• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
MArketing Management 2011 02
 

MArketing Management 2011 02

on

  • 1,130 views

 

Statistics

Views

Total Views
1,130
Views on SlideShare
1,127
Embed Views
3

Actions

Likes
0
Downloads
22
Comments
0

1 Embed 3

http://www.pro-ex.org 3

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    MArketing Management 2011 02 MArketing Management 2011 02 Presentation Transcript

    • Marketing Management
      Stephan Langdon, MBA, M.Ed.
    • Class 2
    • The Customer Value Proposition
      PPT 1-3
    • Three V’s Approach to Marketing
      Define the value segment
      Define the value proposition
      Define the value network
    • REFLECTIONHow does MUJI demonstrate the Three V’s Approach to Marketing
      Define the value segment
      Define the value proposition
      Define the value network
    • Core Business Processes
      Market-sensing process
      New-offering realization process
      Customer acquisition process
      Customer relationship management process
      Fulfillment management process
    • PPT 1-7
      A Business Strategy – Figure 1.1 Page 5
      Where to Compete
      The product-market investment decision
      A Business Strategy
      How to Compete
      Value Assets & Function area
      proposition competencies strategies and programs
      Figure 1.1
    • Functional Strategies and Programs
      Manufacturing strategy
      Distribution strategy
      Brand-building strategy
      Communication strategy
      Information technology strategy
      Sourcing Strategy
      PPT 1-8
      • Global strategy
      • Logistical strategy
      • Quality program
      • Customer relationship program
      • Social technology strategy
    • Criteria to Select Business Strategies
      Is the ROI attractive?
      Is there a SCA?
      Will the strategy have success in the future?
      Is the strategy feasible?
      Does the strategy fit with the other strategies of the firm?
      PPT 1-9
    • A Holistic Marketing Framework
      Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 2-10
    • The Strategic Planning, Implementation, and Control Processes
      Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 2-11
    • The Strategic Planning Gap
      Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 2-12
    • The Product-Market Investment Strategy
      Invest to grow (or enter a product market)
      Invest only to maintain the existing position
      Milk the business by minimizing investment
      Recover as many of the assets as possible by liquidating or divesting the business
      PPT 1-13
    • Ansoff’sProduct-Market Expansion Grid(memorize for exam and be able to apply)
      Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 2-14
    • Opportunity Matrix
      Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 2-15
    • Threat Matrix
      Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 2-16
    • Activity
      Please apply the opportunity and threat matrix to Muji and Gallo
    • Strategic Uncertainties
      Strategic Uncertainties
      Will a major firm enter?
      Will a tofu-based dessert product be accepted?
      Will a technology be replaced?
      Will the dollar strengthen against an off-shore currency?
      Will computer-based operations be feasible with current technology?
      How sensitive is the market to price?
      Strategic Decisions
      Investment in a product market
      Investment in a tofu-based product
      Investment in a technology
      Commitment to off-shore manufacturing
      Investment in a new system
      A strategy of maintaining price parity
    • Strategic Uncertainties
      • Performance improvements?
      • Competitive technological developments?
      • Financial capacity of health care industry?
      What will the
      future demand?
    • The Role of External Analysis
      Strategic Decisions
      • Where to compete
      • How to compete
      External
      Analysis
      Identification
      • Trends/future events
      • Threats/opportunities
      • Strategic uncertainties
      Analysis
      • Information-need areas
      • Scenario analysis
      Figure 2.1
    • Chapter 2 - External and Customer Analysis
      PPT 2-21
      Customer Analysis
      Segmentation
      Identification of customer groups that respond differently from other groups to competitive offerings. Thus, a successful segmentation strategy requires the conceptualization, development, and evaluation of a targeted competitive offering.
      Who are the biggest customers? The most profitable? The most attractive potential customers?
      Figure 2.2
    • Chapter 2 - External and Customer Analysis
      PPT 2-22
      Segmentation
      How should segments be defined?
      Benefit Segmentation
      Price Sensitivity
      Loyalty
      Applications
      Multiple Segments versus Focus Strategy
    • PPT 2-23
      The Brand Loyalty Matrix: Priorities
      Low
      Loyalty
      Moderate
      Loyalty
      Loyal
      Medium
      Highest
      High
      Customer
      Low
      to
      Medium
      Non-customer
      High
      Zero
      Figure 3.4
    • Customer Motivation Analysis
      Identify
      Motivations
      Group and
      Structure
      Motivations
      Assess
      Motivation
      Importance
      Assign Strategic
      Roles to Motivations
      Figure 2.6
    • Population and Demographics
      Population growth
      Population age mix
      Ethnic markets
      Educational groups
      Household patterns
      Geographical shifts
    • Natural Environment
      Shortage of
      raw materials
      Increased
      energy costs
      Anti-pollution
      pressures
      Governmental
      protections
    • Consumer Environmental Segments
      True Blue Greens (30%)
      Greenback Greens (10%)
      Sprouts (26%)
      Grousers (15%)
      Apathetics (18%)
    • Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 3-28
      Secondary Commercial Data Sources
      Nielsen
      SAMI/Burke
      MRCA
      Simmons
      Information
      Resources, Inc.
      Arbitron
    • Technological Environment
      Pace of change
      Opportunities
      for innovation
      Varying R&D
      budgets
      Increased regulation
      of change
    • Political-Legal Environment
      Increase in
      business legislation
      Growth of special
      interest groups
    • 3-31
      MIS Systems Provide Information on Buyer Preferences and Behavior:Dupont’s Pillow Study
      Pillow Segments
      23% - stackers
      20% - plumpers
      16% - rollers or folders
      16% - cuddlers
      10% - smashers
    • Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 3-32
      What is a Marketing Information System (MIS)?
      A marketing information system consists of people, equipment, and procedures to gather, sort, analyze, evaluate, and distribute needed, timely, and accurate information to marketing decision makers.
    • Internal Records and Marketing Intelligence
      Order-to-Payment
      Cycle
      Sales
      Information
      System
      Databases,
      Warehousing,
      Data Mining
      Marketing
      Intelligence
      System
    • Steps to Improve Marketing Intelligence
      Train sales force to scan for new developments
      Motivate channel members to share intelligence
      Network externally
      Utilize a customer advisory panel
      Utilize government data resources
      Purchase information
      Collect customer feedback online