Marketing Process in Entrepreneurship

1. PROCESS
GROUP FOUR
ABRENCILLO D,ALCANTARA AK,HERNANDEZ WL, PERIDA CM, SEVERA DK

2. CONTENTS:
1. The meaning of marketing
2. The elements of Successful Marketing
3. The Dilemma of Needs and Wants
4. The Evolution of Marketing
5. The Marketing Culture
6. The Non-marketing Driven Process
7. A Marketing Driven Planning Sequence
8. The Strategic Marketing Process
9. Organizing for Marketing
10. Requirements for Organizational Marketing Success
11. The Evolving Perspective of Marketing

3. TheMeaning
ofMarketing

4. TheMeaningof
Marketing
“The process of planning and executing the
conception, pricing, promotion and
distribution of ideas, goods and services to
create exchanges that satisfy individual and
organizational objectives.”
– American Marketing Association

5. TheElementsof
Successful Marketing

6. MarketingResearch
A process in which there is a
systematic gathering of data
from customers to identify their
needs.

7. TheFour Ps
It is these four controllable variables
that a business uses to define its
marketing strategy. The mix of these
four variables that a business uses to
pursue a desired level of sales is
referred to as the marketing mix.

8. TheFourPs
Represents goods,
services or ideas
offered by a firm
PRODUCT
Focuses on what
customers are wiling
to pay for a service.
PRICE
Represents the manner in
which goods or services
are distributed by a firm
for use by customers.
PLACE
Informing the marketplace that
the organization has developed
a response to meets its needs
and that the exchange should
be consummated.
PROMOTION

9. TheDilemma ofNeeds
andWants

10. TheDilemmaof
NeedsandWants
A need has been defined as a “condition in
which there is a deficiency of something, or
one requiring relief. A want is defined as the
“wish or desire for something”. The ultimate
want that the customer has can be satisfied,
but the methodology must observe
appropriate practice standards.

11. Identifying the
Customers
Solicit feedbacks from the customers
at every step of your process. You can
identify customer needs in a number
of ways: by conducting focus groups,
listening to your customers or social
media, or doing keyword research.

12. TheEvolutionof
Marketing

13. Production Era
Began during the Industrial Revolution.
Products were produced in mass and at a low
cost. Typically businesses only produced one
product at a time. also during this era,
businesses has the mind set of “if produced,
someone will buy” and thus increase
profitability. Due to the current market,
businesses could sell anything they
produced.

14. SalesEra
As the market continued to become ore saturated
and intensify, competition increased among
businesses. This created a need for marketing and
sales techniques. Companies hoped through
persuasion techniques that they could convince
customers to purchase their products. However,
companies were concerned with selling products
simply to get rid of them for a profit, not because it
would fulfil the needs of their customers.
Everything about this was about the price, not the
quality of the products or the customer needs.

15. MarketingEra
Instead of just trying to persuade
customers to buy the products they
were making, companies focused on
making products that customers
wanted to buy. Market went from
being a case of “filling a hole in the
factory” to one of “filling a hole in the
market”.

16. TheMarketing
Culture

17. Marketing Culture means employees are
involved in the marketing of the brand and
united on the inside of the organization . You’re
sharing important information with them and
including them in the building of the company’s
brand. Lastly, a marketing culture empowers
your employees to be brand ambassadors.

18. Marketing Orientation
Customer Orientation- having a sufficient
understanding of the target buyers to be
able to create superior value for them
continuously.
Competitor Orientation- recognizing
competitors’ (and potential competitors’)
strengths, weaknesses, and strategies.

19. Marketing Orientation
Interfunctional Coordination- coordinating
and deploying company resources in a
manner that focuses on creating value for
the customer.
Long-term Focus- adopting a perspective
that includes a continuous search for ways
to add value by making appropriate
business investments.

20. MarketingOrientation
Profitability- earning revenues
sufficient to cover long-term
expenses and satisfy key
constituencies.

21. TheNonmarketing-
DrivenProcess

22. AMarketing-Driven
PlanningSequence

23. A dramatically different from a non-
marketing driven process. The first step is
the same; every organization has the right
to determine its mission and goals. Yet this
approach is substantially different at step
two. It is at this stage of needs assessment
where market research begins to make its
contribution.

24. IsaMarketing Planning
Approach Needed?
Organization must find a differential
advantage to encourage buyers to use their
services. Few have the excess financial
resources to afford the mistake of offering a
service that is not needed in the market
place. A marketing-driven planning process
is one tool to help minimize such mistake.

25. TheStrategic
MarketingProcess

26. Stakeholders
Represent any group with
which the company has, or
wants to develop, a
relationship.

27. REGULATORY
FACTORS
Include legal issues and
requirements. In many health care
communities, programs cannot be
instituted without prior
government approval. Some
strategies, such as paying
physicians for referrals, are illegal.

28. SOCIAL
FORCES
Include demographic and cultural
trends to which organizations
must be sensitive. An aging
population, a changing work ethic
and a culturally diverse
marketplace are some of the
issues to consider when
developing marketing plans.

29. TECHNOLOGICAL
FACTORS
Affect few industries more dramatically
than they do health care. It is these
technological forces that can change the
viability of any service. Until the 1950s, the
treatment of polio victims constituted a
major revenue streams for many hospital
facilities. As we know, this disease was all
but eliminated by the technological
achievement of the Salk vaccine in the
1950s.

30. ECONOMIC
FACTORS
Include changes in income
distribution of fiscal conditions
such as borrowing rates that
can determine any company’s
investment plans.

31. COMPETITIVE
FORCES
The final uncontrollable
element in any marketing plan.
Strategies and programs must
be developed in light of this
constraint and should reflect
the considerations that exist in
the marketplace.

32. Society
All marketing program and strategies
are developed within the context of a
broader societal perspective, a context
that requires an ethically responsible
decision-making process. For example
many companies have become keenly
aware of and responsible for the
impact of their products.

33. TargetMarket
At the core of the marketing
program is the target market,the
group of customer whom the
organization wishes to attract.

34. Organizingfor
Marketing

35. Product-Oriented
Organization
In the setting, the responsibility,
authority and accountability rest with
the product line manage. Other
departments coordinate their
services across, and in support of the
product.

36. Product-Oriented
Organization
Each distinct product or related set of
products has its own marketing
organization. The product manager is
responsible for developing and over-
seeing the marketing strategy for the
product or strategic business units.

37. Market-Oriented
Organization
The value of this approach is its focus on customers who
have different buying structures and purchasing
requirements. For any health care organization,
supporting marketing activities can be serviced by the
manager of each major market group.
The underlying rationale for this
approach is that each major customer
group has distinct needs.

38. Requirementsfor
OrganizationalMarketing
Success

39. This represents the 4th stage in the evolution
of marketing. Not only must senior
management want to become more market-
oriented, but peer pressure tounderstand and
to respond to customer needs must be strong
throughouttheorganization.Information and
reward systems must recognize the value of a
customer orientation, and department
program objectives and measurement
systemsmustbetied toprogressonthis goal.
PRESSURE
TOBE
MARKET-
ORIENTED

40. The health care organization must have
enough staff members who are not only
experienced and adequately trained, but
also devoted to improving the
organization’s marketing effort.
Management, staff, and clinical personnel
must be receptive to ideas on how to
become more market-oriented and have
a marketing budget to support their
efforts.
CAPACITY
TOBE
MARKET-
ORIENTED

41. Many questions must be answered when
developing an understanding of the
marketplace: “Who are the key
customers and stakeholders?”, “What are
their needs?”, “What change must the
organization make in terms of its
marketing mix to meet the needs of
these core constituencies?”, “How will
this organization differentiate itself from
otherproviders?”
SHARED
VISION
OF
MARKET

42. The organization must develop a clear set of
actionable steps to respond to market needs.
It will need a detailed marketing plan that
includes the necessary strategies and tactics
along each of the 4Ps. This also requires well-
defined mechanisms to track the progress of
and address minor difficulties in
implementation before they become major
customer problems. Missing any of these
elements can lead to marketing
ineffectiveness.
ACTION
PLAN TO
RESPOND
TO
MARKET

43. TheEvolvingPerspectiveof
Marketing

44. In the past 5 years, a dramatic shift has occurred in the
thinking behind marketing. Historically, the perspective
was of a transactional nature; that is marketing, in trying
tofulfil theneedsandwantsofthecustomer.
he focus of marketing efforts today is different. Rather
than considering each interaction with a customer as an
individual transaction, the goal is on customer retention
orbuilding long-termloyalty.

45. TheChangingHealthcare
Marketplace

46. TheTraditional Industry
Structure
The term traditional industry usually
refers to the handicraft production
methods of the preindustrial period
and the continuation of such forms of
manufacturing even during the
growth of factory-based
industrialization.

47. TheEvolvingIndustry
Structure
Today’s health care marketplace is evolving
in a slightly different way. In the 1990s, many
hospitals aligned closely with physicians and
specialists in integrated systems.
Companies continuously looking to control
health care costs. Some companies are
becoming directly involved in the provision
of care through more proactive approaches.

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