Top 10 Questions : Chapter 2 : Ansay

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Catherine Ansay
Top 10 Questions
Chapter 2

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Top 10 Questions : Chapter 2 : Ansay

  1. 1. Top 10 Questions (Chapter #2) Catherine Ansay December 15, 2011 Chapter 2 Marketing Management, Kotler 14 th ed
  2. 2. <ul><li>_________ specifies the marketing tactics, including product features, promotion, merchandising, pricing, sales channels and service. </li></ul><ul><li>Tactical marketing plan </li></ul><ul><li>Corporate plan </li></ul><ul><li>Business plan </li></ul><ul><li>Product plan </li></ul><ul><li>Strategic plan </li></ul>
  3. 3. 1. Tactical Marketing Plan
  4. 4. 1. Tactical Marketing Plan <ul><li>Teams develop marketing plan with inputs and sign-offs from every important function </li></ul><ul><li>Management implements these plans at the appropriate levels of the organization, monitors results and takes necessary correction action </li></ul><ul><li>Planning at each of these four levels of the organization </li></ul>
  5. 5. <ul><li>_________ specifies the marketing tactics, including product features, promotion, merchandising, pricing, sales channels and service. </li></ul><ul><li>Tactical marketing plan </li></ul><ul><li>Corporate plan </li></ul><ul><li>Business plan </li></ul><ul><li>Product plan </li></ul><ul><li>Strategic plan </li></ul>
  6. 6. <ul><li>The shared experiences, stories, beliefs and norms that characterize an organization. </li></ul><ul><li>Business Mission </li></ul><ul><li>Vision, Mission and Values </li></ul><ul><li>Corporate culture </li></ul><ul><li>Organizational environment </li></ul><ul><li>Corporate environment </li></ul>
  7. 7. 2. Corporate Culture <ul><li>Standards that govern the operation of the business </li></ul>Corporate Culture
  8. 8. 2. Corporate Culture <ul><li>Corporate culture defined as the shared experience, stories, beliefs and norms that characterize an organization. </li></ul><ul><li>A customer-centric culture can affect all aspects of an organization. </li></ul>
  9. 9. <ul><li>The shared experiences, stories, beliefs and norms that characterize an organization. </li></ul><ul><li>Business Mission </li></ul><ul><li>Vision, Mission and Values </li></ul><ul><li>Corporate culture </li></ul><ul><li>Organizational environment </li></ul><ul><li>Corporate environment </li></ul>
  10. 10. <ul><li>A dimension of business innovation that talks about redesigning customer interactions across all touch points and all moments of contact. </li></ul><ul><li>Supply Chain </li></ul><ul><li>Networking </li></ul><ul><li>Value Capture </li></ul><ul><li>Customers </li></ul><ul><li>Customer Experience </li></ul>
  11. 11. 3. 12 Dimensions of Business Innovations
  12. 12. 3. Customer Experience <ul><li>Customer experience – considers everything a customer sees, hears, feels and experiences while interacting with a company at all moments </li></ul>
  13. 13. <ul><li>A dimension of business innovation that talks about redesigning customer interactions across all touch points and all moments of contact. </li></ul><ul><li>Supply Chain </li></ul><ul><li>Networking </li></ul><ul><li>Value Capture </li></ul><ul><li>Customers </li></ul><ul><li>Customer Experience </li></ul>
  14. 14. <ul><li>This business innovation dimension uses common components or building blocks to create derivative offerings. </li></ul><ul><li>Processes </li></ul><ul><li>Offerings </li></ul><ul><li>Platform </li></ul><ul><li>Presence </li></ul><ul><li>Solutions </li></ul>
  15. 15. 4. 12 Dimensions of Business Innovations
  16. 16. 4. 12 Dimensions of Business Innovations <ul><li>Platform – set of common components, assembly methods or technologies that serve as building blocks for a portfolio of products or services </li></ul>
  17. 17. <ul><li>This business innovation dimension uses common components or building blocks to create derivative offerings. </li></ul><ul><li>Processes </li></ul><ul><li>Offerings </li></ul><ul><li>Platform </li></ul><ul><li>Presence </li></ul><ul><li>Solutions </li></ul>
  18. 18. <ul><li>_______ is an area of buyer need and interest that a company has a high probability of profitability satisfying. </li></ul><ul><li>Offerings </li></ul><ul><li>Brand </li></ul><ul><li>Success Probability </li></ul><ul><li>Marketing Opportunity </li></ul><ul><li>Opportunity Matrix </li></ul>
  19. 19. 5. Market Opportunity
  20. 20. 5. Market Opportunity <ul><li>Newly identified need, want or demand that a firm can exploit because it is not being addressed by the competitors </li></ul><ul><li>There are several sources of Market Opportunities: </li></ul><ul><ul><li>Supply something that is in short supply. </li></ul></ul><ul><ul><li>Supply an existing product in a new or superior way. </li></ul></ul>
  21. 21. <ul><li>_______ is an area of buyer need and interest that a company has a high probability of profitability satisfying. </li></ul><ul><li>Offerings </li></ul><ul><li>Brand </li></ul><ul><li>Success Probability </li></ul><ul><li>Marketing Opportunity </li></ul><ul><li>Opportunity Matrix </li></ul>
  22. 22. <ul><li>A challenge posed by an unfavorable trend or development that would lead, in the absence of defensive marketing action, to lower sales or profit. </li></ul><ul><li>Probability of Occurrence </li></ul><ul><li>Weakness </li></ul><ul><li>Seriousness </li></ul><ul><li>Weakness & Threat </li></ul><ul><li>Environmental Threat </li></ul>
  23. 23. 6. Threat Matrix <ul><li>Competitor develops superior lighting system. </li></ul><ul><li>Major prolonged economic depression. </li></ul><ul><li>Higher costs. </li></ul><ul><li>Legislation to reduce number of TV studio licenses </li></ul>2 1 3 4 Profitability of Occurrence High Low High Low
  24. 24. 6. Environmental Threat <ul><li>Any factor in the market, external to the marketing organization, that has the potential to negatively impact demand for the marketer's product or service. </li></ul><ul><li>Example: </li></ul><ul><ul><ul><ul><ul><li>Entrance of new competitor </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Merger of two competitors </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Introduction of a new brand </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Development of technology </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Legislative changes </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Social and economic trends </li></ul></ul></ul></ul></ul><ul><li>Read more : http ://www.answers.com/topic/environmental-threat#ixzz3qH3gQ9Wk </li></ul>
  25. 25. <ul><li>A challenge posed by an unfavorable trend or development that would lead, in the absence of defensive marketing action, to lower sales or profit. </li></ul><ul><li>Probability of Occurrence </li></ul><ul><li>Weakness </li></ul><ul><li>Seriousness </li></ul><ul><li>Weakness & Threat </li></ul><ul><li>Environmental Threat </li></ul>
  26. 26. <ul><li>The goal of this strategy is to achieve the lowest production and distribution costs so price can be lowered than the competitors and win a large market share. </li></ul><ul><li>Overall cost leadership </li></ul><ul><li>Product or service alliances </li></ul><ul><li>Differentiation </li></ul><ul><li>Focus </li></ul><ul><li>Pricing collaboration </li></ul>
  27. 27. 7. Overall Cost Leadership <ul><li>Offer relatively standardized products with features or characteristics that are acceptable to customers </li></ul><ul><ul><li>minimum level of differentiation </li></ul></ul><ul><ul><li>lowest competitive price </li></ul></ul>
  28. 28. 7. Porters Generic Strategies <ul><li>Overall Cost Leadership – Firms pursuing this strategy work hard to achieve the lowest production and distribution cost so they can price lower than their competitors. </li></ul><ul><li>Differentiation – The business concentrate on achieving superior performance in an important customer benefit area valued by a large part of the market. </li></ul><ul><li>Focus – Focus on one or more narrow market segment. </li></ul>
  29. 29. <ul><li>The goal of this strategy is to achieve the lowest production and distribution costs so price can be lowered than the competitors and win a large market share. </li></ul><ul><li>Overall cost leadership </li></ul><ul><li>Product or service alliances </li></ul><ul><li>Differentiation </li></ul><ul><li>Focus </li></ul><ul><li>Pricing collaboration </li></ul>
  30. 30. <ul><li>Which statement is false? </li></ul><ul><li>Philippine Airlines outsourcing ground operations to Sky Logistics is an example of service alliance. </li></ul><ul><li>The Teachers of Ateneo Graduate School of Business is an example of Service Alliance. </li></ul><ul><li>An example of logistic alliances is a distribution business for a manufacturing company. </li></ul><ul><li>Five star hotels that offer car rental services is an example of Pricing Collaborations. </li></ul><ul><li>An example of promotional alliance is the Metrobank Mabuhay Miles Credit Card. </li></ul>
  31. 31. 8. Strategic Alliances <ul><li>Product or Service Alliance </li></ul><ul><li>Promotional Alliances </li></ul><ul><li>Logistics Alliances </li></ul><ul><li>Priding Collaboration </li></ul>
  32. 32. 8. Strategic Alliances <ul><li>Product or Service Alliance – One company licenses another to produce its products, or two. </li></ul><ul><li>Promotional Alliances – One company agrees to carry a promotion for another company’s product or service. </li></ul><ul><li>Logistics Alliances – One company offers logistical services for another company’s product. </li></ul><ul><li>Pricing Collaboration – One or more companies join in a special pricing collaboration. </li></ul>
  33. 33. <ul><li>Which statement is false. </li></ul><ul><li>Philippine Airlines outsourcing ground operations to Sky Logistics is an example of service alliance. </li></ul><ul><li>The Teachers of Ateneo Graduate School of Business is an example of Service Alliance. </li></ul><ul><li>An example of logistic alliances is a distribution business for a manufacturing company. </li></ul><ul><li>Five star hotels that offer Travel and Tour services is an example of Pricing Collaborations. </li></ul><ul><li>An example of promotional alliance is the Metrobank Mabuhay Miles Credit Card. </li></ul>
  34. 34. <ul><li>Business strategy that focuses on one or more narrow market segments. </li></ul><ul><li>Differentiation </li></ul><ul><li>Overall cost leadership </li></ul><ul><li>Focus </li></ul><ul><li>Presence </li></ul><ul><li>Value Capture </li></ul>
  35. 35. 9. Focus <ul><li>Describes the scope over which the company should compete based on cost leadership or differentiation </li></ul>
  36. 36. <ul><li>Which statement is true about Strategic Business Units? </li></ul><ul><li>It is composed of several business units that can be planned separately from the rest of the company. </li></ul><ul><li>It has its own set of competitors. </li></ul><ul><li>Its managers are only responsible in strategic planning but not profit performance. </li></ul><ul><li>All of the Above </li></ul><ul><li>None of the Above </li></ul>
  37. 37. 9. Establishing Strategic Business Units <ul><li>A set of products or product lines </li></ul><ul><ul><li>With clear independence from other products or product lines </li></ul></ul><ul><ul><li>for which a business or marketing strategy should be designed </li></ul></ul>
  38. 38. 9. Establishing Strategic Business Units <ul><li>A Strategic Business Unit has Three Characteristics: </li></ul><ul><li>It is a single business, or a collection of related business, that can be planned separately from the rest of the company. </li></ul><ul><li>It has its own set of competitors. </li></ul><ul><li>It has a manager responsible for strategic planning and profit performance, who controls most of the factors affecting profit. </li></ul>
  39. 39. <ul><li>Which statement is true about Strategic Business Units? </li></ul><ul><li>It is composed of several business units that can be planned separately from the rest of the company. </li></ul><ul><li>It has its own set of competitors. </li></ul><ul><li>Its managers are only responsible in strategic planning but not profit performance. </li></ul><ul><li>All of the Above </li></ul><ul><li>None of the Above </li></ul>
  40. 40. <ul><li>The following define the major competitive spheres within which the company will operate except ______. </li></ul><ul><li>Industry </li></ul><ul><li>Product and applications </li></ul><ul><li>Market Segment </li></ul><ul><li>All of the Above </li></ul><ul><li>None of the Above </li></ul>
  41. 41. 10. Competitive Spheres <ul><li>Industry </li></ul><ul><li>Products and applications </li></ul><ul><li>Competence </li></ul><ul><li>Market segment </li></ul><ul><li>Vertical </li></ul><ul><li>Geographical </li></ul>
  42. 42. 10. Competitive Spheres <ul><li>Industry – companies operate in only one industry </li></ul><ul><li>Products and applications – firms define the range of products and applications they supply </li></ul><ul><li>Competence – firms identify the range of technological and other core competencies they master and leverage </li></ul><ul><li>Market segment – type of market or customers companies serve </li></ul><ul><li>Vertical – number of channel levels from raw materials to final product distribution </li></ul><ul><li>Geographical – range of regions, countries or country groups in which companies operate </li></ul>
  43. 43. <ul><li>The following define the major competitive spheres within which the company will operate except ______. </li></ul><ul><li>Industry </li></ul><ul><li>Product and applications </li></ul><ul><li>Market Segment </li></ul><ul><li>All of the above </li></ul><ul><li>None of the above </li></ul>
  44. 44. Top 10 Questions (Chapter #2) Catherine Ansay December 15, 2011 Chapter 2 Marketing Management, Kotler 14 th ed

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