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+ Marketing audit Strategic Marketing Block 7 Week 5

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Page 1: Strategic Marketing

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Marketing audit

Strategic Marketing Block 7Week 5

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+Marketing audit

A marketing audit is a comprehensive, systematic, independent and periodic examination of a company’s – or business unit’s – marketing environment, objectives, strategies and activities with a view to determining problem areas and opportunities and recommending a plan of action to improve the company’s marketing performance (Kotler,2000).

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+Marktgerichtheid van de organisatie Marktgerichtheid is de mate waarin een organisatie het

marketingconcept heeft geïmplementeerd, wat blijkt uit normen en waarden die het belang van het leveren van superieure klantwaarde voorop stellen. En het systematisch gebruik van actuele informatie over klantengroepen en concurrenten in beslissingen.

Om marktgericht te kunnen opereren is marktinformatie essentieel. Deze moet systematisch worden verzameld, geïnterpreteerd, verspreid en in beslissingen worden betrokken.

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+Marketingprogramma’s en modellen ter evaluatie van de marketingeffectiviteit

Review van plannen: Hoe goed is het verband met de bedrijfsstrategie? Wat is de mate waarin de marketingstrategie is uitgewerkt, eerst

op algemeen niveau en vervolgens op detailniveau? In welke mate worden de marketinginspanningen geëvalueerd en –

indien nodig – leidt dit tot bijsturing?

Marketing accountability houdt zich bezig met de vraag wat marketingactiviteiten werkelijk financieel (of anderszins aantoonbaar) opleveren. Doel: ervoor zorgen dat minder effectieve zaken worden afgebouwd en wel goed lopende scorende activiteiten (alsmede nieuwe marketingvelden) worden ontwikkeld en versterkt.

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+Marketingafdeling en systemen I De verschijningsvorm van marketing in bedrijven kan

sterk verschillen voor wat betreft aard, inhoud en naam.

Marketing kan, maar hoeft niet als afdeling te bestaan. Een marketingafdeling is een organisatie-eenheid met

medewerkers die officieel marketingtaken uitvoert in een organisatie De vroege ontwikkelfase van de marketingafdeling spin-

off van bijv. Verkoopafdeling. De jeuige ontwikkelfase van de marketingafdeling De volwassen ontwikkelfase van de marketingafdeling

sturen op de waarde van klanten (life time value)

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+Marketingafdeling en systemen II Bij het analyseren van de marketingfunctie is

bijzondere aandacht voor de kwaliteit van de marketinginformatiesystemen belangrijk.

De marketingfunctie (dat het gebeurt en wordt gebruikt) is van wezenlijk belang blootleggen van de mate van isolatie of samenwerking en synergie tussen de commerciële functies is belangrijk.

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+Finish assessment marketing audit of capabilities Description/ analysis/ conclusions

Interviews company Observation Desk research Compare with most important competitor /branch

Assigning a rating from 1 – 7

Weakness / neutral / strength

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1 2 3 4 5 6 7

Product and ServicePrice

DistributionPromotion / Public Relations / Branding

Assessment Marketing audit I

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1 2 3 4 5 6 7

Sales

Customer Relationship ManagementMarketing planningSegmentation

Assessment Marketing audit II

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1 2 3 4 5 6 7

PositioningInnovationMarketing budgetMarket-driving

Assessment Marketing audit III

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1 2 3 4 5 6 7

TrendsMarketing objectives/goalsMarketing function………………………

Assessment Marketing audit IV

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Product and Service

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The three levels of a product

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Principle of using modularity in creating product platforms

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The PLC and time-to-market

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The total service quality gap

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Some world-class brands

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Price

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Break-even analysis for different prices

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Example of price escalation

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Product life cycle stages and the industry price experience curve

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Distribution

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Distribution channel

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Factors influencing channel width

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Promotion / Public Relations / Branding

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Push versus pull strategies

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Push and pull strategies in the car industry value chain

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Typical communication tools (media)

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The major advertising decisions

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The role of Internet communication in the buying process of customers

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Sales

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Own or outsourced salesforce

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Three concepts of trade fairs: major interactions for a local exhibitor

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Customer Relationship Management

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Figure 6.6 Stages in buyer–seller relationship developmentSource: Adapted from Dwyer F. R., Schurr, P. H. and Oh, S. (1987) Development buyer and seller relationships, Journal of Marketing, 51 (April): 11–27. Reproduced with permission from the American Marketing Association

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Figure 6.10 Organisation of buyer–seller relationship

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Figure 6.11 Development of bonds and commitment over timeSource: Adapted from Arantola, H. (2000) Buying loyalty or building commitment: an empirical study of customer loyalty programs, Research Report, Swedish School of Economics and Business Administration. Reproduced with permission

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Figure 6.12 Typology of encounters based on the degree of human interaction and the intensity of the relationship bondSource: Hennig-Thurau, T. and Hansen, U. (2000) Relationship Marketing: Gaining Competitive Advantage Through Customer Satisfaction and Consumer Retention , Springer Verlag, Berlin-Heidelberg, p. 283. Reproduced with permission

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Figure 6.14 Collaboration possibilities for partners A and B in the value chainSource: Hollensen, S. (2001) Global Marketing: A Market Responsive Approach,2nd ed., Financial Times-Prentice Hall, Harlow, p. 274. Reproduced with permission

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CRM structure: gain and retain

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The shift from seller initiative to buyer initiative in buyer–seller relationships

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Steps in a relationship strategy

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Loyalty development in customer relationship management

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Figure 10.8 Key account relationship development modelSources: Adapted from Millman and Wilson (1994); and McDonald et al.(1996)

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Marketing planning

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The marketing control system

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Value chain of focal firm

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Categorisation of data for assessment of market potential in a country

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Two-way relationship between marketing strategy and implementation

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Segmentation

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Segmentation for selling salty snacks’ in the workplace

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TriumphPositioning Page 550 (Hollensen)

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Triumph’s supply and value chain

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Lingerie brand positioning in the UK market (2007 consumer survey)

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Positioning of the Triumph brand

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Strategists face four fundamental dilemmas in innovation: the relative emphasis to put on technology push or market pull; whether to focus on product or process innovation; how much to rely on ‘open innovation’ and finally how far to concentrate on technological innovation as opposed to broader business-model innovation.

Entrepreneurs face characteristic dilemmas as their businesses go through the entrepreneurial life cycle of start-up, growth, maturity and exit. Entrepreneurs have to choose how they relate to large firms as they may become involved in ecosystems or strategies for open innovation.Innovation

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Setting marketing budgets

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Objectives

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Market-driven vs. market-driving

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