Your SlideShare is downloading. ×
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Session 3   MG 220 BBA - 16 Aug 10
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Session 3 MG 220 BBA - 16 Aug 10

2,284

Published on

Session 3 …

Session 3
Marketing Management
BBA Section C

Published in: Business
0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
2,284
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
185
Comments
0
Likes
3
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Part 1: Understanding Marketing Management
    > Marketing & Customer Value
    > Corporate and Division Strategic Planning
    > Business Unit Strategic Planning
    > Product Planning: The Nature and Contents of a Marketing Plan
    Class Presentation | Session 3 | 16 Aug 2010
  • 2. Marketing & Customer ValueThe Value Delivery Process
    MG 220 Marketing Management
    2
  • 3. Marketing & Customer ValueThe Value Delivery Process
    MG 220 Marketing Management
    3
  • 4. Marketing & Customer ValueThe Value Chain
    A tool for identifying ways to create more customer value
    Every firm is a synthesis of activities performed to design, produce, market, deliver and support its product
    Primary Activities (producing & marketing)
    Support Activities (management of firm)
    MG 220 Marketing Management
    4
  • 5. Marketing & Customer ValueThe Value Chain
    Firm should estimate its competitors’ costs and performances as ‘benchmarks’ against which it compares its own costs and performance
    Success depends on ‘core business processes’
    Market sensing
    Offering realization
    Customer Acquisition
    Customer Realization
    Fulfillment management
    MG 220 Marketing Management
    5
  • 6. Marketing & Customer ValueThe Value Chain
    MG 220 Marketing Management
    6
  • 7. Marketing & Customer ValueCore Competences
    Outsource the less critical
    Focus on Core Competency
    Characteristics of Core Competency:
    A Source of competitive advantage
    Has Application in a wide variety of markets
    Difficult for competitors to imitate
    MG 220 Marketing Management
    7
  • 8. Marketing & Customer ValueA Holistic Marketing Orientation & Customer Value
    MG 220 Marketing Management
    8
    Customer
    Company
    Partners
    Designing
    Developing
    Delivering
  • 9. Marketing & Customer ValueThe Central Role of Strategic Planning
    All the successful brands:
    Focus on Customers
    Respond effectively to changing customer needs
    Have well-staffed marketing departments
    And all other departments in their organizations understand: “CUSTOMER IS THE KING”
    MG 220 Marketing Management
    9
  • 10. Marketing & Customer ValueThe Central Role of Strategic Planning
    Levels in Strategic Planning [Typical]
    Corporate Level
    Division Level
    Business Unit Level
    Product Level
    Marketing Plan is central instrument for directing and coordinating marketing effort
    Strategic marketing plan
    Lays out target markets & value proposition
    Tactical marketing plan
    Specifics of marketing activities
    MG 220 Marketing Management
    10
  • 11. Marketing & Customer ValueThe Central Role of Strategic Planning
    MG 220 Marketing Management
    11
  • 12. Corporate & Division Strategic PlanningActivities
    Four Planning Activities
    Defining the Corporate Mission
    Establishing Strategic Business Units
    Assigning Resources to each SBU
    Assessing Growth Opportunities
    MG 220 Marketing Management
    12
  • 13. Corporate & Division Strategic Planning1. Defining the Corporate Mission
    Peter Drucker’s classic questions
    What is our business?
    Who is the customer?
    What is of value to our customer?
    What will our business be?
    What should our business be?
    MG 220 Marketing Management
    13
  • 14. Corporate & Division Strategic Planning1. Defining the Corporate Mission (…contd.)
    Mission Statements
    Focus on LIMITED goals
    Stress company’s major policies & values
    Define the major competitive spheres:
    Industry (in which company operates)
    Products & Applications
    Competence
    Market Segment
    Vertical (channels)
    Geographical
    MG 220 Marketing Management
    14
  • 15. Corporate & Division Strategic Planning2&3. Defining Business / Establishing SBUs
    A business is?
    Customer-satisfying process
    NOT: Goods-producing process
    MG 220 Marketing Management
    15
  • 16. Corporate & Division Strategic Planning2&3. Defining Business / Establishing SBUs (…contd)
    A SBU:
    Single business or collection of related businesses which can be planned from the rest of the company
    It has its own set of competitors
    It has a manager who is responsible for strategic planning and profit performance and who controls most of the factors affecting profit
    MG 220 Marketing Management
    16
  • 17. Corporate & Division Strategic Planning4. Assessing Growth Opportunities
    Strategic Planning Gap
    MG 220 Marketing Management
    17
  • 18. Corporate & Division Strategic Planning4. Assessing Growth Opportunities (…contd)
    Intensive Growth
    Ansoff Product-Market Expansion Grid
    MG 220 Marketing Management
    18
  • 19. Corporate & Division Strategic Planning4. Assessing Growth Opportunities (…contd)
    Integrative Growth
    ‘Integrations’
    Backward: Acquire Suppliers
    Forward: Acquire distributors/suppliers
    Horizontal: Acquire Competitors
    MG 220 Marketing Management
    19
  • 20. Corporate & Division Strategic Planning4. Assessing Growth Opportunities (…contd)
    Diversification Growth
    When good opportunities can be found outside current business
    New line of business NOT products
    Downsizing & Divesting
    Pruning & harvesting current portfolio
    MG 220 Marketing Management
    20
  • 21. Business Unit Strategic PlanningProcess
    MG 220 Marketing Management
    21
  • 22. Business Unit Strategic PlanningSWOT Analysis
    SWOT
    Internal Environment Analysis
    Strengths
    Weaknesses
    External Environment Analysis
    Opportunities
    Threats
    MG 220 Marketing Management
    22
  • 23. Business Unit Strategic PlanningGoal Formulation
    Setting objectives & MBO
    Managing by Objectives
    Goals should have these characteristics
    They must be arranged hierarchically from the most to least important
    Objectives should be stated quantitatively whenever possible
    Goals should be realistic
    Objectives must be consistent
    MG 220 Marketing Management
    23
  • 24. Business Unit Strategic PlanningStrategic Formulation
    Goals: What a business wants to achieve
    Strategy: A game plan for getting there
    Porter’s Generic Strategies
    Overall Cost Leadership
    Differentiation
    Focus
    Strategic Alliances
    Product or Service Alliances (licensing to produce its product)
    Promotional Alliances (joint promotions)
    Logistics Alliances
    Pricing Collaborations (mutual price discounts)
    MG 220 Marketing Management
    24
  • 25. Business Unit Strategic PlanningProgram Formulation & Implementation
    Great Marketing Strategy can fail:
    If poorly implemented
    Strategy is one the seven elements in business practice! (McKinsey)
    Strategy
    Structure
    Systems
    Style
    Skills
    Staff
    Shared Values
    MG 220 Marketing Management
    25
  • 26. Business Unit Strategic PlanningFeedback & Control
    Need to track results and monitor new developments
    Need to continuously examine changing environment and to adopt to new goals and behaviors
    MG 220 Marketing Management
    26
  • 27. Product Planning: Marketing PlanNature
    Marketing Plan
    A written document that summarizes what the marketer has learned about the marketplace and indicates how the firm plans to reach its marketing objectives
    MG 220 Marketing Management
    27
  • 28. Product Planning: Marketing PlanContents
    Executive Summary & Table of Contents
    Situation Analysis
    Marketing Strategy
    Financial Projections
    Implementation Controls
    MG 220 Marketing Management
    28
  • 29. Part 2: Capturing Market Insights
    > Gathering Information & Scanning the environment
    > Key Concepts in complete Chapter 3 will be covered
    Class Presentation | Session 4 | 18 Aug 2010

×