Chapter 22 - Managing a Holistics Marketing Organizations

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Chapter 22 - Managing a Holistics Marketing Organizations

  1. 1. Managing a Holistic Marketing Organization Marketing Management, 13th ed 22
  2. 2. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-2 Chapter Questions • What are important trends in marketing practices? • What are the keys to effective internal marketing? • How can companies be responsible social marketers? • How can a company improve its marketing skills? • What tools are available to help companies monitor and improve their marketing activities?
  3. 3. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-3 Trends in Marketing Practices • Reengineering • Outsourcing • Benchmarking • Supplier partnering • Customer partnering • Merging • Globalizing • Flattening • Focusing • Accelerating • Empowering
  4. 4. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-4 Organizing the Marketing Department • Functional Organization • Geographic Organization • Product- or Brand-Management Organization • Market-Management Organization • Matrix-Management Organization
  5. 5. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-5 Tasks Performed by Brand Managers • Develop long-range and competitive strategy for each product • Prepare annual marketing plan and sales forecast • Work with advertising and merchandising agencies to develop campaigns • Increase support of the product among channel members • Gather continuous intelligence on product performance, customer attitudes • Initiate product improvements
  6. 6. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-6 Building a Creative Marketing Organization • Developing a company-wide passion for customers • Organizing around customer segments instead of products • Understanding customers through qualitative and quantitative research
  7. 7. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-7 How Can CEOs Create a Marketing-Focused Company? • Convince senior management of the need to become customer focused • Appoint a senior marketing officer and marketing task force • Get outside guidance • Change the company’s reward measurement and system • Hire strong marketing talent
  8. 8. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-8 How Can CEOs Create a Marketing-Focused Company? • Develop strong in-house marketing training programs • Install a modern marketing planning system • Establish an annual marketing excellence recognition program • Shift from a department focus to a process- outcome focus • Empower the employees
  9. 9. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-9 Corporate Social Responsibility • Socially responsible behavior • Ethical behavior • Legal behavior
  10. 10. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-10 Top-Rated Companies for Social Responsibility • Microsoft • Johnson & Johnson • 3M • Google • Coca-Cola • General Mills • UPS • Sony • Toyota • Procter & Gamble • Amazon.com • Whole Foods • Walt Disney • Honda Motor • Fed Ex
  11. 11. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-11 What is Cause-Related Marketing? Cause-related marketing is marketing that links the firm’s contributions to a designated cause to customers engaging directly or indirectly in revenue-producing transactions with the firm.
  12. 12. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-12 Branding a Cause Marketing Program • Self-branded: Create Own Cause Program • Co-branded: Link to Existing Cause Program • Jointly branded: Link to Existing Cause Program
  13. 13. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-13 Possible Objectives for Social Marketing Campaigns • Cognitive • Action • Behavioral • Value
  14. 14. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-14 Key Success Factors for Social Marketing Programs • Study the literature and previous campaigns • Chose target markets that are ready to respond • Promote a single, doable behavior in clear, simple terms • Explain the benefits in compelling terms • Make it easy to adopt the behavior • Develop attention-grabbing messages • Consider an education-entertainment approach
  15. 15. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-15 Social Marketing Planning Process • Where are we? • Where do we want to go? • How will we get there? • How will we stay on course?
  16. 16. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-16 The Control Process • What do we want to achieve? • What is happening? • Why is it happening? • What should we do about it?
  17. 17. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-17 Types of Marketing Control • Annual plan control • Profitability control • Efficiency control • Strategic control
  18. 18. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-18 Approaches to Annual Plan Control • Sales analysis • Market share analysis • Sales-to-expense ratios • Financial analysis • Market-based scorecard analysis
  19. 19. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-19 Marketing Profitability Analysis • Step 1: Identify functional expenses • Step 2: Assign functional expenses to marketing entities • Step 3: Prepare a profit-and-loss statement for each marketing entity
  20. 20. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-20 Types of Costs • Direct costs • Traceable common costs • Nontraceable common costs
  21. 21. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-21 Measures Tracked for Efficiency Control • Logistics costs as a percentage of sales • Percentage of orders filled correctly • Percentage of on-time deliveries • Number of billing errors
  22. 22. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-22 What is a Marketing Audit? A marketing audit is a comprehensive, systematic, independent, 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.
  23. 23. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 22-23 Characteristics of Marketing Audits • Comprehensive • Systematic • Independent • Periodic

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