Session 3
It Was About 2 Shifts :•Why Marketing•Marketing Vs. Sales
Managing Profitable Customer Relationships
About Ethics :
Social Marketing
•Customer Become A Buying Machine
•Companies Vs. Countries
Marketing is a Social and Managerial Process By Which Individuals and Groups Obtain What They Need and Want Through Creating and Exchanging Products and Value with Others.
SocietyHuman Welfare
CustomerSatisfaction
CompanyProfits
Needs
Wants
Demands
Basic Requirements For Life• physical needs• social needs• individual needs
Needs Shaped by Culture And Personality
Wants Backed by Ability To Buy
Products and Market Offering• The mistake of paying more attention to the physical products they offer than to the benefits produced by these products
•Brand Experience : They are not just buying a benefit they want Experience
Value and Satisfaction•Value Proposition Set of benefits and values That a Company Promises to Deliver to the Customer
•Satisfaction Depends on Performance of Your Product or Service relative To buyer’s Expectations
DissatisfiedSatisfiedDelighted
Exchange and Relationships Exchange Occurs when Customer Decide To Pay “Cost" and Get Extra Value
Relationships Begin When You 1st Connect with Your Customer
That Leads To :
The Overall Process of Building And Maintaining Profitable Customer Relationships by Delivering Superior Customer Value And Satisfaction
Role of CRM :•Attracting, Retaining and Growing Customers•Building Relationships and Customer Equity
Attracting, Retaining and Growing Customers•Perception are the
Key
•Exceeding Expectations
•Benefits of LoyaltyCustomer Lifetime ValueCross Selling
Building Relationships and Customer Equity•Building Relationships
Programs
•Customer Equity
Adding Financial BenefitsAdding Social BenefitAdding Structural Ties
Combined Discounted customer Lifetime Values of All of the Company’s Current Customer And Potential CustomersMeasures Company Performance, But in a manner That Looks to The Future
Session 3
Strategic Planning is Defined as The Process of Developing and Maintaining a Strategic Fit Between the Organization’s goals and Capabilities and it’s Changing Marketing Opportunities.
Mission Statement•Serve as a Guide For What the Organization Wants to Accomplish.•Be “ Market-Oriented “ rather than “ Product-Oriented “•Neither Too Narrow, nor Too Broad.•Realistic.•Motivating.•Not be Stated as Making More Profits or Amount Of Sales.
Mission Statement
Product-Oriented
Market-Oriented
We Sell Shoes
We Help People Experience the Emotion of Competition,Winning and Crushing Competitors
Mission Statement
Product-Oriented
Market-Oriented
We Run Search Engine
Organize the World’s Information and Make it Universally Accessible and Useful
Setting Goals and Objectives
Must be
SMART
Setting Goals and Objectives
S = Specific
M = Measurable A = Achievable
R = Relevant
T = Time-bound
5 Ws… who, what, when, where, and why.
Cannot be Measured > Cannot be Managed
Goal objectives should be within the staff member’s control
Goals should be instrumental to the mission
identify a definite target date for completion
Setting Goals and Objectives
In 2006 :•have the world’s top AI research laboratory•push ad system and sell $1B of new inventory•make sure their tools are running everywhere by Increasing number of Google Packs Installed to 60 Million by Mid-2006
Designing Business Portfolio•Designing business Portfolio is a Key step in Strategic Planning•Identifying SBUs•Analyze The Current Portfolio
Designing Business Portfolio•Designing business Portfolio is a Key step in Strategic Planning•Identifying SBUs•Analyze The Current Portfolio•Shape the Future Business Portfolio
Choose Appropriate resource Allocation•Build
•Hold•Harvest•Divest
Designing Business Portfolio•Designing business Portfolio is a Key step in Strategic Planning•Identifying SBUs•Analyze The Current Portfolio•Shape the Future Business Portfolio
Choose Appropriate resource AllocationDeveloping Strategies for Growth and Downsizing
Designing Business Portfolio•Designing business Portfolio is a Key step in Strategic Planning•Identifying SBUs•Analyze The Current Portfolio•Shape the Future Business Portfolio
Choose Appropriate resource AllocationDeveloping Strategies for Growth and Downsizing
Designing Business Portfolio•Developing Strategies for Growth and DownsizingFinding Products that Company
should Consider in the Future and Growth Opportunity
Designing Business Portfolio•Developing Strategies for Growth and DownsizingFitting Between Company
Capabilities and New Opportunities
SWOT