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Marketing management-by-philip-kotler-719-slides-1234238345990514-2 untitled4-4
 

Marketing management-by-philip-kotler-719-slides-1234238345990514-2 untitled4-4

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    Marketing management-by-philip-kotler-719-slides-1234238345990514-2 untitled4-4 Marketing management-by-philip-kotler-719-slides-1234238345990514-2 untitled4-4 Presentation Transcript

    • Chapter 4Winning Markets ThroughMarket-Market-Oriented StrategicPlanningby PowerPoint by Milton M. Pressley University of New Orleans 1-98 www.bookfiesta4u.com
    • Kotler onMarketingIt is more importantto do what isstrategically rightthan what isimmediatelyprofitable. 1-99 www.bookfiesta4u.com
    • Chapter ObjectivesIn this chapter, we examine thefollowing questions: How is strategic planning carried out at the corporate and division levels? How is planning carried out at the business unit level? What are the major steps in the marketing process? How is planning carried out at the product level? What does a marketing plan include? 1-100 www.bookfiesta4u.com
    • Strategic Planning: Three Key Areas and Four Organization Levels Strategic marketing plan Tactical marketing plan Marketing plan 1-101 www.bookfiesta4u.com
    • Corporate and Division Strategic PlanningAll corporate headquarters undertakefour planning activities Defining the Corporate Mission Establishing Strategic Business Units (SBUs) Assigning resources to each SBU Planning new businesses, downsizing, or terminating older businesses 1-102 www.bookfiesta4u.com
    • Corporate and Division Strategic PlanningDefining the Corporate Mission Mission statements define which competitive scopes the company will operate in Industry scope Products and applications scope Competence scope Market- Market-segment scope Vertical scope Geographical scope 1-103 www.bookfiesta4u.com
    • Can you name a company that hasrecently changed its product scopeor market segment scope in a verypublic way? Was this an expansionor contraction of scope? 1-104 www.bookfiesta4u.com
    • Corporate and Division Strategic PlanningEstablishing Strategic Business Units(SBUs) 1-105 www.bookfiesta4u.com
    • Table 4.1: Product-Oriented versus Market-Oriented Definitions of a BusinessCompany Product Definition Market DefinitionMissouri-Missouri-Pacific We run a railroad We are a people-and- people-and-Railroad goods moverXerox We make copying We help improve office equipment productivityStandard Oil We sell gasoline We supply energyColumbia Pictures We make movies We market entertainmentEncyclopaedia We sell encyclopedias We distribute InformationCarrier We make air We provide climate conditioners and control in the home furnaces 1-106 www.bookfiesta4u.com
    • Corporate and Division Strategic PlanningThree characteristics of SBUs Single business or collection of related businesses that can be planned for separately Has its own set of competitors Has a manager who is responsible for strategic planning and profit 1-107 www.bookfiesta4u.com
    • The Growth-Share Matrix Growth- Relative market share Four Cells Question Marks Stars Cash Cows DogsSBU StrategiesSBU Lifecycle 1-108 www.bookfiesta4u.com
    • Can you give an example of a “Star”that skipped “Cash Cow”, and wentstraight to “Dog” status? 1-109 www.bookfiesta4u.com
    • Corporate and Division Strategic Planning The General Electric Model 1-110 www.bookfiesta4u.com
    • Table 4-2: Factors underlying Market Attractiveness and Competitive Position in GE Multifactor Portfolio Model: Hydraulic-Pumps Market Rating = Weight (1-5) (1- Value Overall market size 0.20 4 0.80 Annual market growth rate 0.20 5 1. Historical profit margin 0.15 4 0.60 Competitive intensity 0.15 2 0.30Market Technological requirements 0.15 4 0.60Attractiveness Inflationary vulnerability 0.05 3 0.15 Energy requirements 0.05 2 0.10 Environmental impact 0.05 3 0.15 Social-political- Social-political-legal Must be acceptable 1.0 3.70 Market share 0.10 4 0.40 Share growth 0.15 2 0.30Business Product quality 0.10 4 0.40Strength Brand reputation 0.10 5 0.50 Distribution network 0.05 4 0.20 See text for complete table 1-111 www.bookfiesta4u.com
    • Corporate and Division Strategic Planning Critique of Portfolio Models Planning New Businesses, Downsizing Older Businesses 1-112 www.bookfiesta4u.com
    • Corporate and Division Strategic Planning Intensive Growth 1-113 www.bookfiesta4u.com
    • Starbucks’ home page: Customers can request a catalog of Starbucks products, subscribe to a newsletter, and shop online 1-114 www.bookfiesta4u.com
    • Corporate and Division Strategic Planning Integrative Growth Diversification Growth Downsizing Older Businesses 1-115 www.bookfiesta4u.com
    • Give an example of a marketsegment where integrative growthwould be preferable to growththrough diversification. Explainwhy one approach is betterthan the other. 1-116 www.bookfiesta4u.com
    • Business Unit Strategic PlanningBusiness MissionSWOT Analysis External Environment Analysis (Opportunity and Threat Analysis) Marketing Opportunity Buying opportunity more convenient or efficient Meet the need for more information and advice Customize an offering that was previously only available in standard form 1-117 www.bookfiesta4u.com
    • Give some examples of companiesthat have grown to dominate theirmarket segment by using technologyto make buying opportunities moreconvenient and efficient. 1-118 www.bookfiesta4u.com
    • Business Unit Strategic PlanningMarketing Opportunity Analysis (MOA) Can the benefits be articulated to a target market? Can the target market be reached with cost- cost- effective media and trade channels? Does the company have the critical capabilities to deliver the customer benefits? Can the company deliver these benefits better than any actual or potential competitors? Will the rate of return meet the required threshold of investment? 1-119 www.bookfiesta4u.com
    • Figure 4-7: Opportunity and Threat Matrices 1-120 www.bookfiesta4u.com
    • Business Unit Strategic PlanningInternal Environmental Analysis(Strength/Weakness Analysis)Goal FormationStrategicFormulation Strategy 1-121 www.bookfiesta4u.com
    • Business Unit Strategic PlanningPorter’s Generic Strategies Overall cost leadership Differentiation Focus 1-122 www.bookfiesta4u.com
    • Travelocity’s Web site helps the consumer plan thewhole vacation – flights, lodging, and car rental.com 1-123 www.bookfiesta4u.com
    • Business Unit Strategic PlanningOperational Effectiveness and Strategy Strategic group Strategic alliances 1-124 www.bookfiesta4u.com
    • Business Unit Strategic PlanningMarketing Alliances Product or service alliances Promotional alliances Logistical alliances Pricing collaborationsPartner RelationshipManagement, PRMProgram Formulation andImplementation 1-125 www.bookfiesta4u.com
    • Business UnitStrategic Planning Feedback and Control 1-126 www.bookfiesta4u.com
    • The Marketing Process Steps in the Planning Process The marketing process Analyzing Market Opportunities Developing Marketing Strategies Planning Marketing Programs Managing the Marketing Effort Annual- Annual-plan control Profitability control Strategic control 1-127 www.bookfiesta4u.com
    • Figure 4-10:FactorsInfluencingCompanyMarketingStrategy 1-128 www.bookfiesta4u.com
    • Product Planning: The Nature and Contents of a Marketing Plan Contents of the Marketing Plan Executive Summary Current Marketing Situation Opportunity and issue analysis Objectives Marketing strategy Action programs Financial projections Implementation controls 1-129 www.bookfiesta4u.com
    • Product Planning: The Nature and Contents of a Marketing Plan Sample Marketing Plan: Sonic Personal Digital Assistant Current Marketing Situation Opportunity and Issue Analysis Objectives Action Programs Financial Projections 1-130 www.bookfiesta4u.com
    • Product Planning: The Nature and Contents of a Marketing Plan Implementation Controls Marketing Strategy Positioning Product Management Pricing Distribution Marketing Communications Marketing Research 1-131 www.bookfiesta4u.com