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developing-marketing-strategies-and-plans
1.
Developing Marketing Strategies and
Plans Marketing Management, 13th ed 2
2.
2-2 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Chapter Questions • How does marketing affect customer value? • How is strategic planning carried out at different levels of the organization? • What does a marketing plan include?
3.
2-3 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Siemens AG has grown through new product innovation and strategic acquisitions
4.
2-4 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Nike Creates Value
5.
2-5 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Three V’s Approach to Marketing Define the value segmentDefine the value segment Define the value propositionDefine the value proposition Define the value networkDefine the value network
6.
2-6 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall 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 and support activities performed to design, produce, market, deliver, and support its product.
7.
2-7 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Cisco Systems Taps into Partner Expertise to Create Value
8.
2-8 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Core Business Processes • Market-sensing process • New-offering realization process • Customer acquisition process • Customer relationship management process • Fulfillment management process
9.
2-9 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Characteristics of Core Competencies • A source of competitive advantage • Applications in a wide variety of markets • Difficult to imitate
10.
2-10 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Firms Should Consider Key Questions • Can we learn from the past? • How should the present be evaluated? • What do we envision for the future?
11.
2-11 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall What is 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 stakeholders.
12.
2-12 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Intel’s New Brand Identity: Leap Ahead
13.
2-13 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall What is a Marketing Plan? A marketing plan is the central instrument for directing and coordinating the marketing effort. It operates at a strategic and tactical level.
14.
2-14 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Levels of a Marketing Plan • Strategic • Target marketing decisions • Value proposition • Analysis of marketing opportunities • Tactical • Product features • Promotion • Merchandising • Pricing • Sales channels • Service
15.
2-15 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Figure 2.2 The Strategic Planning, Implementation, and Control Processes
16.
2-16 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Corporate Headquarters’ Planning Activities • Define the corporate mission • Establish strategic business units (SBUs) • Assign resources to each SBU • Assess growth opportunities
17.
2-17 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Good Mission Statements Focus on limited number of goalsFocus on limited number of goals Stress major policies and valuesStress major policies and values Define major competitive spheresDefine major competitive spheres Take a long-term viewTake a long-term view Short, memorable, meaningfulShort, memorable, meaningful
18.
2-18 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Major Competitive Spheres Industry Products Market segment Geographical Competence Vertical channels
19.
2-19 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Rubbermaid Commercial Products, Inc. “Our vision is to be the Global Market Share Leader in each of the markets we serve. We will earn this leadership position by providing to our distributor and end-user customers innovative, high-quality, cost- effective and environmentally responsible products. We will add value to these products by providing legendary customer service through our uncompromising Commitment to Customer Satisfaction.”
20.
2-20 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Motorola “The purpose of Motorola is to honorably serve the needs of the community by providing products and services of superior quality at a fair price to our customers; to do this so as to earn an adequate profit which is required for the total enterprise to grow; and by doing so, provide the opportunity for our employees and shareholders to achieve their personal objectives.”
21.
2-21 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall eBay “We help people trade anything on earth. We will continue to enhance the online trading experiences of all—collectors, dealers, small businesses, unique item seekers, bargain hunters, opportunity sellers, and browsers.”
22.
2-22 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Table 2.3 Product Orientation vs. Market Orientation Company Product Market Missouri-Pacific Railroad We run a railroad We are a people- and-goods mover Xerox We make copying equipment We improve office productivity Standard Oil We sell gasoline We supply energy Columbia Pictures We make movies We entertain people
23.
2-23 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Dimensions That Define a Business Customer groups Technology Customer needs
24.
2-24 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Characteristics of SBUs • It is a single business or collection of related businesses • It has its own set of competitors • It has a leader responsible for strategic planning and profitability
25.
2-25 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Figure 2.3 The Strategic Planning Gap
26.
2-26 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Strategies Suggested by Ansoff’s Product-Market Expansion Grid • Market penetration • Market development • Product development • Diversification
27.
2-27 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall The Growth of Starbucks
28.
2-28 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall What is Corporate Culture? Corporate culture is the shared experiences, stories, beliefs, and norms that characterize an organization.
29.
2-29 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Tactics for Managing Change • Avoid the innovation title for the team • Use the buddy system • Set the metrics in advance • Aim for quick hits first • Get data to back up your gut
30.
2-30 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Figure 2.5 The Business Unit Strategic Planning Process
31.
2-31 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall SWOT Analysis Strengths Weaknesses Opportunities Threats
32.
2-32 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Market Opportunity Analysis (MOA) • Can the benefits involved in the opportunity be articulated convincingly to a defined target market? • Can the target market be located and reached with cost-effective media and trade channels? • Does the company possess or have access to the critical capabilities and resources needed to deliver the customer benefits?
33.
2-33 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Market Opportunity Analysis (MOA) (cont.) • Can the company deliver the benefits better than any actual or potential competitors? • Will the financial rate of return meet or exceed the company’s required threshold for investment?
34.
2-34 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall FedEx added Sunday deliveries based on customer requests and market demand FedEx
35.
2-35 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Figure 2.6 Opportunity Matrix
36.
2-36 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Figure 2.6 Threat Matrix
37.
2-37 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Goal Formulation and MBO • Unit’s objectives must be hierarchical • Objectives should be quantitative • Goals should be realistic • Objectives must be consistent
38.
2-38 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Porter’s Generic Strategies Overall Cost Leadership Differentiation Focus
39.
2-39 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Categories of Marketing Alliances Product or Service AlliancesProduct or Service Alliances Promotional AlliancesPromotional Alliances Logistics AlliancesLogistics Alliances Pricing CollaborationsPricing Collaborations
40.
2-40 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Marketing Plan Contents Executive summary Table of contents Situation analysis Marketing strategy Financial projections Implementation controls
41.
2-41 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Evaluating a Marketing Plan Is the plan simple? Is the plan specific? Is the plan realistic? Is the plan complete?
42.
2-42 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Marketing Debate What good is a mission statement? Take a position: 1. Mission statements are critical to a successful marketing organization. or 2. Mission statements rarely provide useful marketing value.
43.
2-43 Copyright ©
2009 Pearson Education, Inc. Publishing as Prentice Hall Marketing Discussion What implications do Porter’s value chain and the holistic marketing orientation model have for marketing planning?
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