Seminar 1
Managing Marketing Processes
---
Introduction – Understanding
Marketing Management
Robin Teigland
Master of Gene...
Who am I? (LinkedIn Inmaps)
SS
E
IFL
Industry
Research
Wharton
Stanford
McKinsey
SSE MBA
Seminar 1 Overview
3
4
Intended Learning Outcomes
Course Description
 Multi-method
 Lectures, Presentations, Cases, and External Guests
 Individual Assignments (55%)

R...
Marketing Plan Group Assignment
 Assume role of “marketing manager” and select
existing Swedish company within specified ...
7
?Marketing Plan Teams
Exercise
 8 volunteers are needed
8
9
What is a marketing course about?
The Strategy Hierarchy
10
Where should
we compete?
How should
we compete?
What is Marketing?
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Marketing is an organizational fun...
What is Marketing Management?
Marketing management is the
art and science
of choosing target markets
and getting, keeping,...
Selling is only the tip of the iceberg
13
There will always be need for some selling.
But the aim of marketing is to make ...
14
What is marketed?
What is Marketed?
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
1-15
• Goods
• Services
• Events
• ...
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
1-16
Key Customer Markets
 Consumer markets
 Busine...
Figure 1.1 A Simple Marketing System
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
1-17
Company Orientations
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
1-18
Production
Product
Selling
...
Marketing is about engagement
https://www.youtube.com/watch?v=qngURElbkP4
19
Holistic Marketing
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
1-20
Relationship Marketing
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
1-21
Customers
Employees
Marke...
Internal Marketing
Internal marketing is the task of
hiring, training, and motivating able employees
who want to serve cus...
Performance Marketing
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
1-23
Financial
Accountability
S...
Types of Corporate Social Initiatives
 Corporate social marketing
 Cause marketing
 Cause-related marketing
 Corporate...
The Marketing Mix
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
1-25
The New Four Ps
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
1-26
Processes
People
Programs
Perfor...
Core Marketing Concepts
 Needs, wants, and
demands
 Target markets,
positioning,
segmentation
 Offerings and brands
 V...
Types of Needs
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
1-28
Stated
Real
Unstated
Delight
Secr...
Target Markets, Positioning & Segmentation
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
1-29
Offerings and Brands
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
1-30
Value and Satisfaction
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
1-31
Marketing Channels
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
1-32
Communication
Distribution
Se...
Marketing Environment
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
1-33
Demographic Economic
Socio...
Major Societal Forces
 Network information
technology
 Globalization
 Deregulation
 Privatization
 Heightened competi...
Figure 1.1 A Simple Marketing System
Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
1-35
Today’s Assignment
 What is Marketing Management? (1-2 slides)

Based on the course readings, your previous experience,
...
Today’s Assignment
 What is the Marketing Manager’s role? (1-2
slides)

Based on the course readings, your previous expe...
Core concepts in strategy
 Mission
 Purpose: Why we exist
 Vision
 What we want to be
 Values
 What we believe in an...
39
Making choices
 Strategy is about choosing what NOT to do:
 Which customers not to serve
 What products or services ...
Strategy ≠ Business Model
 Business model (Magretta, 2002)
 Describes, as a system, how the pieces of a business
fit tog...
The Strategy Hierarchy
41
Where should
we compete?
How should
we compete?
42
What are the tasks of a
Marketing Manager?
Marketing Management Tasks
 Develop market strategies and plans
 Capture marketing insights
 Connect with customers
 B...
Roleplay
 You have just been recruited as the new marketing
manager for Stockholm School of Economics.
 You would like t...
For Review
 Why is marketing important?
 What is the scope of marketing?
 What are some fundamental marketing
concepts?...
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Managing Marketing Processes_Seminar 1

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First seminar of my Managing Marketing Processes course in the Masters of General Management Program at the Stockholm School of Economics in Sweden: http://www.hhs.se/EDUCATION/MSC/MSCGM/Pages/default.aspx

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  • Tieto Enator Vision: - The world's leading provider of high-value-added IT services in selected vertical markets Strategy: - Global leverage of vertical expertise - Solutions - Partnerships Mission: - Building the Information Society Values: - Customer benefit & Personal growth Banking & Insurance   IT services for banking, finance and insurance  Telecom & Media   IT services for telecom and media industry Healthcare & Welfare IT services for healthcare and welfare Government, Manufacturing & Retail IT services for central and local government, manufacturing, retail and logistics Forest & Energy   IT services for forest and energy industries Processing & Network   End-to-end processing and network services
  • Pick an individual product or service (existing, or one that you have invented), and write a comprehensive marketing plan profiling the competitive strategy that is needed in order to bring that product or service to the market.
  • .
  • Which objective is most likely to maximize shareholder value over the next several years? (Growth? Achieving a certain market share? Becoming the market leader?) Objectives = goals A firm’s scope encompasses three dimensions: customer or offering, geographic location, and vertical integration. The complete definition of a firm’s competitive advantage consists of two parts. The first is a statement of the customer value proposition. Any strategy statement that cannot explain why customers should buy your product or service is doomed to failure. Activity map
  • Managing Marketing Processes_Seminar 1

    1. 1. Seminar 1 Managing Marketing Processes --- Introduction – Understanding Marketing Management Robin Teigland Master of General Management Stockholm School of Economics September 4, 2013
    2. 2. Who am I? (LinkedIn Inmaps) SS E IFL Industry Research Wharton Stanford McKinsey SSE MBA
    3. 3. Seminar 1 Overview 3
    4. 4. 4 Intended Learning Outcomes
    5. 5. Course Description  Multi-method  Lectures, Presentations, Cases, and External Guests  Individual Assignments (55%)  Readings and questions for external guests for each class (P/F)  Individual participation (10%)  Final Exam (45%)  Group Assignments (45%)  Seminar Hand-ins and Cases (P/F)  Marketing Plan Presentations and Report (40%)  Live Case Integration Module (5%)  Active learning and shared responsibility  Open dialogue and discussion in and outside of class  Information sharing and appropriate use of internet inside/outside class  Google docs, slideshare, twitter, etc.  www.plagiarism.org  Active groupwork – pull your weight 5
    6. 6. Marketing Plan Group Assignment  Assume role of “marketing manager” and select existing Swedish company within specified industry  Develop marketing plan for product/service not currently offered by your company to be launched on Swedish market  Completely new-to-the-world or new to your company  Must be able to access financial data for company in order to integrate with “Using Accounting Reports”  Write comprehensive marketing plan profiling competitive strategy to bring that product/service to Swedish market 6
    7. 7. 7 ?Marketing Plan Teams
    8. 8. Exercise  8 volunteers are needed 8
    9. 9. 9 What is a marketing course about?
    10. 10. The Strategy Hierarchy 10 Where should we compete? How should we compete?
    11. 11. What is Marketing? Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders.
    12. 12. What is Marketing Management? Marketing management is the art and science of choosing target markets and getting, keeping, and growing customers through creating, delivering, and communicating superior customer value. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-12
    13. 13. Selling is only the tip of the iceberg 13 There will always be need for some selling. But the aim of marketing is to make selling superfluous. The aim of marketing is to know and understand the customer so well that the product or service fits him and sells itself. Ideally, marketing should result in a customer who is ready to buy. All that should be needed is to make the product or service available. Peter Drucker
    14. 14. 14 What is marketed?
    15. 15. What is Marketed? Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-15 • Goods • Services • Events • Experiences • Persons • Places • Properties • Organizations • Information • Ideas
    16. 16. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-16 Key Customer Markets  Consumer markets  Business markets  Global markets  Nonprofit/Government markets
    17. 17. Figure 1.1 A Simple Marketing System Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-17
    18. 18. Company Orientations Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-18 Production Product Selling Marketing
    19. 19. Marketing is about engagement https://www.youtube.com/watch?v=qngURElbkP4 19
    20. 20. Holistic Marketing Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-20
    21. 21. Relationship Marketing Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-21 Customers Employees Marketing Partners Financial Community
    22. 22. Internal Marketing Internal marketing is the task of hiring, training, and motivating able employees who want to serve customers well. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-22
    23. 23. Performance Marketing Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-23 Financial Accountability Social Responsibility Marketing
    24. 24. Types of Corporate Social Initiatives  Corporate social marketing  Cause marketing  Cause-related marketing  Corporate philanthropy  Corporate community involvement  Socially responsible business practices Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-24
    25. 25. The Marketing Mix Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-25
    26. 26. The New Four Ps Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-26 Processes People Programs Performance
    27. 27. Core Marketing Concepts  Needs, wants, and demands  Target markets, positioning, segmentation  Offerings and brands  Value and satisfaction  Marketing channels  Supply chain  Competition  Marketing environment  Marketing planning Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-27
    28. 28. Types of Needs Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-28 Stated Real Unstated Delight Secret
    29. 29. Target Markets, Positioning & Segmentation Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-29
    30. 30. Offerings and Brands Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-30
    31. 31. Value and Satisfaction Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-31
    32. 32. Marketing Channels Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-32 Communication Distribution Service
    33. 33. Marketing Environment Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-33 Demographic Economic Socio-cultural EnvironmentalTechnological Political-legal
    34. 34. Major Societal Forces  Network information technology  Globalization  Deregulation  Privatization  Heightened competition  Industry convergence  Retail transformation  Disintermediation  Consumer buying power  Consumer participation  Consumer resistance Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-34
    35. 35. Figure 1.1 A Simple Marketing System Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-35
    36. 36. Today’s Assignment  What is Marketing Management? (1-2 slides)  Based on the course readings, your previous experience, and potentially other sources, develop your own definition of marketing management.  What are the relationships between marketing management and the concepts of vision, mission, strategy, and business model? 36
    37. 37. Today’s Assignment  What is the Marketing Manager’s role? (1-2 slides)  Based on the course readings, your previous experience, and potentially other sources, develop your own understanding of the role of the Marketing Manager.  What core skills does the Marketing Manager need and how do these differ from those of the CEO and other managers in an organization? 37
    38. 38. Core concepts in strategy  Mission  Purpose: Why we exist  Vision  What we want to be  Values  What we believe in and how we behave  Strategy  Single precise competitive game plan that will drive the business over the next five years or so  Objective (ends), scope (domain), and advantage (means) that require trade-offs 38 Collis & Rukstad, 2008
    39. 39. 39 Making choices  Strategy is about choosing what NOT to do:  Which customers not to serve  What products or services not to offer  Which activities not to perform Strategy is about NOT being all things to all people Porter
    40. 40. Strategy ≠ Business Model  Business model (Magretta, 2002)  Describes, as a system, how the pieces of a business fit together.  Does not factor in one critical dimension of performance: competition  Reflection of a realized strategy 40 Every organization has a business model . [it] makes some choices, which have consequences. [But] not every organization has a strategy - a plan of action for different contingencies that may arise. (Casadesus et al. 2010)
    41. 41. The Strategy Hierarchy 41 Where should we compete? How should we compete?
    42. 42. 42 What are the tasks of a Marketing Manager?
    43. 43. Marketing Management Tasks  Develop market strategies and plans  Capture marketing insights  Connect with customers  Build strong brands  Shape market offerings  Deliver value  Communicate value  Create long-term growth Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-43 What is missing?
    44. 44. Roleplay  You have just been recruited as the new marketing manager for Stockholm School of Economics.  You would like to request a 15% increase in the marketing budget and the President has asked you to justify this request.  Prepare 3 slides explaining the role of marketing within your organization and discuss how and why a 15% increase in the marketing budget would benefit the organization. 44
    45. 45. For Review  Why is marketing important?  What is the scope of marketing?  What are some fundamental marketing concepts?  How does marketing fit into the overall organization?  What are the tasks necessary for successful marketing management? Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 1-45
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