MARKETING MANAGEMENT 12 th edition 22 Managing a Holistic Marketing Organization Kotler Keller

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-

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?

Trends in Marketing Practices Reengineering Outsourcing Benchmarking Supplier partnering Customer partnering Merging Globalizing Flattening Focusing Accelerating Empowering 22-

Reengineering

Outsourcing

Benchmarking

Supplier partnering

Customer partnering

Merging

Globalizing

Flattening

Focusing

Accelerating

Empowering

Organizing the Marketing Department Functionally Geographically By product By brand By market Matrix By corporate/division 22-

Functionally

Geographically

By product

By brand

By market

Matrix

By corporate/division

Figure 22.1 Functional Organization 22-

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-

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

Figure 22.2 The Product Manager’s Interactions 22-

Figure 22.3 Vertical Product Team 22- PM = Product Manager APM = Associate PM PA = Product Assistant

PM = Product Manager

APM = Associate PM

PA = Product Assistant

Figure 22.3 Triangular Product Team 22- PM = Product Manager R = Market Researcher C = Communication Specialist

PM = Product Manager

R = Market Researcher

C = Communication Specialist

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

PM = Product Manager

R = Market Researcher

C = Communication Specialist

S = Sales Manager

D = Distribution Specialist

F = Finance Specialist

E = Engineer

Dow Corning uses a horizontal product team 22-

Figure 22.4 Product/Marketing-Management Matrix System 22-

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-

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

Corporate Social Responsibility 22- Legal behavior Ethical behavior Socially responsible Behavior

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-

Johnson & Johnson

Coca-Cola

Wal-Mart

Anheuser-Busch

Hewlett-Packard

Walt Disney

Microsoft

IBM

McDonald’s

3M

UPS

FedEx

Target

Home Depot

Fetzer emphasizes a commitment to social responsibility 22-

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.

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.

Cause-Related Marketing 22-

Cause-Related Marketing 22-

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-

Self-branded: Create Own Cause Program

Co-branded: Link to Existing Cause Program

Jointly branded: Link to Existing Cause Program

Co-Branded Cause 22-

Social Marketing Campaigns 22- Cognitive Value Action Behavioral

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?

Necessary Skills for Implementing Marketing Programs Diagnostic skills Identification of company level Implementation skills Evaluation skills 22-

Diagnostic skills

Identification of company level

Implementation skills

Evaluation skills

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?

Types of Marketing Control 22- Annual plan control Profitability control Efficiency control Strategic control

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.

Characteristics of Marketing Audits (See Table 22.5) Comprehensive Systematic Independent Periodic 22-

Comprehensive

Systematic

Independent

Periodic

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.

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.

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?

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?