Cd6813 marketing strategies & plan

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ini semua slide marketing strategik kelas sabtu ukm semester 1 2010/2011

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  • Cd6813 marketing strategies & plan

    1. 1. © Kotler, Keller, Marketing Management 2-1 Developing Marketing Strategies and Plans Chapter 2
    2. 2. © Kotler, Keller, Marketing Management 2-2 Marketing and Customer Value 3 key questions: 1. Value exploration – new opportunities? 2. Value creation –new offerings? 3. Value delivery – deliver more efficiently?
    3. 3. © Kotler, Keller, Marketing Management 2-3 INTERNAL ENVIRONMENT (STRENGTHS/WEAKNESSES) ANALYSIS
    4. 4. © Kotler, Keller, Marketing Management 2-4 Define the Corporate Mission  What is our business?  Who is the customer?  What is of value to the customer?  What will our business be?  What should our business be? Mission statements are the vision direction for company for next 10 to 20 years
    5. 5. © Kotler, Keller, Marketing Management 2-5 Table 2.1 Sample Mission Statement
    6. 6. © Kotler, Keller, Marketing Management 2-6 Assess growth opportunities the strategic planning gap
    7. 7. © Kotler, Keller, Marketing Management 2-7 INTENSIVE GROWTH 1st course of action - to review opportunities for improving existing businesses
    8. 8. © Kotler, Keller, Marketing Management 2-8 INTENSIVE GROWTH  The company first considers… – more market share with current products & markets (market-penetration strategy)? – find new markets for current products (market-development strategy)? – develop new products to current markets (product-development strategy)? – develop new products for new markets (diversification strategy)?
    9. 9. © Kotler, Keller, Marketing Management 2-9 diversification strategy Frappuccino® bottled drinks, Starbucks brand ice cream & purchase of tea retailer Tazo® Tea into grocery store aisles market-development strategy same as above throughout North America & worldwide market-penetration strategy cafés serving gourmet coffee directly to customers in Seattle product development strategy Increase customers’ purchases with new in-store merchandise (CDs) 1 3 1 1 4 2
    10. 10. © Kotler, Keller, Marketing Management 2-10 INTEGRATIVE GROWTH INTEGRATIVE GROWTH: backward, forward or horizontal integration within its industry  acquire suppliers -backward integration  acquire retailer-forward integration  acquire competitors-horizontal integration  If unsuccessful, diversification
    11. 11. © Kotler, Keller, Marketing Management 2-11 DIVERSIFICATION GROWTH  When good opportunities are found outside present businesses  Good opportunity is when industry is attractive & company has strengths to be successful
    12. 12. © Kotler, Keller, Marketing Management 2-12 Business Unit Strategic Planning Overall cost leadership achieve lowest costs to price lower than competitors & win large market share Focus focuses on narrow market segments Differentiation superior performance in area valued by large part of market PORTER’S GENERIC STRATEGIES
    13. 13. © Kotler, Keller, Marketing Management 2-13 Marketplace will change – review & revise implementation, programs, strategies or objectives Business Unit Strategic Planning – feedback and control HAIER is a good example: Started with inferior-quality products Later, sales went up China’s leading maker of washing machines Faces competition in Chinese market Partner with Sanyo in production alliances Makes digital TVs with LG Electronics Diversify into finance, computers, cell phones
    14. 14. © Kotler, Keller, Marketing Management 2-14 1. Is the plan simple? 2. Is the plan specific? 3. Is the plan realistic? 4. Is the plan complete? Business Unit Strategic Planning - Contents of a Marketing Plan marketing plan A summarized written document about marketplace & plans to reach marketing objectives
    15. 15. © Kotler, Keller, Marketing Management 2-15 Market Opportunity Analysis (MOA) To evaluate opportunities To determine attractiveness & probability of success Market Opportunity Analysis (MOA) 1. Can benefits convince target markets? 4. Are benefits better than competitors? 5. Is it profitable? 2. Can target markets be reached with cost-effective media & trade channels? 3. Possess resources to deliver benefits?

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