technology marketing: knowing internal...

Technology Marketing:knowing internal environment and conducting

SWOT analysis

Prof. K. FUKUYO, MOT, Yamaguchi Univ.

Marketing flowCustomer

• Who is your Customers• Customers’ problem• Customers’ needs

Business Environment• Society, technology,

economy, education• Competition• Stakeholders

Your ability• Technology, design• Sales force• Appeal power

Analyses

Decision Making

Planning

ProductPricePlace

Promotion

Product / service launch

Feedback / control

Go back to the start

Company’s Vision, Mission, Aims (policies), Objectives

(c) Prof. Kazuhiro FUKUYO, PhD, 2019

Internal Environment


Before making new products or services, you should know the internal environment, too

You should understand the capability of your company / organization

Typical scheme to understand the internal environment (capability / nature of the company / organization) is a “value chain” model

新たな商品を作る前に，「内部環境」も知る必要がある

まず，自分の企業・組織の能力を知ること

内部環境を理解するための典型的な枠組みとして「バリューチェーン」モデルがある

Value chain

Outputvalue

Inputcosts

Support activities

Primary activitiesInbound logistics

Operations

Outboundlogistics Sales Services

Firm infrastructure

Human resource management

Technology development

Procurement


Primary activities


InboundLogistics購買物流

Operations

オペレーション

OutboundLogistics出荷物流

Sales

販売

Services

サービス

Getting orders from customersPurchasing, stocking, distributing materials

Making products or services by using materials

Stocking and providing the products / services

Promotingand selling products / services

Maintainingand fixing products / services

Appropriate quantity, quality, and cost;Catching calls from customers

Quality and quantity;Costs of manufacturing

Inventory adjustment;Quick and safe delivery

Encourage customers to by the products / services

Claim management

Primary activities


InboundLogistics購買物流

Operations

オペレーション

OutboundLogistics出荷物流

Sales

販売

Services

サービス

顧客から注文を受ける

購買，資材管理，生産現場への資材供給

資材を使って商品/サービスを製造する

商品/サービスの供給

商品/サービス

の販売促進と販売

販売後の保守管理

適切な量，質，コスト失注を防ぐ

量，質，製造コスト

適切な在庫管理

迅速で安全な納品

顧客に購入を促す工夫

苦情処理

Importance of primary activities


The primary activities are ordinary works

They are not special works

However, if your company conduct primary activities worse than the rivals, your company lose the competition

Your company should conduct each of primary activities better than the rivals

「主活動」は通常業務であり，特別なことではない

しかし，ある企業が主活動をライバルよりもうまくこなせない場合，その企業は競争に負ける

企業は各主活動をライバルよりもうまくこなしていく必要がある

“Don’ts” in outbound logistics


Don’t package your products poorly Too much packaging is not

required But it is required to package

your products in order to prevent damage

Don’t be late for delivering your products to your customers Late delivery loses your

customers’ trust Don’t forget to have enough

products on hand If there’s no products in your

shops, you will lose business chance

製品の包装に気を配ること納期に注意十分な在庫を持つこと

“Don’ts” in services


Don’t forget service supports after you provide your products / services If you sell cars, you should

conduct maintenance supports for your customers You will get money from the

maintenance supports and selling spare parts

Don’t leave claims from your customers You will lose the customers’

trust You cannot get important

information to improve your products

納品後のサポートを忘れないこともし自動車を販売するのなら，

メンテナンスサポートを忘れないことメンテナンスサポートによって，サービス料や部品交換代など追加の収入を得ることができる

顧客からの苦情を放置しないこと顧客からの信頼を失う

商品を改良するための重要情報を逃す

Support activities


Firm infrastructure Organizational structure,

control systems, company culture, etc.

Human resource management Employee recruiting, hiring,

training, development, and compensation

Technology Technologies to support

value-creating activities Procurement Purchasing inputs such as

materials, supplies, and equipment

支援活動には次のものが挙げられる企業インフラ

組織構造，企業文化，その他

人材資源管理採用，トレーニング，能力開発，報酬

技術開発価値創造活動をサポートする技術

調達原材料や部品などの調達

Technology affects primary acts.


For inbound logistics Transportation Material handling and

storage Communications

Operations Process Materials Machine tools Material handling Packaging Maintenance Design Testing

購買物流輸送材料の搬送・貯蔵意思伝達

オペレーションプロセス材料加工機械材料搬送包装保守設計試作

Technology affects primary acts.


Outbound Logistics Transportation Packaging Communications

Sales Media (TV / Internet, etc.) Communications

Service Communications

出荷物流

輸送

包装

意思伝達

販売

情報媒体

意思伝達

サービス

意思伝達

Value chain analysis: primary acts.


Primaryactivities主活動

Issue Impact / implications

Comments / actions

Inbound logistics

Operations

OutboundlogisticsSales

Services

Value chain analysis: support acts.


Supportactivities支援活動

Issue Impact / implications

Comments / actions

Firm infrastructure

Human resource management

Technology

Procurement

SWOT analysis


You can get much information from the external (macro and micro) and internal (value chain) analyses

In order to identify the key issues among the information, SWOT analysis is conducted

Strength (of your company) Weakness (of your

company) Opportunity (in the business

environment) Threat (in the business

environment)

外部分析と内部分析によって莫大な情報が得られる

そのなかで最も重要な問題を特定するためにSWOT分析が実施される

Strength and weakness Strength and weakness are related to the internal

environment of a company

強み・弱みは企業の内部環境に関わる（ライバルとの相対比較によるが）

Example: If your company can make a product at less than half the cost

of the other company, that is strength of your company However, if a Chinese company make the same product at less

than the cost of your company, that is weakness of your company

Your product

cost: $50

Rival’s product cost:

$100

Chinese product cost: $25WeakStrong


Opportunity and Threat


Opportunity and threat are related to the external environment of a company Example

Rise of oil prices will be threat for a fuel-inefficient-car company and opportunity for a fuel-efficient-car company

機会と脅威は外部環境によって決まる

例：エネルギー価格

エネルギー価格の高騰はある会社には機会として，別の会社には脅威として作用する

Procedure of SWOT analysis


Based on the results of external (macro- and microenvironment) analyses, describe the opportunity and threat to your company

Based on the internal (value chain) analysis, describe the strength and weakness of your company

Think how to change your weakness into strength

Think how to change threat to your company into opportunity by applying your strength

外部環境分析に基づいて機会と脅威を特定する

内部環境分析に基づいて強みと弱みを特定する

どのようにしたら弱みを強みに変えることができるか

どのようにしたら強みを生かして脅威を機会に変えることができるか

SWOT Analysis


Opportunities1.2.…

Threats1.2.…

Strengths1.2.…

Use strengths to take advantage of opportunities1.2.

Use strengths to avoid threats (make difference)

1.2.

Weaknesses1.2.…

Overcome weaknesses by taking advantage of opportunities1.2.

Minimize weakness and avoid threats

1.2.

SWOT Analysis


Opportunities機会1. 2.…

Threats脅威1.2.…

Strengths強み1.2.…

積極策：

強みを生かして機会を掴む1.2.

差別化：

強みを生かしてライバルとの違いを示す1.2.

Weaknesses弱み1.2.…

改善策：

弱みを克服して機会を掴む1.2.

守勢もしくは撤退策

弱みを最小化するか，撤退する1.2.






Analyses

Decision Making

Planning

ProductPricePlace

Promotion


Feedback / control


Company’sMission, Aims, Objectives

Now you’re here


Decision making


Based on the results of analyses (macro, micro, value chain, and SWOT) and together with the company’s vision, mission, aims / policies, and objectives, you will make the decision and business plan

Vision, mission, aims / policies, and objectivesshould be established before starting business (ideally)

They should be revised when the business environment changes

外部環境分析，内部環境分析，SWOT分析の結果とビジョン・ミッション等とに基いて事業計画を決定する

ビジネス開始前からビジョン，ミッション等が確立されていること望ましい

ビジネス環境の変化に応じてビジョン・ミッション等を作り直す必要がある






Analyses

Decision Making

Planning

ProductPricePlace

Promotion


Feedback / control



Now you’re here


計画と戦略と戦術

経営における、計画、戦略、戦術の違いは？

計画は・・・

戦略は・・・

戦術は・・・


計画とは

事業計画、販売計画、中期計画など

時間によって駆動される

「○月○日に発売」

「○月までに▲台達成」

ある時点での予測に基づく

実際の「商機」とは関係が無い

突然の経済環境の変化に対する判断がない

現実との乖離が著しくなれば修正・廃案


戦略とは

経営戦略、研究開発戦略など

長期的な利益の安定的成長を図ること

例：10年で売り上げ倍増


戦術とは

個々の製品の仕様・価格決定，プロモーションなど

マーケティング・ミックス(4P)のような「戦略」は実際には戦術に過ぎない

製品のヒット率を向上するような策ならば、「戦略」

企業の利益は個々の戦術に支えられている


軍事上の戦術・戦略

戦術の任務は個々の戦闘にそれぞれ形を与えることであり、また戦略の任務はこれらの戦闘を使用することである戦術：戦闘の形成に関わる戦略：戦闘の意義に関わる

戦術においては理論を組み立てる困難が戦略におけるよりも遥かに少なく済むのである

方法は戦略におけるより戦術において多く使用されるのである方法とは常に繰返されるものとして選び出された手続きのことである

クラウゼヴィッツ『戦争論』（篠田英雄訳、岩波文庫）


戦略戦術

戦術と戦略の違い

属人的

状況に応じた特殊解

アート

非属人的

再現性のある一般解

サイエンス


戦略を考える前に…


そもそも，企業や組織の持っているミッション（使命），ビジョン（将来像）を振り返ること例：鉄道の会社がディスカウントストアを経営するのは意味のないこと ⇒ では，コンビニを経営するのは?

ミッション・ビジョンの例：日産ビジョン

人々の生活を豊かに

ミッション私たち日産は，独自性に溢れ，革新的なクルマやサービスを創造し，その目に見える優れた価値を，全てのステークホルダーに提供します。

それらはルノーとの提携のもとに行っていきます。

ミッション・ビジョン・戦略目標・戦略…


ミッション

ビジョン

戦略目標1

戦略1

戦術1.1 戦術1.2

戦略目標2

戦略2

戦略目標3

戦略3

Vision and Mission


Vision Vision is a short

statement what the company wants to be

Mission Mission is a short

statement of what organization is

It describes why it exists and what it does to achieve its vision

It focuses on what benefit the company provides

ビジョンビジョンとは，ある企業が将来どのようになりたいのかを示す短い文章

ミッションミッションとは，その企業が何をする企業なのかを述べる短い文章

その企業の存在理由やどのようにビジョンを達成するのかについて述べる

その企業がどのような利益をもたらすのかについても述べる

Example of mission, etc. (SONY) Vision To create exciting new digital entertainment experiences

for consumers by bringing together cutting-edge products with latest generation content and services

Mission Sony is committed to developing a wide range of

innovative products and multimedia services that challenge the way consumers access and enjoy digital entertainment

By ensuring synergy between businesses within the organization, Sony is constantly striving to create exciting new worlds of entertainment that can be experienced on a variety of different products


Example of mission, etc. (HONDA) Company Principle (Mission Statement) Maintaining a global viewpoint, we are dedicated to

supplying products of the highest quality, yet at a reasonable price for worldwide customer satisfaction.

Management Policies Proceed always with ambition and youthfulness Respect sound theory, develop fresh ideas, and make the

most effective use of time Enjoy work and encourage open communication Strive constantly for a harmonious flow of work Be ever mindful of the value of research and endeavor


Example of mission, etc. (Philips) Mission Improving people’s lives through meaningful innovation

Vision At Philips, we strive to make the world healthier and more

sustainable through innovation Our goal is to improve the lives of 3 billion people a year

by 2025 We will be the best place to work for people who share

our passion Together we will deliver superior value for our customers

and shareholders


Example of mission, etc. (SAP 1) Vision Consistently deliver high quality solutions focused on

improving customer satisfaction Mission Research and develop new methods and standards. Proactively communicate and share knowledge. Apply the knowledge to enhance our products, processes

and services. Continually monitor and improve our performance against

set targets. Strive for prevention of failure, defect reduction and

increased customer satisfaction.


Example of mission, etc. (SAP 2) Policy

Quality is the basic requirement for the satisfaction of our customers and the resulting competitiveness and economic success of SAP

The Executive Board dedicates itself to the implementation and monitoring of the following principles: SAP employees shall work according to the Quality Management System applicable in their

area SAP employees shall undertake all actions required to maintain a close cooperation with

internal and external customers and partners, and a performance-oriented communication with its suppliers

Continual improvement of our products, processes, and services coupled with innovation is at the center of our endeavors. To this end, SAP employees shall further optimize our organizational, operational, and technical processes. Quality Management shall support the business-oriented behavior of all parties involved

Promoting employee satisfaction and quality awareness are major managerial functions in the entire company. Quality shall be an integrated element of daily business for everyone

Integrity, excellence, partnership, innovation, and openness are required from all SAP employees to achieve the goals. They have to know the input requirements to comply with quality in their area. Internal education is provided to help SAP employees fulfill their tasks

Quality goals are regularly defined, implemented, and monitored by responsible parties within the framework of our Quality Management Systems


Objectives


You should embody mission/vision more specific

Mission and vision are transformed into specific, measurable, aspirational, realistic, and time-bound objectives

ミッション・ビジョンをより具体化したものが必要である

それが戦略目標

戦略目標は，具体的かつ測定可能なもの，現実味があると同時に向上心があるもの，そして時間の制約を備えたものである

Specific, measurable


“We will develop a fuel-efficient vehicle” is not a specific objective

“We will develop a fuel-efficient vehicle in 10 months” is specific but not measurable

“We will reduce fuel consumption of a vehicle by 30 % in 10 months” is specific and measurable

「燃費の良い自動車を開発する」というのははっきりしない目標

「10か月以内に燃費の良い車を開発する」というのはよりはっきりしているが，測定不可能な目標

「10か月以内に自動車の燃費を30%向上する」というのは明確で測定可能な目標

Aspirational, realistic


“We will develop a flying car” is aspirational but not realistic

“We will develop a fuel-efficient vehicle” is realistic but not aspirational

“We will develop a driverless car” is aspirational and realistic Google is now developing a

driverless car (which drives itself <<automatically>> and does not require a driver)

「空飛ぶ自動車を開発する」というのは意欲的だが非現実的

「燃費の良い自動車を開発する」というのは現実的だが意欲的ではない

「運転手のいらない自動車を開発する」というのは意欲的で現実的グーグルの自動運転者

Time-bound


Objectives should have time limits When it starts When it ends

Timeless objectives will not ends It will fail

目標には時間の観念が必要

いつ始まるのか

いつ終わるのか

時間制限のない目標は終わらない

終わらない目標は失敗に至る

Decision making

Results of Analyses• External environment

is like this …• Internal environment

is like this …

分析結果• 外部環境は…• 内部環境は…

Decision Making

意思決定

Your company’sVision

MissionAims / policies

Objectives

企業のビジョン，ミッション，目的，政策，目標

Based on the results of analyses, together with vision, mission, aims, policies, and objectives, you should decide what you should do

外部環境・内部環境の分析結果やビジョンやミッションをすべて踏まえた上で意思決定を行う







Analyses

Decision Making

Planning

ProductPricePlace

Promotion


Feedback / control



Now you’re here


Planning


In the planning stage, you should make plan for the following elements: Product Price Place Promotion

These elements are often called “Marketing mix”

計画段階では，4つの”P”，通称「マーケティング・ミックス」について計画を立てなくてはならない

商品

価格

流通

販売促進

Product


You should make a concrete / specific plan of product / services, which you offer to your customer

Note People don’t want products They want to solve their problem

Example People don’t want a computer They want to use the internet

services So, people don’t buy a computer,

if there are cheaper devices to connect to the internet, such as mobile phones, tablet PC, etc.

顧客に提供する商品/サービスを具体的・明確に企画しなくてはならない

注意点顧客は商品/サービス自体を欲し

ているのではない顧客は商品/サービスによって顧

客が抱えている問題を解決したいのである

例顧客はコンピュータを欲しがってい

るのではない

顧客はインターネットサービスを利用したいのである

従って，もし，インターネットに接続できる安価なデバイスがあれば，顧客はそちらを購入する

Price


How much will the customers pay for your products / services? Customer will not pay for

your products themselves

They will pay for the benefit which your products give

商品/サービスに対して顧客がいくら払うのか？

顧客は商品/サービス自体にお金を払うわけではない

顧客は商品/サービスの利用によって得られる便益に対してお金を払っている

Place


“Place” means how to provide your products / services at a place, which is convenient for consumers

If you develop a good product but you cannot send it to your customers, you could not get any profit

Logistics (transportation, packing, money-collecting, etc.) are vital for your business

流通というのは，顧客にとって便利な方法・場所で商品/サービスを供給すること

もし，良い商品を作ることができても，それを顧客に届けることができなければ，企業は利益を得られない

流通（輸送，包装，集金）は事業の成否を左右する

Promotion


Promotion consists of many activities, such as Advertising your products

/ services Informing benefit of your

products / services to customers

Sales promotions (discounts)

Etc. Promotion is a type of

communication

販売促進（プロモーション）は様々な活動で構成されている

宣伝広告

顧客に商品/サービスの良さを伝える

ディスカウントなど販売上の工夫

販売促進はコミュニケーションの一種

To concentrate on “product”


Marketing mix is often called “4P’s”

Each element of the marketing mix is important

However, in this lecture, we concentrate on “product”

Because this lecture is “technology management” and it has strong relationship with products / services

4Pの要素はビジネスの上でいずれも重要である

本講義では「4P」のうちの”product”に注目する

Literature1. Tony Curtis: Marketing for engineers, scientists and

technologists, Wiley, 20082. Michael Porter: Competitive Advantage, 19853. Dave Needham: Business for Higher Awards,

Heinemann, 19964. http://www.philips.com/


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