Product and Market Analysis
Olive Tree Consulting Inc.
Bio products made their presence in the 90’s
The majority of the vegetables are unbranded
Low Penetration of bio products
Price sensitive consumers
Greek agricultures’ orientation to foreign
markets
Uneducated consumers about bio vegetables
Abundance of imported vegetables
11. Olive Tree Consulting Inc.
Super markets
Flea Markets
Mini Markets
Direct Sales From Field
Bio stores
E-shops
Delicatessens
Cooperatives/Joint Business
Distribution channels
13. Innovative cultivation method: Nethouse
Virgin vegetables
All year round standard production and
quality
CSR policy
Product of unique quality and high
nutritional value
Certification of Benaki Phytopathological
Institute
Olive Tree Consulting Inc.
Absence of legislative terms concerning super-bio
products
Abundance of bio products in the market (high
competition)
Uneducated audience concerning product’s qualitative
characteristics
Low production leads to no entrance the supermarkets
chain
14. Food scandals and the corrupted market lead to
great demand for virgin healthy foods
Uneducated consumers
74% Do not recognize the EU – bio certification
logo
Positive correlation of vegetables with the
Mediterranean diet
Great tendency for healthy lifestyle
Consumer price sensitivity low profit
margins
People’s low awareness and misinformation
about bio products and nutritional value
Corrupted market
Not consistent and regular bio-vegetables
control
Rise of bio PL vegetables
Olive Tree Consulting Inc.
16. 1. The marketing research help up cluster the market in groups
2. Identify from these groups which is our target audience
3. Establish the marketing strategy
Marketing Research Results
Olive Tree Consulting Inc.
23. Vision and Values
Olive Tree Consulting Inc.
Values
Honesty and consistency
Innovation
Premium quality
Sustainability
Nature’s respect & love
Vision
Inspire and motivate people for a healthy living and societal
well-being
24. Mission
Olive Tree Consulting Inc.
• Offer products of high quality and nutritional value free from chemicals
• Introduce virgin and natural vegetables to people’s dietary habits
• Educate consumers about the vital importance of high nutritional value in vegetables
• Instill trust in consumers for product quality and safety
• Deliver brand’s core values to customers
• Deliver CSR policy through its products and practicies
• Be an exemplary company of sustainability and environmentally conscioussness
tagcloud
28. Olive Tree Consulting Inc.
Interpreting Brand Logo
Inspiring the connotations of the brand name
The crop in full blossom depicting the growth
The curve line implicits protection, stability of the net house
Minimalist approach and clarity illustrates purity
Black color synonym to premioumness
A unique font for differentiation
32. Olive Tree Consulting Inc.
Insights:
• The majority of our sample prefers an eco-
friendly packaging
• 60.8% buy the product based on its look and
feel sense
• 73.6% buy the product based on its smell
sense (The olfatory sense is the strongest
of all with linked to consumer’s memory)
• 44% believe that packaging plays a
significant role for their purchasing decision
Product - Packaging
Bulk packaging
Strengthen the “product experience” that
consumers want
Create engagement (The proustian effect)
34. Olive Tree Consulting Inc.
Alternative Packaging
• Two proposals of permanent bags for every day use communicating
the brand
• Eco-friendly material
• Available next to stand
• Symbolic price
• The purchase of the bag would be linked with CSR practice of the
company
35. Olive Tree Consulting Inc.
Insights:
• 36% select delicatessens and bio stores
• 85% prefer neighborhood stores for their
purchases
• The majority of the consumers select the
same stores for their vegetables and fruits
purchases
Selective distribution Supply the
products in delicatessens and bio stores
Distribution coverage to all big
metropolitan areas of Greece
Cover as many neighborhoods as possible
so as to facilitate customers purchases
Intensify the premium positioning of the
products
Distribution Strategy
36. Olive Tree Consulting Inc.
80% of people shopping at delicatessens and bio stores have family annual income of more than 12k €
100% of them value the most the quality of the product (Quality driven)
35% of them are not price sensitive and they buy products based on the
perceived and received value
Value Based Pricing Strategy
• Relate price to value perceived by the
customer
Pricing
Insights
37. Points that consumer Value on the “το κηπάρι”
Standard superior Quality all year round compared to bio
Virgin Vegetables
Corporate Social Responsibility – Sustainability
Cultivation method
Quality control on a weekly basis
Although we have demand migration to the lower
end (Mid – Market) as a result of recessionary
pressures, “το κηπάρι” should maintain a high price
(price premium) due to its scarcity and its premium
brand nature.
There is no competitor offering same value to the
consumers. (Short – term competitive advantage)
Pricing
Value Map
38. Olive Tree Consulting Inc.
Perceived value : 5,59€ /kilo
Product Price
Consumers incentive
to purchase
0€
Cost of Goods Sold
Company’s
incentive to sell
The “το κηπάρι” offers superior customer value and should have a
high relative price to the perceived quality explained by its features
but also from is premium nature
Give an incentive to consumers to purchase the product
Ensure a satisfactory profit margin
The “το κηπάρι” is going to be launched after a period of time and due to the
economic recession we propose that the pricing strategy should be re-
evaluated before the product launch.
Pricing The customer perceived value is 5,59€ / kilo
39. Promotion strategy
Olive Tree Consulting Inc.
Pillars of our promotional strategy
Building Awareness
Creating Interest
Providing Information
Stimulate Demand
Differentiate product
Reinforce the Brand
Channel for conversation with the
targeted consumer base.
Our promotional strategy aims to
Attract the customer’s attention
Foster enough interest
Motivate purchase
In store promo stand In store promo hanger Website / Social Media Advertising
In order to achieve a cost effective promotion we propose
41. Olive Tree Consulting Inc.
The stand would
Provide a distinctive position of the
brand inside the store
Offer additional information about
the product
Differentiate the product
Strengthen the brand presence
Enhance the premiumness of the
product
Promotion
42. Promotion
Olive Tree Consulting Inc.
The promo hanger:
Provide a distinctive position of the brand
inside the store
Offer additional information about the product
Differentiate the product
Intensify the brand presence
Enhance the premiumness of the product
43. Promotion Strategy
Olive Tree Consulting Inc.
Official Website
Provide additional information about the product
Dietary advices
Articles about health and nutrition
Places where the consumers can find the products
Corporate Social Responsibility activities of the company
Frequently Asked Questions (FAQ)
Ask for users’ e-mail addresses for future Newsletter usage
www.tokipari.gr
The official website will help enhance the brand equity, stimulate demand and differentiate the product
44. Promotion Strategy
Olive Tree Consulting Inc.
Social Media
Strong presence in social media in order to achieve a two ways communication with the
consumers
Facebook
Twitter
50% of Greek consumers spend a huge amount of time on social media
They use social media in order to communicate each other but also to
communicate with their beloved brands
Newsletter
Target consumers effectively with the right message while it has no additional cost
45. Promotion Strategy
Olive Tree Consulting Inc.
The majority of the consumers do a research online before they buy a product
Google AdWords Advertising
Use AdWords to target consumers that search for certain keywords related with the brand,
nutrition, dietary information, virgin/bio vegetables.
Overall Conclusion
The promotional strategy should remain consistent across time.
In order to achieve maximum effectiveness we propose that all promo activities should start together
and communicate the message effectively across media
46. Olive Tree Consulting Inc.
• Consistency in in-store merchandising
• Use of earth colors in the promotional deco materials in order to align with product personality
• Brand presence in all “above and below the line” communications to boost the premium positioning
• Logo of the brand has to be always posed in upper left side in all printed and digital initiatives
Brand Guidelines
50. Olive Tree Consulting Inc.
Strategic Outcome of SWOT
Strategic
Outcome
Strengths – Opportunities
Educate consumers using multiple
channels, about
• The certification of value Benaki
Phytopathological Institute
• Superiority of her products
• Sustainability practices
• Cultivation Method
Link the product with the healthy
lifestyle
Offer superior customer value
Educate consumers
Communicate the weekly quality
control
Strengths - Threats
Build Customer Relationship
Communicate the superiority of
the product
Reduce the threat of competitive
prices of PL products with:
• customer retention strategies
• communicating the product
value
Weaknesses - Opportunities
Weaknesses - Threats
51. Pricing
Olive Tree Consulting Inc.
80% of people shopping at delicatessens and bio stores have family annual income of more than 12k €
100% of them value the most the quality of the product (Quality driven)
35% of them are not price sensitive and they buy products based on the perceived and received value
Customers Key Issues
Value Based Pricing Strategy
Relate price to value perceived by the customer
Price is an indicator for quality
Concerned about the quality of bio vegetables
Uneducated about bio vegetables
Unsatisfied with their dietary habits
Customers Value Drivers
High Quality
Chemical free, virgin vegetables
Greek product
Look and feel of the product
Corporate sustainability
Nutritional value of the product
52. Pricing
Olive Tree Consulting Inc.
Value Based Pricing Strategy
The value Proposition Points of parity
Greek Products
High Quality
Certification
Corporate sustainability
Customers’ desires
Competitors Features
Το κηπάρι
features
Points of Difference
Standard superior Quality all year round
compared to bio
Virgin Vegetables
Corporate Social Responsibility – Sustainability
Cultivation method
Quality control on a weekly basis
Points of Irrelevance
Premium Price
Certification from Benaki Phytopatological Institute
High quality nutritional
value
Availability of the
product -Deep-down
distribution
Average Price
Bio Certification
53. Pricing
Olive Tree Consulting Inc.
On the value Map Το κηπάρι is
positioned on the top end tier in the
market.
Although we have demand migration to
the lower end (Mid – Market) as a result
of recessionary pressures, “το κηπάρι”
should maintain a high price (price
premium) due to its scarcity and its
premium nature.
There is no competition. (Short – term
competitive advantage)
• Inspire CSR consciousness and sensitivity
• Gives motives for a healthy living
• Feeling of superiority
• Feeling of security as the product is suitable
even for babes
• 2 way communication through the
company's website
• Educational guidance and advice on the
healthy nutrition from company’s website
• Bulk / Unpacked
• Quality in every
item
•
• Bulk/Unpacked
• Safe to consume even by babies
• Risk Reduction
• High nutritional
54. Pricing
Olive Tree Consulting Inc.
Perceived value : 5,59€ /kilo
Product Price
Consumers incentive
to purchase
0€
Cost of Goods Sold
Company’s
incentive to
sell
The “το κηπάρι” offers superior customer value and should have a high relative price to the perceived quality
explained also from is premium nature
Priced lower than the perceived value Give an incentive to consumers to purchase the product
Priced over the Cost of Production Ensure a satisfactory profit margin
Analyzing the consumer preferences and how they value the features of the “το κηπάρι»
The customer perceived value is 5,59€ / kilo
The “το κηπάρι” is going to be launched after a period of time
and due to the economic recession we propose that the pricing
strategy should be re-evaluated before the product launch.
57. Our work frame
• The upcoming product of Margarita Dima is an incremental innovative product for
the greek market.
• We take into consideration the potential and dynamic of this product so as to orient
it in greek and international market
• The food market is divided in conventional and bio products.
• The upcoming product thanks to its chemical substances cannot belong in reality in
none of these categories. It is a product superior to bio. However, there is no legal
term created for this product category.
• Our market research and market analysis focuses on both the conventional and bio
products in terms of questionnaires and information provided
• Direct competition Bio vegetables
• Indirect competition Conventional vegetables
59. Marketing Strategy: STP Model
• Market Research
Marketing
Strategy
Market
Analysis
1
Segmentation
2
Targeting
3
60. Market Research
Process and Methodology
• We are market-research oriented therefore the fundamental
step of our research was to launch three questionnaires.
• Goal: to have a deep understanding of consumers preferences
and perceptions regarding vegetables and nutrition.
– The 1st questionnaire aims at discovering the dietary habits of
consumers.
– The 2nd questionnaire aims at discovering perceptions of consumers
regarding biological and conventional vegetables.
– The 3rd questionnaire aims at discovering the trade-offs that a
consumer makes before purchasing vegetables.
• All questionnaires were based on several peer reviewed
academic journals.
• All questionnaires were pretested.
61. Market Research
Process and Methodology
• We are market-research oriented therefore the fundamental step of our
research was to launch three
• Screening questions were also added in order to exactly identify the
quality of our sample:
– which of our responders were healthy lifestyle seekers and which of them are aware of
what is a biological vegetable and what is the importance of consuming high quality
ingredients.
• Our sample was random.
• Total number of respondents who participated in the questionnaires: 537
• Even though the samples are different in the 3 questionnaires the
conclusions are convergent: in all questionnaires we observed a specific
cluster and consequently a segment that has a specific perception towards
dietary habits- bio vs conventional and buying preferences that justify bio
preferences. Therefore the sample is not biased
62. 1st questionnaire: Dietary habits
• Aim: gain insights of the daily dietary habits of consumers and which factors play crucial role in their
purchasing behavior.
• Process
1. We created the questionnaire, using Qualtrics from scratch based on the following peer
reviewed papers:
2. Chryssohoidis, George M., and Athanassios Krystallis. 'Organic Consumers’ Personal Values
Research: Testing And Validating The List Of Values (LOV) Scale And Implementing A Value-
Based Segmentation Task'. Food Quality and Preference 16.7 (2005). pp 585-599.
3. Chryssohoidis, George M., and Athanassios Krystallis. 'Organic Consumers’ Personal Values
Research: Testing And Validating The List Of Values (LOV) Scale And Implementing A Value-
Based Segmentation Task'. Food Quality and Preference 16.7 (2005). pp 585-599.
4. We further enriched the questionnaire by adding a series of questions that would allows to
understand in depth the dietary habits
63. 1st questionnaire: Dietary habits
• The questionnaire was articulated on four distinctive topics of questions:
1. Dietary patterns.
2. Market criteria.
3. Environmental consciousness.
4. Buying patterns and trends.
• Several demographic questions were included so as to investigate the profile of the
respondents.
• Screening question: if all respondents are above 18.
• Demographics were used as discriminant variables, that are vital for the segmentation-
targeting and positioning strategy
64. 1st questionnaire: Dietary habits
• Pretest: we shared the questionnaire to 10 people from our peer
environment and received valuable feedback.
• Feedback:
– to include time needed to complete the questionnaire.
– change the expressions in some statements.
• After alterating the questionnaire we distributed it to a number of forums
such as:
– Bodybuilding.gr
– Cosmopolitan.gr
– Tromaktiko.gr
– Insomnia.gr
• The goal was to have a large pool of respondents.
65. 1st questionnaire
• Results
• Number of respondents who participated in the questionnaire:280
• Number of respondents who successfully completed the questionnaire:148
• Half of our respondents were aged 26-45 years old whereas 45% were aged
18-25.
• Our sample was well balanced between men and women. To be more
specific 55% and 45% were men and women respectively.
• The overwhelming majority in 81% was single while only 19% was married.
• Concerning the employment status 42% are employed while 39% of the
rest were unemployed or students.
• Educational background:38% are bachelor graduated and 25% are master.
• Place of living: 97% live in Athens and only 11% were from Macedonia.
67. 2nd questionnaire: Bio vs Conventional
• Aim: to identify how consumers perceive conventional and biological
vegetables and which one they prefer .
• Process
• Our guide in the creation of the questionnaire was the following peer
reviewed paper:
– Chen, J. (2012). A Study Investigating the determinants of consumer buyer
behaviour relating to the purchase of organic food products in urban China.
– Gil, J. 'Market Segmentation And Willingness To Pay For Organic Products In
Spain'. The International Food and Agribusiness Management Review 3.2
(2000): pp.207-226.
68. 2nd questionnaire: Bio vs Conventional
• The questionnaire composed of the following topics:
1. Criteria taken into consideration before purchasing bio vegetables
2. Perception of bio and conventional vegetables
3. Preference between bio and conventional vegetables.
• However, we further enriched it by adding relevant questions.
• Demographics questions were also included.
• Screening question: if all respondents are above 18, if they are aware of the
EU logo regarding the certification of bio and if they purchase bio
vegetables.
69. 2nd Questionnaire: Bio vs Conventional
• Pretest: same sample with the first questionnaire
• Feedback: expression changes in order to make the questionnaire more
illustrative and understandable to our paricipants.
• After alterating the questionnaire we distributed it to the same forums as the
previous one:
– Bodybuilding.gr
– Cosmopolitan.gr
– Tromaktiko.gr
– Insomnia.gr
70. 2nd questionnaire: Bio vs Conventional
• Results:
• Number of respondents who participated in the questionnaire:143
• Number of respondents who completed the questionnaire:87
• Gender: 60% men, 40% women
• Age: 57% between 26-45 years old and 30% in 18-45 years old
• Marital status: 75% were single whereas 25 was married.
• Educational level: 65% were employed and 32% unemployed
• Place of living:80 % live in Athens and the rest of our sample is
spread in different places of Greece.
72. 3rd questionnaire:Conjoint analysis
• The third and final questionnaire of our survey was conducted with
Coinjoint analysis;an important statistical tool that used in market
research to determine how people value different attributes of a product.
• The objective of conjoint analysis is to determine what combination of a
limited number of attributes is most influential on respondent choice or
decision making.
• Aim:
– to discover the trade-offs that a consumer makes before purchasing vegetables.
– to reveal the optimal vegetable for the consumer.
• ????oose food products. J. Consumer Behav., 11(4), pp.316-328.
73. 3rd questionnaire:Conjoint analysis
• Process:
• The questionnaire was built upon the following academic papers:
– Gregory A., B. (2015). Consumer Preferences for Food Safety Attributes in
Fresh Apples: Market Segments, Consumer Characteristics and Marketing
Opportunities. Journal of Agricultural and Resource Economics Association,
24(1), pp.80-97.
– Mai, R. and Hoffmann, S. (2012). Taste lovers versus nutrition fact seekers:
How health consciousness and self-efficacy determine the way consumers
choose food products. J. Consumer Behav., 11(4), pp.316-328.
74. 3rd questionnaire: Conjoint analysis
• Creation of the
questionnaire:
• 1st step: Create study design
template.
• As mentioned previously the
selection of the attributes
was build upon two
academic papers.
• We defined our vegetables as
Hyperbio in order to see the
perception towards a product
with major differences from
bio.
The attributes and the levels were:
1.Brand
2.Price
3.Packaging
4. Type of vegetable
5. Certification
6. Place of origin
7. Cultivation method
78. 3rd questionnaire: Conjoint analysis
• 2nd step: create data collection template
• The software automatically generated 24 bundles.
• We opted to limit the number of the bundles so as not to be time consuming and ended up
with 18 bundles.
• One of the attributes that were abstracted was price, however, in order to examine consumers
willingness to pay for such a niche product like ours we added 3 new questions prior to
demographic questions.
• In these questions we described 3 different tomatoes, including our product and asked them
which was the maximum price they were willing to pay for a kg.
• We created the questionnaire with Qualtrics based on the 18 bundles.
• Screening question: if respondents were above 18 and who is responsible for the household
purchases.
79. 3rd questionnaire: Conjoint analysis
• Pretest: same sample with the first questionnaire
• Feedback:
– simple and understandable.
• The questionnaires were distributed it to the same forums as
the previous
• We used the snowball technique, as we also distribute it to our
peer environment.
80. 3rd questionnaire: Conjoint analysis
Results:
• Number of respondents who participated in the survey: 114
• Number of respondents who successfully completed the questionnaire:
70
• Place of living: 58% Athens- 12% Thessaloniki
• Gender: 63% Women- 37% Men
• Educational background: 50% Bachelor degree – 42% MSc degree
• Age: 75% between 26 and 45- 18% between 18 and 25
• Marital Status: 80% single- 20% married
83. Market Analysis
• Industry Description and outlook
• Target Market
• Competitive Analysis
– SWOT
– Market
– The importance of target market competitors
– Barriers to entry
– Window of opportunity
• Distribution Channels
84. Industry Description and outlook
• The market of Bio products made its presence in Europe in 1980’s and in Greece in 1990’s.
• The consumers of bio products are environmentally friendly and have adopted a alternative and
healthy lifestyle
• Nowadays we have observed an abundance of Bio products and not known brands in the Greek
market
• According to a research delivered in March 2015 by IBHS, they found out that:
– Low penetration of Bio products due to economic recession
– Consumers have became price sensitive
– The high priced bio products influence negatively consumers’ purchasing habits
– Agricuturers’ shift from the greek market to international market for exporations
– Many bio products have been deleted
– In general the market of Bio is striving to survive
– The international competitors as have entered the greek market lead to more fierce competition
– Poor information of consumers about the bio products made them more reluctant in purchase
85. Distribution Channels
Conventional
• The main channels are
– Super market
– Flea market
– Mini markets
– Online stores
– Cooperatives / Joint
Business
Bio
• The main channels are
– Super market bio
section
– Bio flea market
– Delicatessen
– Bio stores
– Online stores Veggie
in a box
– Direct sale from the field
86. SWOT Analysis
Strenghts
1. The upcoming product is superior to Bio products: thanks to its unique and innovative cultivation method,
the tomato is free from all chemical stabstances and enriched with high nutritional value
2. Cultivation Method: incremental innovation and uniqueness in the greek market
3. All year round standard quality and standard production line
4. The competitive products are unbranded
5. Its greek origin: it is an asset as it is a positive correlation in consumers’ minds
6. The upcoming product is positively correlated with the mediteranean diet
7. The production of nethouse is CSR driven
87. SWOT Analysis
Strenghts
8. It very safe to consumers as they won’t contain chemical ingredients.
9. Vegetables of high nutritional value can long be preserved in the refrigerator
(3 weeks)
10. Healthy food free from chemical substances contributes to preventive medicine
11. The production of the upcoming product will certaintly fostering local economy
12. The nethouse as a way of cultivation is the unique selling proposition that our client offers and this is reflected in
the products.This method is a Israeli patent not yet exploited in Europe. The nethouse is considered to be an
innovative investment to the agricultural field as it facilitates a production of high quality and high quantity
13. Thanks to product superiority is also adequate for babie. Baby foods are some food items that are healthy to be
consumed even by babies thanks to their chemical substance which is low in inappropriate substances for the
human being. Globally there are no fresh vegetables that are appropriate for little babies and pregnant mothers.
88. • The product has not bio certification when it will be first lauched in the greek market.
• The bio certification will come after 2 years of constant controls after its first launch
• There is no legislatory regulation that has created a term that defines a product whose quality
is superior to bio, for instance hyperbio.
• As the product quality is superior to bio, it cannot have a unique name.
• There is no possibility of implementing economies of scales for gaining competitive
advantage in terms of price and production
• There is an abundance of bio products in the market that it makes so difficult for the product
to become known and differentiate from the ordinary bio
• The audience is uneducated and therefore they have difficulty in distinguishing the products
and their qualitative characteristics
• The production is relatively low so it cannot enter in the channel distribution of supermarkets
chains
Weaknesses
SWOT Analysis
89. • The numerous scandals of meat, vegetables and fruits have made all consumers feel great insecurity
– The renamed products
– The unknown country origin
– The genetically modified products
• The corrupted market of foods has led consumers to become
– More aware of products substances
– More oriented towards vegetables
– Show preference to bio products
• A major opportunity for high-quality vegetables to
– To educate the consumets
– To gain market share
– To revert the mentality and create more trust in the consumers
SWOT Analysis
Opportunities
90. SWOT Analysis
Opportunities
• A unique chance to position as high- quality product and address to specific target groups such as athletes, people in
hospitals, pregmant mothers, babies etc.
• Great demand for really virgin vegetables
• Great opportunity for exportation abroad as there is an increasing demand from foreign markets
• In foreign markets consumers are well educated and willing to pay for high quality products the foreign
expansion will be a strategic movement
• The synergy of the State and Private sector for creating innovative solutions in the sector of agriculture
91. SWOT Analysis
Threats
• Cretan products have been well positioned. Consequently, the perception of cretan vegetables in consumers’
minds is very positive
• Strong penetration of foreign products into the greek market with low prices in comparison to convetional
and bio products
• The economic recession has negative impact on the price policy of bio products and lowers profit margin
• The State does not lauch educational strategies about bio product’s information
• The lack of constant control and certifications of bio products
• The problematic use of subventions to agriculturers leads pour performance
• The corrupted market : as many products from Turkey are renamed greek or even bio lead to great
insecurity and health problems
• The private labels , as consumers become more and more price sensitive, are in rise by launching
convetional and bio products of good quality in highly competitive price, present in mass distribution
channels
92. Segmentation
• As presented in the section Marketing Research, we built up
3 questionnaires
• We extracted the data from the qualtrics and we inserted
each data table in the Marketing Engineering Excel
• We present you in detail the results of each questionnaire
94. Segmentation: Dependent and Independent
Variables
Basis Variables
• We present an in depth
analysis the basis variables of
each questionnaire in radar
format
• 1st Questionnaire: Radar
format
• 2nd Questionnaire: perception
of bio products & basis in
radar format
• Conjoint Analysis
Discriminant Variables
• We present a resume of all 3
questionnaires to a final pie
format of all demographics
95. 1ST Questionnaire: Basis Analysis in radar format -
Dietary Habits
1. Dietary Habits
2. Criteria for purchasing food
3. Environmentally conscious
4. Purchasing patterns and and trends in food buying process
96. 1ST Questionnaire: Basis Analysis in radar format
- Dietary Habits 1st Radar
0
1
2
3
4
5
6
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Η καθημερινή μου διατροφή
περιλαμβάνει λαχανικά
Η καθημερινή μου διατροφή
περιλαμβάνει κρέας (κόκκινο και…
Η καθημερινή μου διατροφή
περιλαμβάνει ζυμαρικά
Η καθημερινή μου διατροφή
περιλαμβάνει όσπρια
Η καθημερινή μου διατροφή
περιλαμβάνει γαλακτοκομικά
Η καθημερινή μου διατροφή
περιλαμβάνει ψάρι
Ακολουθω εναν ισορροπημένο και
υγιεινό τρόπο διατροφής
Η καθημερινή μου διατροφή
περιλαμβάνει βιολογικά προιόντα
Είμαι ευχαριστήμενος/η με τις
διατροφικές μου συνήθειες
Ακολουθώ ένα σταθερό πρόγραμμα
διατροφής
Θεωρώ σημαντικό το να
συμβουλεύομαι κάποιον ειδικό για…
Πόσο συχνά μαγειρεύεις?
Διατροφικές συνήθειες
97. 1ST Questionnaire: Basis Analysis in radar format
- Dietary Habits 1st Radar
0
1
2
3
4
5
6
7
Πόσο συχνά τρως σπιτικό…
Πόσο συχνά τρως έξω?
Πόσο συχνά παραγγέλνεις…
Τρωω πρωινό
Τρώω μεσημεριανό
Τρώω βραδινό
Συνδυάζω το φαγήτο μου…
Το κυρίως γεύμα μου είναι…Συμβουλεύομαι κάποιον…
Καταναλώνω προιόντα…
Καταναλώνω προιόντα…
Καταναλώνω…
Καταναλώνω κατεψυγμένα…
Καταναλώνω…
Καταναλώνω αλκοόλ μαζι…
Διατροφικές Συνήθειες
98. 1ST Questionnaire: Basis Analysis in radar format
– Ctriteria for purchasing food 2nd Radar
0
1
2
3
4
5
6
Η θρεπτική αξία ενος φαγητού είναι
σημαντικός παράγοντας για την αγορά του
Θεωρώ οτι η περιβαλλοντολογική
ευαισθητοποιήση στην παραγωγή του…
Θεωρώ οτι η εμφάνηση του φαγητού είναι
σημαντική για την αγορά του
Θεωρώ οτι η μυρωδιά του φαγητού είναι
σημαντική για την αγορά του
Θεωρώ οτι η γευση του φαγητού είναι
σημαντική για την αγορά του
Θεωρώ οτι η πιστοποίηση προιόντων :
"Άνευ χημικών¨, είναι σημαντικός…
Θεωρώ οτι η διαθεσιμότητα και η ποικιλλία
των προιόντων είναι σημαντικοί…
Θεωρώ οτι η επωνυμία του προιόντος
αποτελεί σημαντικό παράγοντα για την…
Θεωρώ οτι η συσκευασία του προιόντος
αποτελεί σημαντικό παράγοντα για την…
Θεωρώ οτι οι προσφορές ή εκπτώσεις
αποτελούν σημαντικό παράγοντα για την…
Κριτήρια Θεωρώ οτι οι ορθές πρακτικές
παραγωγής και εμπορίας…
Κριτήρια αγοράς φαγητού
99. 1ST Questionnaire: Basis Analysis in radar format
– Environmentally Conscious 3rd Radar
3.8
4
4.2
4.4
4.6
4.8
5
5.2
5.4
Γνωρίζω αρκετά για το φαινόμενο της όξινης
βροχής
Γνωρίζω αρκετά για το φαινόμενο του
θερμοκηπίου
Γνωρίζω αρκετά για τη μόλυνση του νερού απο
γεωργικά χημικά
Γνωρίζω αρκετά για τα προβληματα των
πυρινικών αποβλήτων
Γνωρίζω αρκετά για τη μόλυνση των θαλλάσιων
υδάτων
Περιβαλλοντολογική Ευαισθητοποιηση
100. 1ST Questionnaire: Basis Analysis in radar format - Purchasing
patterns and and trends in food buying process 4th Radar
0
1
2
3
4
5
6
Αγοράζω βιολογικά τρόφιμα
Αγοράζω συμβατικά/μη βιολογικά τρόφιμα
Προτιμώ να ψωνίζω προιόντα απο
καταστήματα που βρίσκονται κοντά στο σπίτι…
Λαμβάνω υπ' όψιν μου διάφορα εναλλακτικά
προιόντα πριν απο την αγορά τους
Επισκέπτομαι διαφορετικά καταστήματα πριν
απο την τελική μου επιλογή
Κάνω αυθόρμητες αγορές προιόντων
Είμαι απαιτητικός/η στην επιλογή προιόντων
που αγοράζω
Λαμβάνω πολλούς παράγοντες υπ' όψιν μου
πριν την αγορά των προιόντων
Είμαι πρόθυμος/η να αφιερώσω αρκετό χρόνο
στην αγορά των προιόντων
Προτιμώ να συμβουλεύομαι πωλητές πριν την
αγορά των προιόντων
Ενημερώνομαι σχετικά με τα προιόντα απο
διάφορες πηγές (αρθρα , τύπος , internet κλπ)
Θεωρώ οτι η πληροφόρηση που λαμβάνω για
θέματα διατροφής είναι επαρκής
Λαμβάνω υπ' όψιν μου τις γνωμες των άλλων
για την επιλογή προιόντων
Επιρεάζομαι απο τις γνώμες των άλλων για την
επιλογή προιόντων
Αγοραστικές συμπεριφορές και τάσεις στην αγορά τροφίμων
101. Segmentation: Dependent and Independent
Variables
Basis Variables
• We present an in depth analysis
the basis variables of each
questionnaire in radar format
• 1st Questionnaire: Radar format
• 2nd Questionnaire: Bio vs
Organic : Perception of bio
products & basis in radar format
• Conjoint Analysis
Discriminant Variables
• We present a resume of all 3
questionnaires to a final pie
format of all demographics
102. 2nd Questionnaire: Bio vs Organic
Bio awareness questions & Basis Analysis
A. Bio awareness questions analysis
in format pie
Recognition of bio labelling
Consumption of bio products
Superior to bio products
What’s the connotation of consumers
about bio products
Bio branded or not ?
Bio definition
Bio vegetables definition
B. Basis variables in radar
format
1. Factors influencing the
purchase bio vegetables
2. View point about bio
vegetables
108. 2nd Questionnaire: Bio vs Organic
Bio awareness questions & Basis Analysis
A. Bio awareness questions analysis
in format pie
Recognition of bio labelling
Consumption of bio products
Superior to bio products
What’s the connotation of consumers
about bio products
Bio branded or not ?
Bio definition
Bio vegetables definition
B. Basis variables in radar
format
1. Factors influencing the
purchase bio vegetables
2. View point about bio
vegetables
109. 2nd Questionnaire: Bio vs Organic Basis Analysis
Factors influencing the purchase bio vegetables
0
1
2
3
4
5
6
7
Η γεύση των βιολογικών λαχανικών
Η μυρωδιά των βιολογικών λαχανικών
Η εμφάνιση των βιολογικών λαχανικών
Η ποιότητα των βιολογικών λαχανικών
Η τιμή των βιολογικών λαχανικών
Η διαθεσιμότητα των βιολογικών λαχανικών σε
supermarkets
Η διαφήμιση των βιολογικών λαχανικών
Η αξία των βιολογικών λαχανικών σε σχέση με την
τιμή τους
Τα περιβαλλοντολογικά πλεονεκτήματα των
βιολογικών λαχανικών
Η γνώση σχετικά με τα βιολογικά λαχανικά
Η χώρα προέλευσης των βιολογικών λαχανικών
Το λογότυπο των βιολογικών λαχανικών
Οι κυβερνητικές πολιτικές σχετικά με την πώληση
των βιολογικών λαχανικών
Η πιστοποιήση σχετικά με την ποιότητα των
βιολογικών λαχανικών
Η συσκευασία των βιολογικών λαχανικών
Η πληροφόρηση σχετικά με την θρεπτική αξία των
βιολογικών λαχανικών
Παράγοντες που λαμβάνουν κατα την αγορά βιολογικών λαχανικών
110. 2nd Questionnaire:
Bio vs Organic
Basis Analysis
View point about
bio vegetables
0
1
2
3
4
5
6
Τα βιολογικά λαχανικά έχουν
ευχάριστη υφή
Τα βιολογικά λαχανικά έχουν ωραία
εμφάνιση
Τά βιολογικά λαχανικά μυρίζουν
ωραία
Τα βιολογικά λαχανικά έχουν ωραία
γεύση
Το να καταναλώνεις βιολογικά
λαχανικά θεωρείται μόδα
Τα βιολογικά λαχανικά έχουν υψηλή
θρεπτική αξία
Γενικά, όσο υψηλότερη είναι η τιμή
του λαχανικού, τόσο υψηλότερη η
ποιότητα του
Η τιμή των βιολογικών λαχανικών
είναι πολύ υψηλη
Τα βιολογικά λαχανικά έχουν καλή
αξία σε σχέση με την
προσλαμβάνουσα ποιότητα
Όταν αγοράζω βιολογικά λαχανικά
πάντα κοιτάω τη σήμανση
Δεν εμπιστεύομαι τις πιστοποιήσεις
των βιολογικών λαχανικών
Εμπιστεύομαι τις λαϊκές αγορές που
πωλούν πιστοποιημένο βιολογικό
λαχανικό
Άποψη για τα βιολογικά λαχανικά
111. 2nd Questionnaire:
Bio vs Organic
Basis Analysis
View point about
bio vegetables
Part b
0
1
2
3
4
5
6
7
Το βιολογικό λαχανικό δεν έχει
επιβλαβείς επιδράσεις
Ανησυχώ σχετικά με το εαν υπάρχουν
επιβλαβή χημικά στα βιολογικά
λαχανικά
Τα βιολογικά λαχανικά δεν περιέχουν
εντομοκτόνα
Ποια είναι η άποψη σας για τα
βιολογικά λαχανικά?-Τα βιολογικά
λαχανικά είναι φιλικά προς το
περιβάλλον
Όταν υπάρχει σήμανση στα
βιολογικά λαχανικά σημαίνει ότι
έιναι προϊόντα υψηλής ποιότητας
Τα βιολογικά λαχανικά είναι
καλύτερα από τα συμβατικά/μη
βιολογικά
Ανάμεσα σε βιολογικά και συμβατικά
λαχανικά με την ίδια τιμή, θα
αγόραζα τα βιολογικά
Ανάμεσα σε βιολογικά και συμβατικά
λαχανικά με την ίδια τιμή,θα
προτιμούσα τα βιολογικά
ανεξαρτήτου τιμής
Αναζητώ μόνο βιολογικά λαχανικά
όταν αγοράζω
Πιστεύω ότι υπάρχουν ουσιαστικές
διαφορές ανάμεσα στα βιολογικά και
συμβατικά λαχανικά
Πιστεύω ότι μπορώ να αναγνωρλισω
τη διαφορά ανάνεσα στα βιολογικά
και στα συμβατικά
Θα πρότεινα την κατανάλωση
βιολογικών λαχανικών σε συγγενείς
και φίλους
Άποψη για τα βιολογικά λαχανικά
112. Sum up: Discriminant Variables/ Demographics
Final combination of all 3 questionnaires
The demographic questionnaires asked a series of questions regarding
• Age
• Gender
• Information sources
• Gym habits
• Selection of stores
• Who is buyer?
• Dietary choices
• Weight
• Distribution
• Living alone
• Distribution channels
• Professional status
• Educational Background
• Having kids
• Family Income
116. Discriminant Variables/ Demographics : Final
combination of all questionnaires
What is the main source
of info of the customer?
Professional Background
117. Discriminant Variables/ Demographics : Final
combination of all questionnaires
Which stores are most
preferable to shop?
Who is usually makes the
shoopping?
121. Segmentation Mapping and
Cluster naming Justification
• 1ST Questionnaire Cluster 1
• We decided to name it
Healthy – conscious life stylers
because os the strong statistically
significant variables
1ST QUESTIONNAIRE
CLUSTER 1
BASIS
STRONG POINTS
SMALL MEALS
ATTENTION IN INGREDIENTS
EAT MANY FRUITS
EAT MANY VEGETABLES
MANY LEGUMES
FOLLOW A BALANCED DIET
EAT BIO BETER TO OTHERS
HAPPY WITH HIS DIETARY HABITS
FOLLOW A STABLE DIET
IMPORTANT TO HAVE AVICE FROMD
NOT EAT FASTFOOD
EAT BREAKFAST
MEAL WITH VEGETABLES
MAIN MEAL IS VEGETABLES
MIGHT GO TO DIETOLOGIST
CONSUME SEASONAL PRODUCTS
EAT SUPPLMENTARY FOODS
IMPORTANT NUTITIONAL VALUE
IMPORTANT CSR
NOT CHEMICALS
IMPORTANT GOOD TASTE
ENVIROMENTAL SENSITIVE
BUY BIO PRODUCTS
SEARCH BEFORE SELECTING
VISIT SHOPS BEFORE BUYNG PROCESS
DEMANDING IN PURCHASING PRODUCTS
TAKES INTO CONSIDERATION MANY FACTORS
HIGH INVOLED IN SELECTING A PRODUCT
HIGHLY INFORMED ABOUT THE PRODUCTS -
FEEDBACK WELL RECEIVED REGARDING PODUCTS
INFLUNCED BY OTHERS OPINIONS
122.
123. Segmentation Mapping and
Cluster naming Justification
• 2nd Questionnaire Cluster 1
• We decided to name it
• Healthy – Bio supporters
2nd QUESTIONNAIRE
CLUSTER 1
BASIS
STRONG POINTS
EAT BIO PRODUCTS
NOT FREQUENTLY BUYING BIO PRODUCTS
VERY MUCH INTERESTED IN TASTE & SMELL
VERY MUCH INTERESTED IN SMELL
VERY MUCH INTERESTED IN QUALITY
VERY MUCH AWARE OF THE BIO PRODUCTS
VERY MUCH AWARE OF BIO'S NUTRITIONAL VALUE
THEY BELIEVE IN PRODUCTS THAT ARE SEPERIOR TO
BIO PRODUCTS
THEIR OPINION ABOUT BIO PROCUTS IS GOOD
ABOUT BIO PRODUCTS : SMELL - LOOK -FEEL - TASTE
THEY BELIEVE THAT BIO PROUCTS HAVE HIGH
NUTRITIONAL VALUE
THEY BELIEVE THAT ARE VALUE FOR MONEY
THEY LOOK FOR CERITICATION
THEY TRUST THE FLEA MARKETS
THEY BELIEVE THAT BIO PROUCTS HAVE NOT
DETRIMENAL EFFECTS ON HEALTH
THEY BELIEVE THAT BIO PROUCTS DO NO HARM
ENVIRONMENT
THEY HAVE THE PERCEPTION THAT THE BIO
PRODUCTS ARE EQUIVALENT TO HIGH QUALITY
THEY TAKE INTO SERIOUS CONSIDERATION THE
COUNTY'S PRODUCT ORIGIN
THEY THAT BIO PRODUCTS ARE SUPERIOR TO
CONVENTIONAL PRODUCTS
IN CASE BOTH CONVENTIONAL AND BIO HAV THE
SAME PRICE, THEY OPT FOR BIO PRODUCTS
THEY USUALLY BUY BIO VEGETABLES
THEY BELIEVE IN ESSENTIAL DIFFERENCES BETWEEN
CONVENTIONAL & BIO PRODUCTS
THET WOULD SUGGEST BIO PRODUCTS TO FAMILY &
FRIENDS
THEY USUALLY BUY BIO VEGETABLES OF UNKNOWN
PRODUCER
points of parity
price is a main facto in buying process
prioducts availability
country's origin product is important in buying
process
they believe that price is relative to price
they believe that bio price is high
they worry if chemical substances are in BIO
products
Demographics
mixed gender
age 26-45
mixed marital status
Educational background: Bachelor
Income: >12,000Ε
not eating prferences
normal weight
rarely smoking
rarely sports habbits
134. Marketing Metrics
Dashboard
Team A
Boutzegia Maria
Tsifopoulos Christos
Traki Maria- Zinovia
Zerva Aikaterini
MSc Marketing June 2015
Instructor
Dr. Christos Koritos
Personal Selling
135. Agenda
I. Why using a dashboard ?
II. Company Overview
III. Margarita Dima and Marketing Metrics
IV. Part 1 Foundation
The audience
The value add of the dashboard
The type of dashborad
V. Part 2 Structure
The form
Building up the dashboard structure
Design principles & Functionality
VI. Part 3
Information Design
I. Dashboard Metrics
136. Dashboard’s purpose and uses
Dashboard brings the firm’s keys marketing metrics into a single
display.
Tracks marketing effectiveness and guide decision making.
Responds to the increasing complexity and diversity of the
market data.
Reflects both short and long term interests to be viewed in
common throughout the organization.
Enforces consistency in measures and measurement procedures
across department and business units.
137. Dashboard’s purpose and uses
Helps monitoring performance in both evaluating and developmental way–who
performed well and what we have learned.
Used as a planner for goals and strategies used within a company.
A dashboard is used to communicate to important stakeholders, not only the
performance but also what a company values as a performance.
A successful dashboard has a good fit between demand and supply and generate a
positive predisposition among its users.
Key elements for a success implementation:
-Attitude
-Trust
-Expectation management
-Adoption and use
137
138. Information design
Clear presentation of our data provides efficiency in communicating
information to our audience.
-Interface design: organizing the page with most important content
hierarchically with an appropriate color or typography so as to present
our data in more visualized and graphic way.
-Information display: which are the right type of charts and which style
we can choose so as to be more effective and attractive.
138
139. Company Overview
Who is Margarita Dima?
A biologist and agriculturist that is planning to found a company that would produces fresh
vegetables (especially tomato) of high nutritional value.
The uniqueness of Margarita’s proposal is the cultivation method that will be used : the
net house, a israeli patent.
The added value of the product is that the vegetables won’t contain any chemicals and
will bring the special certification of baby foods.This method is a Israeli patent not yet
exploited in Europe.
Key Objective: the core aim is to monitor the health performance of the company with a
view to making a rational decision making based on hard evidence
140. Foundation for creating a dashboard
Who is the audience of the dashboard?
The dashboard is a fundamental tool that that is useful not only for Margarita Dima but
also for pillars of the company: marketing team, sales team, logistics and account dpt.
The value of Marketing Metrics for Margarita Dima is the cornerstone for solid
and rational data decision making
For Margarita Dima the dashborad is a key tool for monitoring company’s health
performance, understanding the market, evaluating the competition and making
strategic movements.
The nature of dashboard proposed and analysed in the following slides is
marketing oriented and driven.
The metric should actionable, common interpretation, accesible, credible data,
transparent, simple calculation.
141. Part Structure
The form of the dashboard should be
Timeliness it is fundamental to be easily and quickly insittutionalized
Aesthetic Value it is vital to be well presented, simplistic, user – friendly and
purely utilitarian
Mobile version as to be accesible from tablet and phone
Data detail it should provide the ability to drill down the data provided
Interactivity ease interaction with the dashboard and its
Collaboration the ease linking of the metrics so as to interpret not just a
metric but also to provide with a holistic view of the company’s performance
142. Building up the dashboard structure
The design principles should be clarity and simplicity based on key pillars for
each metric
1. Data source tracking records from sales etc
2. Construction – data needed for implementing the metric
3. Purpose of the metric
4. Reasoning what’s the reason for selecting this metric
5. Timeframe when institutionalizing and monitoring
6. Insights overall interpretation for having a helicopter view
7. Graphical representation
8. Functionality
1. filters used for further analysis
2. easy export and print of data
3. Drill down breaking down the infor
143. Margarita Dima and Marketing Metrics
First of all, Margarita Dima currently has a limited budget for buying information from
Nielsen and IRI.
Taking this into consideration, the proposed dashboard is a number of metrics that can
be used from day one based on data that can be easily found either via Internet or
company’s track records
The distribution channel will be super markets and delicatessen
144. Metrics Group of metrics: Share of hearts, minds and markets
Metric Data Source Construction
(data needed)
Purpose/Reasoning Timeframe Further exploration
of data
Unit
Market
Share(%)
Gather Personal data (sales to
distributors or direct to
retailers) and data from ICAP
sector studies (if available)
• Unit Sales (#)
• Total Market Unit
Sales
Measure of competitiveness
• To track signs of change in
the competitive landscape
Institutionalized
and monitored:
• Monthly
• Quarterly
• Annually
Margarita can gain more
insights by
• Analyzing the data on
channel level and
salesperson level
Revenue
Market
Share (%)
Gather Personal data and data
from ICAP sector studies (if
available)
• Sales Revenue
• Total Market
Revenue
Measure of competitiveness
• To track signs of change in
the competitive landscape
Institutionalized
and monitored:
• Monthly
• Quarterly
• Annually
Margarita can gain more
insights by
• Analyzing the data on
channel level and
salesperson level
Brand
Developm
ent Index
(I)
Keep track of her sales and
gather data from all available
channels.
Use demographic data
(Hellenic statistical authority
– population census)
• Brand sales to
group(#)
• Households in the
group (#)
• Total Brand sales
(#)
• Total household
(#)
Regional or segment differences
in brand purchases and
Consumption
• Measure brand performance
in a specific group of
customers compared to its
average performance among
all customers
Institutionalized
and monitored:
• Monthly
• Quarterly
• Annually
Margarita can gain more
insights by
• Analyzing the data on a
macro or micro level
Category
Developm
ent
Keep track of her sales and
gather data for all available
channels but also used ICAP
sector studies.
Use demographic data
(Hellenic statistical authority
– population census)
• Category sales to
group(#)
• Households in
group(#)
• Total Category
sales (#)
• Total
household(#)
Regional or segment differences
in category purchases and
Consumption
• Measure sales performance of
a category in a specific group
of customers compared to its
average performance among
all customers
Institutionalized
and monitored:
• Monthly
• Quarterly
• Annually
Margarita can gain more
insights by
• Analyzing the data on a
macro or micro level
145. Metrics Group of metrics: Share of hearts, minds and markets
Metric Data Source Construction (data
needed)
Purpose/Reasoning Timeframe Further
exploration of
data
Sole
Usage(%)
Data can be acquired through
quantitate research using surveys,
distributed via online channels
(FB fan page) or at the points of
purchase
• Customers who buy
only the brand in
question
• Total Brand
Customers
Measure Brand Loyalty Institutionalize
d and
monitored:
• Annually
Margarita can gain
more insights by
• Segmenting the
customers based
on geodemographic
segmentation
Heavy
Usage
Index (I)
Data can be acquired through
quantitate research using surveys,
distributed via online channels
(FB fan page) or at the points of
purchase.
Also she can gather data from
ICAP sector studies
• Average total
purchases in category
by brand customers
(#,€)
• Average total
purchases in category
by all customers in
that category (#,€)
Measures relative
usage of a
category by
customers for a
specific brand.
Institutionalize
d and
monitored:
• Annually
Margarita can gain
more insights by
• Segmenting the
customers based
on geodemographic
segmentation
Awareness
, Attitudes
and Usage
(AAU)
Data can be acquired through
quantitative and qualitative
research. (such as focus groups,
in-depth interviews and
online/offline surveys)
• Customer knowledge
• Perceptions
• Beliefs
• Intentions
• Behaviors
• Geodemographic data
Set marketing and
advertising objectives.
Understand progress in
stages of customer decision
process.
Institutionalize
d and
monitored:
• Annually
Margarita can gain
more insights by
• Segmenting the
customers based
on geodemographic
segmentation
Customer
Satisfaction
and
Willingness
to
Data can be acquired through a
quantitative research
• Satisfaction
• Willingness to
recommend
• Shows strength of
loyalty, potential impact
on others.
• Indicates likelihood of
repurchase. Reports of
dissatisfaction show
Institutionalize
d and
monitored:
• Monthly
• Quarterly
• Annually
Margarita can gain
more insights by
• Analyzing the data
on a macro or
micro level
146. Metrics Group of metrics: Share of hearts, minds and markets
Metric Data Source Construction (data
needed)
Purpose/Reasoning Timeframe Further
exploration of
data
Net
Promoter
Score (I)
Data can be acquired through a
quantitative research
• Willingness to
recommend the
specific brand from a
scale from 0 – 10
likert scale
Measure the degree to which
current customers will
recommend the product (s)
Institutionalize
d and
monitored:
• Annually
Margarita can gain
more insights by
• Segmenting the
customers based
on geodemographic
segmentation
147. Metrics Group of metrics: Margins and Profits
Metric Data Source Construction (data
needed)
Purpose/Reasoning Timeframe Further
exploration of
data
Unit
Margin ($)
Data can be acquired on daily
basis based on her sales
• Selling price / unit
• Cost / unit
Determine value of
incremental sales.
Guide pricing and
promotion.
Institutionalize
d and
monitored:
• Weekly
• Monthly
• Quarterly
• Annually
Margarita can gain
more insights by
• Segmenting the
customers based
on channel
Margin (%) Data can be acquired on daily
basis based on her sales
• Unit Margin (€)
• Selling Price / Unit
(€)
Compare margins across
different products/sizes/
forms of product. Determine
value of incremental sales.
Guide pricing
and promotion decisions.
Institutionalize
d and
monitored:
• Weekly
• Monthly
• Quarterly
• Annually
Margarita can gain
more insights by
• Segmenting the
customers based
on channel
Supplier
Selling
Price (€) –
(# or %)
Data can be acquired by using her
salesforce to track prices of the
retailers on weekly basis.
• Customer selling
price (€)
• Customer Margin (€)
Evaluate channel value
added in
context of selling price.
Calculate effect of price
changes at one level of
channel on prices and
margins at other levels in
the same channel
(supply chain).
Institutionalize
d and
monitored:
• Weekly
• Monthly
• Quarterly
• Annually
Margarita can gain
more insights by
• Segmenting the
market by
geographical area
Average
Price per
Data can be acquired through
track sales records
• Revenue (€)
• Units Sold (#)
Understand how
average prices are
affected by shifts in
Institutionalize
d and
monitored:
Margarita can gain
more insights by
• Compared with
148. Metrics Group of metrics: Margins and Profits
Metric Data Source Construction (data
needed)
Purpose/Reasoning Timeframe Further
exploration of
data
TTL Costs
(€)
Accoount dpt & sales Keep
track record
• Fixed Costs
• Total Variable Cost
Understand how
costs are affected
by changes in sales
volume.
Institutionalize
d and
monitored:
• Monthly
• Quarterly
• Annually
TTL
Variable
Cost (€)
Data can be acquired through
track record from accounting and
sales department
• Unit Volume
• Variable cost per unit
(€)
Understand how
costs are affected
by changes in sales
volume.
Institutionalize
d and
monitored:
• Quarterly
• Annually
149. Metrics Group of metrics: Margins and Profits
Metric Data Source Construction (data
needed)
Purpose/Reasoni
ng
Timeframe Further exploration
of data
Total
selling
(Marketing
) Costs (€)
Data can be acquired through
track record from accounting and
sales department
• Total fixed selling
costs (€)
• Total Variable selling
costs (€)
Understand how
marketing spending
changes with sales.
Institutionaliz
ed and
monitored:
• Monthly
• Quarterly
• Annually
Total
Variable
Selling
Costs (€)
Data can be acquired through
track record from accounting and
sales department
• Revenue (€)
• Variable selling cost (%)
Understand how
marketing spending
changes with sales.
Institutionaliz
ed and
monitored:
• Monthly
• Quarterly
• Annually
Break
Even
Volume
(#)
Data requires is fixed costs, sales • Fixed Costs
• Contribution per Unit
Rough
indicator of
project
attractiveness
and ability to
earn profit.
Institutionaliz
ed and
monitored:
• Quarterly
• Annually
Major indicator for the
overall performance of the
company
Contributi
on per
unit (€)
Keep track record of selling
prices & varibale cost per unit
• Selling price per unit
(€)
• Variable Cost per Unit
(€)
Understand profit
impact of changes
in volume.
Calculate breakeven
level of sales.
Institutionaliz
ed and
monitored:
• Quarterly
• Annually
150. Metrics Group of metrics: Margins and Profits
Metric Data Source Construction (data
needed)
Purpose/Reasonin
g
Timeframe Further
exploration of
data
Break-
Even
Revenue
(€)
Keep track record of selling
prices & varibale cost per unit
• Break – Even volume
(units) (#)
• Price per Unit (€)
Rough
indicator of
project attractiveness
and ability to
earn profit.
Institutionalized and
monitored:
• Monthly
• Quarterly
• Annually
Target
Volume
(#)
Keep track record of fixed costs,
define target profits
• Fixed costs
• Target profits
• Contrubution per unit
Ensure that unit
sales objectives
will enable firm to
achieve financial
hurdle rates for
profit, ROS, or
ROI.
Institutionalized and
monitored:
• Monthly
• Quarterly
• Annually
Target
Revenue
(€)
Keep track record of fixed costs,
define target profits and target
revenues
• Target Volume #
• Selling price per unit
(€)
Ensure that unit
sales objectives
will enable firm to
achieve financial
hurdle rates for
profit, ROS, or
ROI. (applied to
revenue objectives)
Institutionalized and
monitored:
• Monthly
• Quarterly
• Annually
151. Metrics Group of metrics: Product & Portfolio Management- Customer Profitability- Channel Management
Metric Data Source Construction (data
needed)
Purpose/Reaso
ning
Timeframe Further exploration of
data
Year -on –
year
Growth
Data can be acquired through
track sales records
• Value ($,#,%) t- Value
($,#,%) t- 1 / Value
Value ($,#,%) t-
To see percentage
change from one
year to the next
Institutionalized
and monitored:
• Monthly
• Quarterly
• Annually
Margarita can gain more
insights by
• A helicopter view of the
company’s evolution
Customer
profit
Past data of revenues, price and
kilos
• Quantitative data
through surveys
Measuring the
profitability of
customers at an
individual level
Institutionalized
and monitored:
• Monthly
• Quarterly
• Annually
The data can provide room
for segmentation, targeting
ans positioning
Share of
shelfs
The salesforce can keep record of
share of shelf per store that sells
its products
• Facings for Brand
• Ttl facings
Quantify the
prominence of the
brand
Institutionalized
and monitored:
• Monthly
• Quarterly
• Annually
Markdown
in $ & %
Data of its price catalogs • Markdown $ / Initial
price of sku $
• Initial price of sku $ -
Actual Sales Price $
Quantifies shop
flour reductions in
the price of skus .
It is regarded as
indicator of errors
in product
assortment, pricing
or promotion
Institutionalized
and monitored:
• Monthly
• Quarterly
• Annually
152. Considerations on selected metrics
Share of Minds and Hearts
Unit Market Share / Revenue Market Share
Scope of market
If the market share is calculated before or after discounts
Time period covered
Brand Development Index / Category Development Index
Can be used either unit or revenue sales
Sole Usage
Take into account that there are some customers that they do not have access to other options, like those who live in remote areas.
Heavy Usage Index
Can be used either unit or revenue sales
AAU
Answers given might be prompted or unprompted and be subjective based on daily abundance of stimuli (eg. Advertisements)
Customer Satisfaction and Willingness to Recommend
Non linear impact
Response Bias
Satisfaction is a function of expectations
Net Promoters Score
Response Bias
Satisfaction is a function of expectations
Margin and Profits
Unit Margin (€ , #)
Define what are the standard units in the industry.
May not reflect contribution margin if some fixed costs are allocated
Supplier Selling Price
Distinguish margin on sales from markup on cost
153. Considerations on selected metrics
Product and Portfolio Management – Customer Profitability – Channel Management
Year – on – year Growth
Distinguish unit and € growth rate
Customer Profit
Costs and Revenues should be assigned to individual customers
Markdown
Too few markdowns may reflect “under-ordering” otherwise if we have too high the opposite may be true
154. Appendix
As we proposed on our previous slides, excel is the most appropriate tool to gather data and analyze
them.
Its free (in a sense that every company has MS Office)
It is easy to handle. The majority of the educated people know how to use Excel
Easy to update data
Other tools (web/cloud based) that Margarita Dima can use can provide her a more structured and well
prepared template that can give her immediately, anytime and anywhere insights about her company. All tools
that we propose bellow they offer a freemium version but also some can use the professional version by only
offering a small amount of money!
Is an advanced
analytics platform
for mobile & web.
Is a web analytics tool
for FB, twitter,
company’s website etc.
that helps you gather
meaningful insights
about your customers.
Business Intelligence tool
that can help you create
interactive dashboards. More
over it can incorporate data
from different sources and
different formats.
Is an all-in-one business
dashboard app that helps you
easily monitor all your
business data from one
place. It can help you
monitor: Social media,
analytics, marketing, sales,
support, infrastructure etc.
