Various Marketing Models have been developed within the Marketing Knowledge Base. Click on one of the links below to navigate to the relevant model.
The 7S Model is a management model that is used in analysing the internal organisation. According to the model, the most important elements of an organisation must be attuned to each other.
In this article we describe the Abell Business definition Model (Abell Three Dimensional Business Definition Model), often applied to analyze a business’s scope of operation.
The Ansoff Model or the Ansoff Product-Market Matrix is a strategic aid in formulating growth strategies. By correlating two important strategies (product-portfolio and competition-market), consideration over the strategic development of a company in a market can be done in a logical way.
The BCG Matrix was developed in the 70’s by the Boston Consulting Group and since then plays an important role in the Portfolio Analysis. The model can be used in finding the balance within the present portfolio to Stars, Cash Cows, Question Marks and Dogs. Furthermore, it is input for an organisation’s strategy.
Confrontation Matrix is actually a component of the SWOT Analysis whereby strong and weak points are "confronted" with opportunities and threats with the aim of developing a good strategy. In a marketing plan, the Confrontation Matrix often plays an important role.
The Customer Pyramid is a way to segment clients. It is based on the Pareto Effect (20/80-rule). This postulates that 20% of clients generate 80% of the revenue. By making a layout thereof in the form of a pyramid, a visual display emerges.
FOETSJE is an abbreviation and an aid for analysing target-setting, strategy and strategic options. It is, among others, applied in the SWOT Analysis and Confrontation Matrix to test the chosen strategy. After formulating a prefered strategy, proceed to researching whether it is feasible.
According to Greiner, an organisation goes through six successive long term phases that are changed by a short crisis during its growth. Insight into the phases of growth and crisis helps organisations respond to it. The model is often applied on relatively young and fast-growing businesses.
The MABA Analysis is a Portfolio Analysis and an extension of the BCG Matrix. It stands for Market Attractiveness Business position Assesment. The MABA Analysis is also known as General Electric’s Portfolio Matrix, MABA Model and MABA Matrix.
Maslow’s Theory of Motivation is one of the most familiar theories from psychology and concerns the universal need of people. According to Maslow, people strive for the same needs. Accordingly, he divided these into groups and constructed a hierarchy.
The Business Model Canvas Model can be used as aid for developing a new, or analysing and mapping an existing business model of a company. It gives a graphic representation of a number of variables that show the values of the organisation. The model is developed by Alexander Osterwalder.
Pareto Effect concerns cause/effect and says that in many cases 80% of effects arise from 20% of causes. An example: 80% of the revenue is generated by 20% of the clients. That is why it is also known as the 80/20 rule.
According to Porter there are three different competitive strategies that organizations can employ to create added value and distinctive features relative to their competitors. Porter differentiates the following strategies:
Porter’s Value Chain is a strategic model that is included in research for, or development of, competitive advantage of an organisation. According to Porter, competitive advantage is established by the whole organisation,=
The Five Forces Model is a strategic model that is based on five forces that determine the attractiveness of a market. By working out this model, an assessment can be made over the relative attractiveness of an industry. The strategy of an organisation can be adjusted based on this.
The portfolio Analysis often makes use of the Product Life Cycle (PLC). The model provides a picture of the phase that a product endures. The speed with which a product goes through the cycle is dependent on.
According to Treacy and Wiersema, there are three different value discipline strategies that organisations can implement in order to create added value and distinctive character relative to its competitors. They distinguish the following strategies
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