marketing+chapter+2
DESCRIPTION
marketingTRANSCRIPT
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2- 1Copyright © 2012 Pearson Education
Chapter Two
Company and Marketing StrategyPartnering to Build Customer
Relationships
i t ’s good and good for you
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2- 2Copyright © 2012 Pearson Education
Company and Marketing Strategy
• Companywide Strategic Planning: Defining Marketing’s Role
• Designing the Business Portfolio• Planning Marketing: Partnering to Build Customer
Relationships• Marketing Strategy and the Marketing Mix• Managing the Marketing Effort• Measuring and Managing Return on Marketing
Investment
Topic Outline
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Companywide Strategic Planning
Strategic planning is the process of developing and maintaining a strategic fit between the organization’s goals and capabilities and its changing marketing opportunities
Strategic Planning
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Companywide Strategic PlanningSteps in Strategic Planning
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Companywide Strategic Planning
• The mission statement is the organization’s purpose, what it wants to accomplish in the larger environment
• Market-oriented mission statement defines the business in terms of satisfying basic customer needs
Defining a Market-Oriented Mission
We help you organize the world’s information and make it
universally accessible and useful.
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Companywide Strategic Planning
Business objectives
• Build profitable customer relationships
• Invest in research
• Improve profits
Marketing objectives
• Increase market share
• Create local partnerships
• Increase promotion
Setting Company Objectives and Goals
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Companywide Strategic Planning
The business portfolio is the collection of businesses and products that make up the company
Portfolio analysis is a major activity in strategic planning whereby management evaluates the products and businesses that make up the company
Designing the Business Portfolio
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Companywide Strategic Planning
Strategic business units can be• Company division• Product line within a division• Single product or brand
Analyzing the Current Business Portfolio
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Companywide Strategic Planning
Identify key businesses (strategic business units, or SBUs) that make up the company
Assess the attractiveness of its various SBUs
Decide how much support each SBU deserves
Analyzing the Current Business Portfolio
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Companywide Strategic Planning:
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Companywide Strategic Planning
• Difficulty in defining SBUs and measuring market share and growth
• Time consuming• Expensive• Focus on current businesses, not future
planning
Problems with Matrix Approaches
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Companywide Strategic Planning
Product/market expansion grid is a tool for identifying company growth opportunities through market penetration, market development, product development, or diversification
Developing Strategies for Growth and Downsizing
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Companywide Strategic Planning
Developing Strategies for Growth and Downsizing Product/Market Expansion Grid Strategies
Market penetration
Market developmen
t
Product developmen
tDiversification
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Companywide Strategic Planning
Market penetration is a growth strategy increasing sales to current market segments without changing the product
Market development is a growth strategy that identifies and develops new market segments for current products
Developing Strategies for Growth and Downsizing
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Companywide Strategic Planning
Product development is a growth strategy that offers new or modified products to existing market segments
Diversification is a growth strategy through starting up or acquiring businesses outside the company’s current products and markets
Developing Strategies for Growth and Downsizing
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• Naza• Ford Focus
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Companywide Strategic Planning
Downsizing is the reduction of the business portfolio by eliminating products or business units that are not profitable or that no longer fit the company’s overall strategy
Developing Strategies for Growth and Downsizing
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Planning MarketingPartnering to Build Customer Relationships
Value chain is a series of departments that carry out value-creating activities to design, produce, market, deliver, and support a firm’s products
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Planning MarketingPartnering to Build Customer Relationships
Value delivery network is made up of the company, suppliers, distributors, and ultimately customers who partner with each other to improve performance of the entire system
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Marketing Strategy and the Marketing Mix
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Marketing Strategy and the Marketing Mix
Market segmentation is the division of a market into distinct groups of buyers who have different needs, characteristics, or behavior and who might require separate products or marketing mixes
Market segment is a group of consumers who respond in a similar way to a given set of marketing efforts
Customer-Driven Marketing Strategy
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Marketing Strategy and the Marketing Mix
Market targeting is the process of evaluating each market segment’s attractiveness and selecting one or more segments to enter
Customer-Centered Marketing Strategy
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Marketing Strategy and the Marketing Mix
Customer-Centered Marketing Strategy
Market positioning is the arranging for a product to occupy a clear, distinctive, and desirable place relative to competing products in the minds of the target consumer
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Marketing Strategy and the Marketing Mix
Marketing mix is the set of controllable tactical marketing tools—product, price, place, and promotion—that the firm blends to produce the response it wants in the target market
Developing an Integrated Marketing Mix
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Marketing Strategy and the Marketing Mix
Developing an Integrated Marketing Mix
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Managing the Marketing Effort
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Managing the Marketing Effort
Marketing Analysis – SWOT Analysis
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Managing the Marketing Effort
Market Planning—Parts of a Marketing Plan
Executive summary
Marketing situation
Threats and opportunities
Objective and issues
Marketing strategy
Action programs
Budgets Controls
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Managing the Marketing Effort
Implementing is the process that turns marketing plans into marketing actions to accomplish strategic marketing objectives
• Successful implementation depends on how well the company blends its people, organizational structure, decision and reward system, and company culture into a cohesive action plan that supports its strategies
Marketing Implementation
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Managing the Marketing Effort
Functional organization
Geographic organization
Product management organization
Market or customer management
Marketing Department Organization
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• Functional organization: This is the most common form of marketing organization with different marketing functions headed by a functional specialist.
• Geographic organization: Useful for companies that sell across the country or internationally. Managers are responsible for developing strategies and plans for a specific region.
• Product management: Useful for companies with different products or brands. Managers are responsible for developing strategies and plans for a specific product or brand.
• Market or customer management organization: Useful for companies with one product line sold to many different markets and customers. Managers are responsible for developing strategies and plans for their specific markets or customers.
• Customer management involves a customer focus and not a product focus for managing customer profitability and customer equity.
Marketing Department Organization
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Managing the Marketing Effort
• Controlling is the measurement and evaluation of results and the taking of corrective action as needed to ensure the objectives are achieved.
• Operating control• Strategic control
Marketing Control
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Measuring and Managing Return on Marketing Investment
Return on Marketing Investment (Marketing ROI)
Return on marketing investment (Marketing ROI) is the net return from a marketing investment divided by the costs of the marketing investment. Marketing ROI provides a measurement of the profits generated by investments in marketing activities.
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mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright © 2012 Pearson Education