strategic marketing
TRANSCRIPT
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Marketing audit
Strategic Marketing Block 7Week 5
+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).
+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.
+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.
+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)
+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.
+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
Product and Service
The three levels of a product
Principle of using modularity in creating product platforms
The PLC and time-to-market
The total service quality gap
Some world-class brands
Price
Break-even analysis for different prices
Example of price escalation
Product life cycle stages and the industry price experience curve
Distribution
Distribution channel
Factors influencing channel width
Promotion / Public Relations / Branding
Push versus pull strategies
Push and pull strategies in the car industry value chain
Typical communication tools (media)
The major advertising decisions
The role of Internet communication in the buying process of customers
Sales
Own or outsourced salesforce
Three concepts of trade fairs: major interactions for a local exhibitor
Customer Relationship Management
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
Figure 6.10 Organisation of buyer–seller relationship
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
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
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
CRM structure: gain and retain
The shift from seller initiative to buyer initiative in buyer–seller relationships
Steps in a relationship strategy
Loyalty development in customer relationship management
Figure 10.8 Key account relationship development modelSources: Adapted from Millman and Wilson (1994); and McDonald et al.(1996)
Marketing planning
The marketing control system
Value chain of focal firm
Categorisation of data for assessment of market potential in a country
Two-way relationship between marketing strategy and implementation
Segmentation
Segmentation for selling salty snacks’ in the workplace
TriumphPositioning Page 550 (Hollensen)
Triumph’s supply and value chain
Lingerie brand positioning in the UK market (2007 consumer survey)
Positioning of the Triumph brand
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
Setting marketing budgets
Objectives
Market-driven vs. market-driving
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