Developing marketing strategies & plans chap2 (f.untalan)
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Developing marketing strategies & plans chap2 (f.untalan)
- 1. Developing Marketing Strategies & Plans Chapter 2 Frederick Untalanv49 Marketing Management MBA in Health Batch 8AGSB Marketing Class Coached by Prof. Remigio De UngrIa
- 2. Objectives How does marketing affect customer value? How is strategic planning carried out in different levels of the organization? What does a marketing plan include?
- 3. Marketing and customer value
- 4. 3 V’s Approach to MArketing
- 5. Value Delivery processDelivering “Superior Value” Produces a product Sells the product Identifying/choosing the value Segmentation Targetting Positioning providing/delivering the value Product features Prices Distribution Communicating the value TRADITIONAL view Marketing starts early in the planning
- 6. What is the Value Chain? The Value Chain is a tool for identifying ways to create more customer value because every firm is a synthesis of Primary & Support activities performed to design, produce, market, deliver & support its products.
- 9. Core Business Processess 1. Market –sensing process (marketing intelligence) 2. New – offering realization process (R & D) 3. Customer acquisition process (defining target markets & consumers) 4. Customer relationship management process (deeper understanding of consumers) 5. Fulfillment management process (receiving, shipping, & collecting payments)
- 10. Characteristics of Core Competencies
- 11. Holistic Marketing Holistic marketing sees itself as integrating the value exploration, value creation, and value delivery activities with the purpose of building long-term, mutually satisfying relationships and coprosperity among key stakeholder
- 12. Holistic Marketing Maximizing & integrating…
- 13. Holistic Marketing Framework Customer Focus Core Competencies Collaborative Network Value Exploration Cognitive Space Competency Space Resource Space Value Creation Customer Benefits Business Domain Business Partners Value Delivery Customer relationship management Internal Resource management Business Partners management
- 14. Market Oriented Strategic Planning AIM of Strategic Planning: To shape the company’s business & products so that they yield target profits & growth.
- 15. Levels of a Marketing Plan Strategic Marketing Plan Tactical Marketing Plan Product features Target Markets promotion merchandising Value Proposition pricing Sales channels Analysis of Marketing opportunities service
- 16. Strategic Planning, Implementation, andControl Processes Corporate Planning Division Planning Business Planning Product Planning Organizing Implementing Measuring Results Diagnosing Results Taking Corrective Action
- 17. Strategic Business Units A SBU is any organizational unit (e.g., company division, product line, brand) that is a: Single business or collection of related businesses that can be planned for separately from the rest of the company. Has its own set of competitors. Has a manager who is responsible for strategic planning and profit performance, who controls most of the factors affecting profit.
- 19. Strategic Planning & Its Activities
- 20. Strategic Planning & Its Activities
- 21. Strategic Planning & Its Activities
- 22. The Strategic Planning Gap SALES Strategic Planning Gap years
- 23. The Strategic Planning Gap
- 25. Business Unit Strategic Planning External Environment ( opportunities /threats) SWOT analysis Business Mission Goal formulation Goal formulation Program formulation implementation Feedback & control Internal Environment (strengths/ weaknesses)
- 26. SWOT ANALYSIS
- 28. Categories of Marketing Alliances
- 29. Marketing Plan Comprehensive, written statement of what is expected from each business unit in the future Evolves from the company’s mission statement Usually prepared annually Includes both historical information and recommendations on how to improve performance Combines strategies with timetables for action
- 30. MARKETING PLAN Market summary Target markets Market demographics Geographics Demographics Behavior factors Market needs Market trends Market growth Executive summary Situational analysis
- 31. MARKETING PLAN SWOT analysis
- 32. MARKETING PLAN
- 33. MARKETING PLAN
- 34. MARKETING PLAN Break even analysis Sales forecast Expense forecast Implementation Marketing organization Contingency planning Financials Controls
- 35. Contents of the Marketing Plan
- 37. Is the plan specific?
- 38. Is the plan realistic?
- 40. Developing Marketing Strategies & Plans Frederick Untalanv49 Marketing Management MBA in Health Batch 8AGSB Marketing Class Coached by Prof. Remigio De UngrIa
- 44. Holistic Marketing Maximizing value exploration How a company identify new value opportunities?
- 45. Holistic Marketing Identifying new customer benefits Maximizing value creation Selecting/ managing business partners from the collaborative networks Utilizing core competence from the business domains How can a company efficiently create more promising new value offerings?
- 46. Holistic Marketing Identifying new customer benefits Maximizing value delivery Selecting/ managing business partners from the collaborative networks Utilizing core competence from the business domains Proficiency How can a company use its capabilities & infrastructure to deliver the new value offerings more efficiently?
Hinweis der Redaktion
- Holistic marketing sees itself asintegrating the value exploration,value creation, and value deliveryactivities with the purpose of buildinglong-term, mutually satisfyingrelationships and coprosperity amongkey stakeholders
- Holistic marketing sees itself asintegrating the value exploration,value creation, and value deliveryactivities with the purpose of buildinglong-term, mutually satisfyingrelationships and coprosperity amongkey stakeholders
- A SBU is any organizational unit (e.g., companydivision, product line, brand) that is a:Single business or collection of related businesses thatcan be planned for separately from the rest of thecompany.Has its own set of competitors.Has a manager who is responsible for strategic planningand profit performance, who controls most of the factorsaffecting profit.
- A SBU is any organizational unit (e.g., companydivision, product line, brand) that is a:Single business or collection of related businesses that can be planned for separately from the rest of the company.Has its own set of competitors.Has a manager who is responsible for strategic planning and profit performance, who controls most of the factors affecting profit.
- • Strategic planning: is the managerial process ofdeveloping and maintaining a viable fit (or match)between the organization’s objectives, skills, andresources and its changing market opportunities.• Strategic planning activities:– Setting corporate missions, objectives, and goals– Analyzing strategic business units (SBUs) and identifyingfuture opportunities; manage SBUs as a portfolio– Establishing a target “product” portfolio– Developing strategies for each SBU– Implementing marketing plans• Marketing strategy: a plan of action for the 4Ps aimed attarget markets.
- Comprehensive, written statement of what isexpected from each business unit in the future Evolves from the company’s mission statement Usually prepared annuallyIncludes both historical information andrecommendations on how to improve performance Combines strategies with timetables for action
- Executive summaryTable of contentsSituation analysisMarketing strategyFinancial projectionsImplementation controls
- Is the plan simple? Is the plan specific? Is the plan realistic? Is the plan complete?A Marketing Plan is a written document that summarizes whatthe marketer has learned about the marketplace and indicateshow the firm plans to reach its marketing objectives.
- Value Exploration– Customer’s cognitive space (reflects existing and latent needs and includesparticipation, stability, freedom, and change).– Company’s competence space (broad versus focused scope of business anddepth physical versus knowledge-based capabilities).– The collaborator resource space (horizontal and vertical partnerships).• Value Creation Marketer’s need to:– Identify new customer benefits from the customer’s view.– Utilize core competencies.– Select and manage business partners from its collaborative networks.• Value Delivery—What Companies Must Become?• Often requires an investment in infrastructure and capabilities. Proficient at customer relationship management.– Who the customers are, and respond to different customer opportunities. Internal resource management.– Integrate major business processes within a single family of software modules. Business partnership management.– Allow the company to handle complex relationships with its trading partners.
- Value Exploration– Customer’s cognitive space (reflects existing and latent needs and includesparticipation, stability, freedom, and change).– Company’s competence space (broad versus focused scope of business anddepth physical versus knowledge-based capabilities).– The collaborator resource space (horizontal and vertical partnerships).• Value Creation Marketer’s need to:– Identify new customer benefits from the customer’s view.– Utilize core competencies.– Select and manage business partners from its collaborative networks.• Value Delivery—What Companies Must Become?• Often requires an investment in infrastructure and capabilities. Proficient at customer relationship management.– Who the customers are, and respond to different customer opportunities. Internal resource management.– Integrate major business processes within a single family of software modules. Business partnership management.– Allow the company to handle complex relationships with its trading partners.
- Value Exploration– Customer’s cognitive space (reflects existing and latent needs and includesparticipation, stability, freedom, and change).– Company’s competence space (broad versus focused scope of business anddepth physical versus knowledge-based capabilities).– The collaborator resource space (horizontal and vertical partnerships).• Value Creation Marketer’s need to:– Identify new customer benefits from the customer’s view.– Utilize core competencies.– Select and manage business partners from its collaborative networks.• Value Delivery—What Companies Must Become?• Often requires an investment in infrastructure and capabilities. Proficient at customer relationship management.– Who the customers are, and respond to different customer opportunities. Internal resource management.– Integrate major business processes within a single family of software modules. Business partnership management.– Allow the company to handle complex relationships with its trading partners.