Developing Marketing Strategies & Plans Chap2 (F.Untalan)
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9. May 2010•0 gefällt mir•1,828 views
Developing Marketing Strategies & Plans Chap2 (F.Untalan)
9. May 2010•0 gefällt mir•1,828 views
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Developing Marketing Strategies and Plans
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Developing Marketing Strategies & Plans Chap2 (F.Untalan)
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.