4Cs in

The Mastery of Situation Analysis

MARKETING
Setting the context – Why we do What we do?
Role of 4Cs analysis in Marketing
Analysis framework
Recap – Key take-out
 The fundamental truth of 4Cs…
WHY WE DO
▪ Choose your battle. Where to play and where NOT – CATEGORY

WHAT WE ANALYSIS

DO? ▪ Know your competitors – COMPETITOR UNDERSTANDING

▪ Self-mastery – COMPANY ANALYSIS

▪ Listen to your consumers – CONSUMER SEGMENTING &

MASTERING THEIR NEEDS

 Role of 4Cs analysis in MKT
WHY WE DO
▪ IDENTIFY business I&O (Issues & Opportunities)

WHAT WE DO? ▪ STRATEGIZE the business

▪ ARCHITECTING & MANAGING brand (or group

of brands)

GROW BRAND – GROW CATEGORY – GROW BUSINESS

WHEN WE DO? PLANNING REVIEW

▪ Long-term: Strategic ▪ Ad-hoc business

business planning review

▪ Mid-term: Annual ▪ Battle back

operation planning competition

▪ Product or Service ▪ Respond to

launch plan category|brand crisis
4C ANALYSIS FRAMEWORK
Category | Competitor | Consumer | Company
 • What is category in Marketing context?
It is Product/Service Classification in Marketing

• Why we need to define category that our product/service is placed in?

Marketers decide which strategies and methods will help promote a business’s
ATEGORY product or service
Define potential sources of competition and identify opportunities

• How we define our category?

Many different ways to define category. There are 2 most popular ways in MKT
1. Products that sharing the same general functionality. E.g: Mercedes & Toyota
compete in one category
2. Shopper-centric category definition: products that meet a similar consumer
need for a particular usage occasion. E.g: Instant noodles and Breads compete
in breakfast category

• The Product Hierarchy could be defined as

▪ Super Product categories
▪ Product categories
▪ Sub categories
▪ Product groups and Sub product groups
 CATEGORY ANALYSIS
Three dimensions to identify
ATEGORY
1. Size

1. Growth

1. Environment
CATEGORY SIZE

1. Product sales
The most commonly used measure of category size would be how much product was sold in the
category. Either by Volume (Volume sales) or Value (Value sales)
Q: Does large category size automatically equate to an attractive category?

2. Number of consumers
• Number of consumers who actually purchase in the category
• Number of potential consumers to the category
• Note: not all customers are equally valuable to companies (80/20 rule)
• Indicator: Penetration %
 CATEGORY SIZE
RANG XAY HÒA TAN
13,000 (65%) 7,000 (35%)

RANG XAY HOÀ TAN 3IN1 HOÀ TAN 2IN1

6000 (85%) 1,000 (15%)

3IN1 WITHOUT ICE 3IN1 WITH ICE

5,000 1,000

PHỐ
Vinacafe NESCAFE 800
IN-HOME OOH 2100 1100
Nescafe Vincafe
30% 70% Café Viet PHINN
3900 9100 Nescafe Vàng SỮa 900 100
100
Tran
G7
Quang
800 Vinacafe CHẤT
1000
100
CATEGORY GROWTH
• Actual Product growth
First is growth itself and second is the growth rate of the category. It is calculated on
quarterly and yearly basic.

• Potential growth
In order to define the potential growth of a category you also need to look at
o Market trend & consumer trend
o Product Penetration
o Consumption Frequency
o Income and spending
VIETNAM INSTANT COFFEE MARKET
An emerging & potential market needs more diversified portfolio

Total market size of

7,500 Bil. VND
maintains a healthy Expansion of youngster consumer
Growth coming from both
growth at 7-8% each Urban & Rural
year Coffee weekly penetration by age groups
+10% 14+ y.o
Higher growth vs. other BEV categories
14 - 19 y.o
Vol. Growth 2016 vs. 2015

Total Beverage ▶ 0.0 +9% 20 - 29 y.o

Soft Drink ▼ 1.0
30 - 39 y.o
Energy Drinks ▲ 2.0 +6%
Fruit Juice ▲ 16.0 40 - 49 y.o

Packaged Water ▲ 16.0 50+ y.o

Ready-To-Drink Tea ▼ 18.0

Sports Drink ▲ 6.0

QUESTION

Imagine you are BM for a beer brand, what market | consumer trend you
should look into?
ENVIRONMENT
All the factors which affect the operations of an organisation are known as marketing
environment

Political & Legal analysis

0 0 Social and Cultural analysis
The government policies and The mood of the society and
1 regulations that affect the functioning 4 the current trend
of a company (Tax, FDI…)

0 Economic analysis 0 Technologies

Economic factors greatly affect the A business needs to be alert
2 functioning of a business 5 about the new technologies and
adapt themselves accordingly,
bring in technologies that would
Demographic analysis help solve the customers needs
0 more effectively
Demographic forces do impact the
3 different market segments, which
includes region, country, age,
educational level
 WHAT ARE RURAL BIG
NEEDS?
1. DAILY NUTRITION 2. KIDS’ HEALTH
• Unstable income from harvesting (3-5Mil. • Vietnamese is the country with the lowest
VND per month) average height
• Lack of meat in daily meal • 37.5% Kids under 5y.o is lack of Vitamin A
• 25% Kids under 5y.o suffer from mal- • 41.5% lack of Zinc leading to digestion & bone
nutrition issue
 THE MOST POPULAR DRINKS IN RURAL VIETNAM
ARE COFFEE & TEA
SHARE OF WALLET (NON ALCOHOL BEVERAGE)

Source: Kantar Worldpanel – Household Panel – Vietnam 4 key cities & Rural – Non Alcohol Beverage
NUTRITION DRINKS ARE STILL AT A BIG GAP VS. URBAN

AFFORDABILITY IN RURAL IS A REAL NEEDS.

• RTD MILK= 7,000VND (cost of packaging & technology= 3,000vnd)
=> Opportunity for a soluble (@ price of 2,000vnd)
 SUMMARY

Category analysis will help you to answer these

ATEGORY
questions:
❑ How big is the market?
❑ What are the trends within the category?
❑ Who are the competitors?
❑ What do they sell?
❑ How can you compete?
❑ What are the main channels of sales & distribution
within the category?
❑ What is the product mix in the category?
❑ Main ingredients & composition trends
4C ANALYSIS FRAMEWORK
Category | Competitor | Consumer| Company
 BASIC STEPS TO UNDERSTAND COMPETITION

OMPETITOR 1. Categorize competitors

2. 360o Examination
3. Method to collect competition info | data
4. Ask your right questions
5. Analyse competitor: competition fact-sheet and
example of Segmentation map
6. Show your right attitude
 CATEGORIZE YOUR RIVALS

▪ Direct competitors
OMPETITOR These are businesses that offer essentially the same products or
services as your company

➢ Primary Competition: they’re either targeting the same audience or

have a similar product — or both

➢ Secondary Competition: These competitors may offer a high- or

low-end version of your product, or sell something similar to a
completely different audience.

▪ Indirect | Tertiary competitors

The classic definition of indirect competitors is companies offering
products and services which aren’t the same as yours but which
could satisfy the same needs
360o EXAMINATION

What we need to explore? To Identify

• Their profile • Their Strengths | Advantages
• Their 6Ps • Their Weaknesses
• Their Media investment • Their potential strategic move
• Their P&L • Define our MKT strategy and plan
• Their Financial report
METHOD OF INFORMATION | DATA COLLECTION
1. Using recorded data
• Available in published form either internally or externally (annual reports, financial statement, and product
brochures, website | fan-page | blog…)
• Syndicated data collected from 3rd parties (data sources from Nielsen | Kantar HHP | GfK | IMS…depending
on what industry you are in)

2. Using observable data

• This has to be actively sought and often assembled from several sources (Observe competitor pricing, watch
their TVC…)
• Following them in social media, sign up for their newsletter…

1. Buy their product | Be their customer

• Getting real experience of product | service offered by your competitors

2. Acquiring opportunistic data

• Coming from discussions with suppliers, customers and, perhaps, previous management of competitors
• Talk to their distributors | retailers what is their satisfaction level collaborating and partnering with your
competitor

3. Implementing primary researches

• Research among competitor consumers | customers to get their feedback of product | service
ASK YOUR RIGHT QUESTIONS

1. Who is your competition for what you sell, with the exact customers you are trying to attract?
2. What would happen if you changed your offerings in such a way that you targeted a different
group of customers, one that would be easier to sell to?
3. Why do your potential customers buy from your competitors? What advantages do they
perceive?
4. What is your competitor’s unique selling proposition? What special feature or benefit does his
product or service have that yours does not?
5. In what ways are you superior to your competitors? What can you offer that they cannot? How
can you emphasize this advantage in your sales and marketing efforts?
6. Where is your competitor vulnerable? How could you exploit this to your advantage?
7. How could you alter your marketing strategy in such a way that you could achieve dominance
in a particular area, with a specific customer or market segment?
COMPETITION FACT SHEET

Competitive Analysis Template

Competitor 1 Competitor 2 Competitor 3 Competitor 4
Direct Competitors Indirect Competitors
Company Profile
Comapny
Key Competitive Highlights
Advantage
Target Market
Market Share
Market Information
Marketing Strategy

Products & Services

Product
Pricing
Information
Distribution Channels

Strengths
Weaknesses
SWOTT
Opportunities
Information
Threats
Trends
SEGMETNATION MAP, TWO AXIS
 LAST BUT NOT LEAST…

OMPETITOR WATCH, ANALYSE, LEARN AND DO BETTER

Many people dismiss or ignore their major competitors. They

criticize or belittle them when their names come up. Often
they think and say that customers who prefer competitive
offerings are simply ignorant or misled. As a result of this self-
inflicted myopia, they fail to observe and learn how to outdo
their competitors in tough markets.
One of the most effective business strategies you can
implement is to always admire your successful competitors.
Never dismiss them out of hand. Study them. Learn from
them. Respect what they are doing well, and look for ways to
improve upon their best features.
4C ANALYSIS FRAMEWORK
Category | Competitor | Consumer| Company
 CONSUMER INSIGHT in driving brand growth

ONSUMER

penetrating understanding which provides hooks or

clues that lead to brand building opportunities
INSIGHT AND BRAND KEY VISION

❖ Insight fuels many elements of the Brand Key Vision

▪ competitive environment
▪ target consumer
▪ emotional benefits: even some functional ones
▪ values and personality
▪ discriminator
INSIGHT TO ACTION

MARKETING ACTION

IDEAS

INSIGHT
INSIGHT TO ACTION
Brand Positioning

Innovation
Trade Marketing

CONSUMER
INSIGHT

Brand Activation
Brand Communication

Portfolio
Planning
INSIGHT TO ACTION

MARKETING ACTION

IDEAS

INSIGHT

CONSUMER UNDERSTANDING
GAINING CONSUMER UNDERSTANDING
SOURCES OF CONSUMER UNDERSTANDING
Insightful mindset Focus groups

Experts Friendship groups

Trends In-depth interviews

Related worlds Leading edge consumers

CONSUME
R
Ethnography UNDERSTA Consumer observation
NDING
Garbology Immersion

Deprivation Shopper observation

Consumer workshops 24 hour clock

Typical day, Best day, Worst day

OUR 3 POINTS OF FOCUS
Greater
Consumer
Intimacy
Strategic Knowledge
Understandin Management
g
BETTER
CONSUMER
UNDERSTAN
DING

Better Investment of Budgets

TOOLS FOR STRATEGIC UNDERSTANDING

Greater
Consumer
Intimacy
Strategic Knowledge
Understandin Management
g
BETTER
- Knowledge Audit CONSUMER
- Brand Health
- Strategic UNDERSTAN
Understanding Plan
DING

Better Investment of Budgets

INSIGHT TO ACTION
Case of BACARDI BREEZER
Innovation Brand Positioning

When women
I will pay
Pack Design are more
The badge if it helps Price Premium
out drinking, they
on me look
my drink want to loosen good
says
up and
a lot about
me have fun but stay
I like to
in circulate
control and look around the Long Neck
IProduct
don’t like bar
the sophisticated and dance Bottle Design
taste of
alcohol
much
 WHAT TO COLLECT?
DEMOGRAPHIC
PROFILE
PSYCHOGRAPHIC
▪ Age PROFILE
▪ Gender MEDIA HABIT
▪ Location ▪ Lifestyle
▪ Channels USAGE & BEHAVIOR SHOPPING
▪ Income ▪ Hobby/interest ▪ Devices OF CATEGORY BEHAVIOR BRAND
▪ Activity ▪ Social
▪ Personality ▪ Where to
PERCEPTION
platform ▪ Consumption
▪ Value ▪ Frequency & occasions buy
▪ Perception
▪ Opinion Time spend ▪ Frequency ▪ One channel
towards our
▪ Attitude ▪ What they ▪ How to use vs. multi-
brand vs.
▪ Dream do? ▪ Individuals vs. channels
competitors
▪ Tension ▪ How often Family sharing ▪ Number of
▪ What is our
they do Satisfaction vs, trips
▪ distinctive
downloading ▪ Volume per
Dissatisfaction imageries?
? Watching trip
▪ Triggers & Barriers
ads… towards category

HELP US TO CRAFT CONSUMER INSIGHT AND IDENTIFY UNMET NEEDS

UNDERSTANDING CONSUMERS

D
E
P
T
H

BREADTH
CONSUMER PORTRAIT
CONSUMER PORTRAIT
CONSUMER PORTRAIT
4C ANALYSIS FRAMEWORK
Category | Competitor | Consumer| Company
SWOT FRAMEWORK

S W
Strengths Weaknesses
Strength is an internal Weaknesses are also internal
factor that are going to factors that will derail you
help you get better from making progress
results

O T
Opportunities Threats
Current and emerging
External factors that external factors that
the company may may challenge the
be able to exploit its company’s
advantage. performance
IDENTIFY COMPETITIVE ADVANTAGE
• Think about what makes your company different than your competitors. Next, do
the same thing for your three competitors.

• Go one step further and actually talk to their customers – ask them why they
shopped with the competitor company. You’ll get some lovely responses and
more than likely find out their competitive advantages.

• Pick the top 3 advantages.

MARKETING PROFILE – TARGET MARKET
• Identify who your target market is and then do research on your competitors
to see who their target market is.

• Fill in your marketing strategies and identify those of your competitors

(through advertising campaigns and promotions). The goal here is to try and
predict what they might have planned for the future and how that will affect
you.
PRODUCT | SERVICE OFFERING

• Comparing your offerings to those of your competitor both on product

portfolio and price.

• Take a look at your product range, product quality and brand credibility.

• Look out for areas where your product or service differs from your
competitors.
DISTRIBUTION CHANNELS
• First, start with your company – how do you get your products or services into
your customers hands?

• Now look at your competitor’s distribution channels – are they automating

more aspects? Do they use more middle men?

• Does there strategy resonate better with customers than yours?

• Do they have better customer satisfaction metric than you?

SUPPLY CHAIN SYSTEM

• Is your optimised supple chain allowing you to have the best COST (cost of
goods sold)?

• Does it provide the best lead time management?

– How long does it take your supplier to then produce your products?
– How long does it take to deliver your products to your distribution | retailers?

• Inventory management: must be accurate and well recorded

RECAP | KEY TAKE-OUT
❑ WHAT information to look for in each analysis

❑ WHY each analysis is important

❑ HOW to do each analysis with thinking framework

❑ WHEN the analysis needed

HOMEWORK – Group assignment

• Pick any brand at your preference

• Define primary rival of the picked brand
• Build Competition Fact-sheet and SWOT for your
brand and competitor
 BRAND ANALYTICS
I. Purpose of Brand Marketing Plan
II. Brand growth levers
III. What is brand analysis
IV. Metric measurement of Brand Growth
1. Retail Audit measurement
2. Buying behaviour tracking: Household panel audit
V. Brand equity measurement
1. Why brand equity matters?
2. How to measure
VI. Using Brand Tracker to track 6Ps
BRAND GROWTH LEVERS
 PURPOSE OF BRAND MARKETING
PLAN

Growing the brand Building brand equity

 WHAT IS BRAND ANALYTICS?

We define a “Brand” as the sum of all feelings, thoughts and

recognitions that a target audience will have about a company

Consequently, the definition of brand analytics or brand analysis is:

our ability to quantitatively measure all the feelings, thoughts, interactions,

and recognitions from a target audience.

These quantitative measurements, or brand metrics, are then put together

to help companies make informed business decisions that will strengthen
the brand insights, drive marketing, drive sales, and increase long-term
profitability.
 WHAT IS THE RULES?

Market share | Growth

=
How many people buy our brand - Penetration
X

How often they buy the category - Category

frequency
X

How often they choose us - Loyalty

X

How much they buy - Volume bought

GROW THE BRAND AND BUILD BRAND EQUITY
6Ps BRAND GROWTH MODEL
Profit

Turnover/ Value Market Size Value Share

MARKET DYNAMICS Value
AND Market growth
FINANCIAL RETURN Price Economy, Trends,
Development

Volume Market Volume

Volume
Size Share

How many people buy? How much they buy?

BUYING Penetratio Loyalty
BEHAVIOUR n Purchase frequency Volume bought

6PS
(BRAND Propositio
Promotion Place Price Pack Product
LEVERS) n
 Brand Growth
METRIC MEASUREMENT
 6Ps BRAND GROWTH MODEL

Profit

Turnover/ Value Market Size Value Share

MARKET DYNAMICS Value
AND Market growth
FINANCIAL RETURN Price Economy, Trends,
Development

Volume Market Volume

Volume
Size Share

How many people buy? How much they buy?

BUYING Penetratio Loyalty
BEHAVIOUR n Purchase frequency Volume bought
VOLUME |VALUE SALES (1)
Definition: Sales to the consumer/ The value of those sales expressed as a specific
currency to the consumer

Implication: Measure total market size, manufacturer/ brand… performance in terms

of volume/value
VOLUME |VALUE SALES (2)
Implication: Measure size in value/volume by region and identify any seasonality of
category, if happened

REGION SALES & CONTRIBUTION

MAT Non Tet’

‘16 -Tet 16
35.7 peri
36.7 31.6
MKD
od
HCM 19.4 19.8 17.7

S.EAST 18.6 19.2 16.2

NORTH 11.2 10.4 16.8

CENTRAL 8.4 8.8 7.3

MT 6.7 5.2 10.3

North & MT increasing ~12%

contribution in Tet
VOLUME |VALUE SHARE
Definition: An individual brand or SKU’s share of either its total market or a
specific market segment

Implication: Measure the performance of a brand/ manufacturer in a context of

market with other competitors
MARKET SHARE vs. MARKET GROWTH
Q: Does gaining market share ensure brand growth?

A: Always look at Share & Growth indicators together

Brand grows when

✓ Having Share gain
✓ Having actual
growth

Why
• Ensure a healthy growth of brand
• Sustainable growth for business
• Well profit to the company
• Increase investment to MKT & brand build
RELATIONSHIP BETWEEN VOLUME & VALUE
- PRICE increasing vs. decreasing
- Market Up-trading vs. Dow-trading
- Movement of Pack-size bought

NW – Volume % NW – Value %
DISTRIBUTION ~ NUMERIC DISTRIBUTION

Definition: Percentage of stores handling (selling, purchasing or stocking) the

product during the audit period

Implication: Measure the coverage of a brand

Numeric dist. = Shop Count

= 10
1 1 1 1 1 1 1 1 1 1

If Kokomi is stocked in these four stores, it has:

40% Numeric Total Stock Distribution
DISTRIBUTION ~ WEIGHTED DISTRIBUTION
Definition: % of category turnover accounted for by those stores handling
the product during the audit period

Implication: Measure the effectiveness of distribution (brands are

distributing in big sores or small stores)
→ Opportunity of gaining sales due to distribution build

15 30 15 6 4 7 10 5 3 5
= 100
Weighted dist. = Contribution to Instant NoodleTurnover
If Kokomi is stocked in these four stores, it has:
70% Weighted Total Stock Distribution
 6Ps BRAND GROWTH MODEL

Profit

Turnover/ Value Market Size Value Share

MARKET DYNAMICS Value
AND Market growth
FINANCIAL RETURN Price Economy, Trends,
Development

Volume Market Volume

Volume
Size Share

How many people buy? How much they buy?

BUYING Penetratio Loyalty

BEHAVIOUR n Purchase frequency Volume bought
PENETRATION

Definition: % of all households who have bought the brand one or more times
during a specific period of time

HH1 HH2 HH3 HH4

100% 75% 50%

HOW CAN WE INFLUENCE ON PENETRATION?

▪ Increasing distribution / reduce out-of-stock

▪ Increasing shelf space / visibility
▪ Sampling / Direct marketing activities
▪ Extra free / Price discounts / Cross-cat or banded pack promotions
▪ Introducing a new variant (unmet need) or trial pack size
▪ Consumer education of product / brand relevance
FREQUENCY

Definition: Average number of purchase trips of the category/brand per buyer in

the considered time period
It is a key driver to the average volume bought per buyer construction
▪ How many times did the buyer purchase the category/segment/brand?
▪ How often do people visit the category?

Frequency = Total purchase occasions ÷ Number of buyers

VOLUME PER TRIP

Definition: Average amount of volume for the category/brand per purchase occasion in
the considered time period
It depends on the pack sizes bought and the number of packs bought per
trip/purchase occasion:
• How much do people buy at a time?
• Is there a change in size preference?

Volume per trip = Total volume bought ÷ Total purchase occasions

 BEFORE WE MOVE ON…
LET PLAY A SMALL GAME

Mark the Marketer…

Mark is a young successful
marketing manager. He is
single and lists tennis, theatre
and socialising as his key
interests

He has a high disposable income

and believes life is to be
enjoyed for the moment
Which Car Will Mark Buy?

Car A Car B
• 2.4i, injection engine • 2.4i engine
• Air conditioning • Radio
• Anti-lock braking system • CD multi changer
• CD multi changer • Four speakers
• Premium Audio System with
eight speakers
• Metallic paint
• Alloy wheels
 Which Car Will Mark Buy?

• 2.4i, injection engine • 2.4i engine

• Air conditioning • Radio
• Anti-lock braking system • CD multi changer
• CD multi changer • Four speakers
• Premium Audio System with
eight speakers
• Metallic paint
• Alloy wheels
Brand Equity
MEASUREMENT
Why Does Brand Equity Matter?

Consumer Loyalty

Price Premiums

Brand Equity Negotiating power with

Drives… Customers/Channels

Bigger Margins

Brand Growth
BRAND HEALTH CHECK PYRAMID

Increasingly valuable

Conviction Can anything else beat it?

C
O
Advantage Does it have any advantages? N
S
Acceptable Is it satisfactory? U
Performance M
Does it cater for me? E
Relevance R
S
Do I know about it?
Presence
Exercise: Mystery Brands - Brand Pyramids

Brand A Brand B

Conviction 7
40%
%

Advantage 16
51%
%
Acceptable
performance 62% 42%

Relevance 63% 48%

Presence 95% 79%

Exercise: Mystery Brands - Brand Pyramids
2016 2017
Brand A Conviction 40% 46%

Advantage 51% 55%

Acceptable
performance 62% 65%

Relevance 63% 67%

Presence 95% 93%

Brand B 2016 2017

Conviction 7 7
% %
Advantage 16 14
% %
Acceptable
performance 42% 43%

Relevance 48% 48%

Presence 79% 81%
CALCULATING THE BRAND SIGNATURE

Brand Brand Expected Brand Signature ™

Pyramid Conversion Conversion Does the Brand get
% Based on all more or less than its fair
brands in the share?
category
Conviction 10 = 33 40 -7
10
%
30
30 = 67 75
Advantage -8
30% 45
Acceptable 45 = 75 80 -5
Performance 45% 60

Relevance 60 = 75 71 4
60%
80

Presence 80% 80 = 80 50 30
100
SOME TYPICAL TYPES OF BRAND SIGNATURE
Type Type Type Type
1 2 3 4

Strong brands; well-known Brands with potential Niche/targeted brand

Dominant brands; part and liked
of everyday culture Lower presence, strong
Strong presence and advantage and Lower relevance, strong
Strong presence and conviction advantage and
conviction
very strong conviction conviction

Type Type Type Type

5 6 7 8

?
Brands that have to work Brands that have lost No notable strengths Not very well known
harder momentum
Not differentiated Low presence
Trouble at relevance, Strong presence, lower
advantage and/or advantage and/or
conviction conviction
BENEFITS OF BRAND HEALTH CHECK

ENABLE US TO

▪ Quantify brand strengths and weaknesses

▪ Understand what drives purchase
▪ Helps predict the impact of various marketing
actions
▪ Acknowledges the importance of different
types of loyalty
▪ Provides insight into how to build and sustain
loyal consumers
STRATEGIC UNDERSTANDING PROCESS
A integration of strategic knowledge from 3 sources

0
Market performance
1
Growth | Market share
| Pricing | Distribution

0 0
Buying Behaviour
Brand Health
2
Brand interest | Brand
loyalty
3 Penetration |
Frequency | Volume
bought |Retention
6Ps TRACKER
6Ps MODEL REVIEW

Proposition The brand that consumers have in their heads.

Promotion Promoting the brand wherever the consumer is.

Place What happens wherever consumers buy the brand

Pack The packaging the consumer sees and uses

Price The price the consumer pays, regular or on promotion.

Product The product or service offered.

6Ps TRACKER MODEL

Surface
Issue • A description of the headline issue which you have observed or which has been presented to you

Volume in market Value in market Price in market Internal financials

Market • Is market volume • Is market value • Does price in-market • Market volume the key
growing or declining? growing or declining? reflect pricing strategy? measure
Dynamics • Down to retailer level • Down to retailer level • Competitor pricing • What are the reasons
& Financials • Are there shifts • Are there shifts activity? for difference between
between brands in between brands in • What is the impact of internal & external
volume market share? value market share? price on value share? trends?

Who? What? When? Where?

Buying • Who specifically is • What are the sources • When specifically are • Where specifically is
driving changes in of growth/decline?: consumption changes this behaviour being
Behaviour consumption? -more/less people happening? observed?
buying -all the time -at national, regional,
• Who specifically is most -buy more/less often -seasonally channel or retailer
loyal to brand? -buy more/less product -linked to promotions level

Proposition Promotion Place Price Pack Product

6P Brand • How relevant, • Available right • Consumer • How effective • How well do
T • Are promotion
Levers differentiated
& credible do activities place & right
time when
perception of is brand products WHY?
V consumers delivering consumers brand value packaging both perform vs
perceive the against their might want to for money vs at point of sale competition vs
brand benefit? objectives? buy? competition? & in-use? BVP KPIs?

Root • A highly specific and insightful description of the issue you are facing, identified by interrogating and cross
Issue referencing data from the various levels of the 6P’s Growth Model

Next • What action must you now take to help identify the relevant Job to be Done?
Steps
ENJOY YOUR DETECTIVE JOURNEY!
THANK YOU.
Contact
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