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Marketing Management Chapter 22 Managing A Holistic Marketing Organization
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Marketing Management Chapter 22 Managing A Holistic Marketing Organization

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    • 1. MARKETING MANAGEMENT 12 th edition 22 Managing a Holistic Marketing Organization Kotler Keller
    • 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 implementation skills?
      • What tools are available to help companies monitor and improve their marketing activities?
      22-
    • 3. Trends in Marketing Practices
      • Reengineering
      • Outsourcing
      • Benchmarking
      • Supplier partnering
      • Customer partnering
      • Merging
      • Globalizing
      • Flattening
      • Focusing
      • Accelerating
      • Empowering
      22-
    • 4. Organizing the Marketing Department
      • Functionally
      • Geographically
      • By product
      • By brand
      • By market
      • Matrix
      • By corporate/division
      22-
    • 5. Figure 22.1 Functional Organization 22-
    • 6. 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
      22-
    • 7. Figure 22.2 The Product Manager’s Interactions 22-
    • 8. Figure 22.3 Vertical Product Team 22-
      • PM = Product Manager
      • APM = Associate PM
      • PA = Product Assistant
    • 9. Figure 22.3 Triangular Product Team 22-
      • PM = Product Manager
      • R = Market Researcher
      • C = Communication Specialist
    • 10. Figure 22.3 Horizontal Product Team 22-
      • PM = Product Manager
      • R = Market Researcher
      • C = Communication Specialist
      • S = Sales Manager
      • D = Distribution Specialist
      • F = Finance Specialist
      • E = Engineer
    • 11. Dow Corning uses a horizontal product team 22-
    • 12. Figure 22.4 Product/Marketing-Management Matrix System 22-
    • 13. Role of Marketing at the Corporate Level
      • To promote a culture of customer orientation
      • To be an advocate for the customer
      • To assess market attractiveness
      • To develop firm’s overall value proposition, the vision, and articulation of how it proposes to deliver superior value to customers
      22-
    • 14. Corporate Social Responsibility 22- Legal behavior Ethical behavior Socially responsible Behavior
    • 15. Top-Rated Companies for Social Responsibility
      • Johnson & Johnson
      • Coca-Cola
      • Wal-Mart
      • Anheuser-Busch
      • Hewlett-Packard
      • Walt Disney
      • Microsoft
      • IBM
      • McDonald’s
      • 3M
      • UPS
      • FedEx
      • Target
      • Home Depot
      22-
    • 16. Fetzer emphasizes a commitment to social responsibility 22-
    • 17. Cause-Related Marketing 22- Marketing that links the firm’s contributions to a designated cause to customers engaging directly or indirectly in revenue-producing transactions with the firm.
    • 18. Corporate Social Marketing 22- Marketing efforts that have at least one non-economic objective related to the social welfare and uses the resources of the company and/or its partners.
    • 19. Cause-Related Marketing 22-
    • 20. Cause-Related Marketing 22-
    • 21. 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
      22-
    • 22. Co-Branded Cause 22-
    • 23. Social Marketing Campaigns 22- Cognitive Value Action Behavioral
    • 24. Social Marketing Planning Process 22- Where are we? Where do we want to go? How will we get there? How will we stay on course?
    • 25. Necessary Skills for Implementing Marketing Programs
      • Diagnostic skills
      • Identification of company level
      • Implementation skills
      • Evaluation skills
      22-
    • 26. Figure 22.5 The Control Process 22- What do we want to achieve? What is happening? Why is it happening? What should we do about it?
    • 27. Types of Marketing Control 22- Annual plan control Profitability control Efficiency control Strategic control
    • 28. Marketing Audit 22- 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.
    • 29. Characteristics of Marketing Audits (See Table 22.5)
      • Comprehensive
      • Systematic
      • Independent
      • Periodic
      22-
    • 30. Marketing Debate 22-
      • Is marketing management an art
      • or a science?
      • Take a position:
      • Marketing management is largely an
      • artistic exercise and therefore highly
      • subjective.
      • 2. Marketing management is largely a
      • scientific exercise with well-established
      • guidelines and criteria.
    • 31. Marketing Discussion 22-
      • How does cause or corporate social
      • marketing affect your personal
      • consumer behavior? Do you ever
      • buy or not buy any products because
      • of a company’ environmental policies
      • or programs? Why or why not?