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    Kotler MM 14e 02 SPPT

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    Ghumonto Safiur
    Kotler MM 14e 02 Sppt

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    Kotler MM 14e 02 SPPT

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    Ghumonto Safiur
    45 views35 pages
    Kotler MM 14e 02 Sppt

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    Kotler MM 14e 02 Sppt

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    Kotler MM 14e 02 Sppt

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    45 views35 pages

    Kotler MM 14e 02 SPPT

    Uploaded by

    Ghumonto Safiur
    Kotler MM 14e 02 Sppt

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 35

    1

    2
    Developing
    Marketing
    Strategies and
    Plans

    Chapter Questions

    How does marketing affect customer value?


    How is strategic planning carried out at
    different levels of the organization?
    What does a marketing plan include?

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-2

    Phases of Value Creation and


    Delivery
    Choosing the value
    Providing the value
    Communicating the value

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-3

    What is the Value Chain?


    The value chain is a tool for identifying was
    to create more customer value because
    every firm is a synthesis of primary and
    support activities performed to design,
    produce, market, deliver, and support its
    product.

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-4

    Core Business Processes

    Market-sensing process
    New-offering realization process
    Customer acquisition process
    Customer relationship management process
    Fulfillment management process

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-5

    Characteristics of
    Core Competencies

    A source of competitive advantage


    Applications in a wide variety of markets
    Difficult to imitate

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-6

    Maximizing Core Competencies

    (Re)define the business concept


    (Re)shaping the business scope
    (Re)positioning the companys brand identity

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-7

    What is Holistic Marketing?


    Holistic marketing sees itself as integrating
    the value exploration, value creation, and
    value delivery activities with the purpose of
    building long-term, mutually satisfying
    relationships and co-prosperity among key
    stakeholders.

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-8

    Questions to Address in
    Holistic Marketing
    What value opportunities are available?
    How can we create new value offerings
    efficiently?
    How can we delivery the new offerings
    efficiently?

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-9

    Figure 2.1 The Strategic Planning,


    Implementation, and
    Control Processes

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-10

    Table 2.1 Master Marketers

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-11

    What is a Marketing Plan?


    A marketing plan is the
    central instrument for
    directing and coordinating
    the marketing effort.
    It operates at a strategic and tactical level.

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-12

    Levels of a Marketing Plan

    Strategic

    Target marketing
    decisions
    Value proposition
    Analysis of
    marketing
    opportunities

    Tactical

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    Product features
    Promotion
    Merchandising
    Pricing
    Sales channels
    Service

    2-13

    Corporate Headquarters
    Planning Activities

    Define the corporate mission


    Establish strategic business units (SBUs)
    Assign resources to each SBU
    Assess growth opportunities

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-14

    Good Mission Statements

    Focus on a limited number of goals


    Stress major policies and values
    Define major competitive spheres
    Take a long-term view
    Short, memorable, meaningful

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-15

    Google

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-16

    Table 2.2
    Major Competitive Spheres

    Industry
    Products
    Competence
    Market segment
    Vertical channels
    Geographic

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-17

    Product Orientation vs.


    Market Orientation
    Company

    Product

    Market

    Missouri-Pacific
    Railroad

    We run a railroad

    We are a peopleand-goods mover

    Xerox

    We make copying
    equipment

    We improve office
    productivity

    Standard Oil

    We sell gasoline

    We supply energy

    Columbia Pictures

    We make movies

    We entertain
    people

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-18

    Dimensions Define a Business


    Customer Groups

    Customer Needs

    Technology

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-19

    Characteristics of SBUs

    It is a single business or collection of related


    businesses
    It has its own set of competitors
    It has a leader responsible for strategic
    planning and profitability

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-20

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-21

    Figure 2.2 The Strategic Planning


    Gap

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-22

    What is Corporate Culture?


    Corporate culture is the
    shared experiences, stories, beliefs,
    and norms that
    characterize an organization.

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-23

    Figure 2.3 The Business Unit


    Strategic Planning Process

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-24

    SWOT Analysis
    Strengths

    Weaknesses

    Opportunities

    Threats

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-25

    Market Opportunity Analysis


    (MOA)

    Can the benefits involved in the opportunity


    be articulated convincingly to a defined
    target market?
    Can the target market be located and
    reached with cost-effective media and trade
    channels?
    Does the company possess or have access
    to the critical capabilities and resources
    needed to deliver the customer benefits?

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-26

    Market Opportunity Analysis


    (MOA)

    Can the company deliver the benefits better


    than any actual or potential competitors?
    Will the financial rate of return meet or exceed
    the companys required threshold for
    investment?

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-27

    Figure 2.4
    Opportunity and Threat Matrices

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-28

    Goal Formulation and MBO

    Units objectives must be hierarchical


    Objectives should be quantitative
    Goals should be realistic
    Objectives must be consistent

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-29

    Porters Generic Strategies


    Overall cost leadership

    Differentiation

    Focus

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-30

    Categories of Marketing Alliances

    Product or service alliance


    Promotional alliance
    Logistics alliances
    Pricing collaborations

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-31

    McKinseys Elements of Success


    Skills

    Strategy

    Staff

    Structure

    Style

    Systems

    Shared values

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-32

    Marketing Plan Contents


    Executive summary
    Table of contents
    Situation analysis
    Marketing strategy
    Financial projections
    Implementation controls

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-33

    Evaluating a Marketing Plan

    Is the plan simple?


    Is the plan specific?
    Is the plan realistic?
    Is the plan complete?

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-34

    For Review

    How does marketing affect customer value?


    How is strategic planning carried out at
    different levels of the organization?
    What does a marketing plan include?

    Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

    2-35

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