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Chapter 2- slide 1
Copyright © 2009 Pearson Education, Inc.
Publishing as Prentice Hall
Chapter Two
Company and Marketing Strategy
Partnering to Build Customer
Relationships
Chapter 2- slide 2
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Company and Marketing Strategy
• Companywide Strategic Planning:
Defining Marketing’s Role
• Designing the Business Portfolio
• Planning Marketing: Partnering to Build
Customer Relationships
• Marketing Strategy and the Marketing
Mix
• Managing the Marketing Effort
Topic Outline
Chapter 2- slide 3
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Companywide Strategic Planning
Strategic planning is the process of
developing and maintaining a strategic
fit between the organization’s goals and
capabilities and its changing marketing
opportunities
Strategic Planning
Chapter 2- slide 4
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Companywide Strategic Planning
• The mission statement is the
organization’s purpose, what it wants to
accomplish in the larger environment
• Market-oriented mission statement
defines the business in terms of
satisfying basic customer needs
Defining a Market-Oriented Mission
Chapter 2- slide 5
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Companywide Strategic Planning
Business
objectives
• Build profitable
customer
relationships
• Invest in
research
• Improve profits
Marketing
objectives
• Increase
market share
• Create local
partnerships
• Increase
promotion
Setting Company Objectives and Goals
Chapter 2- slide 6
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Companywide Strategic Planning
The business portfolio is the collection
of businesses and products that make
up the company
Portfolio analysis is a major activity in
strategic planning whereby
management evaluates the products
and businesses that make up the
company
Designing the Business Portfolio
Chapter 2- slide 7
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Companywide Strategic Planning
Strategic business unit (SBU) is a unit
of the company that has a separate
mission and objectives that can be
planned separately from other company
businesses
• Company division
• Product line within a division
• Single product or brand
Analyzing the Current Business Portfolio
Chapter 2- slide 8
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Companywide Strategic Planning
Identify key businesses (strategic
business units, or SBUs) that make
up the company
Assess the attractiveness of its
various SBUs
Decide how much support each
SBU deserves
Analyzing the Current Business Portfolio
Chapter 2- slide 9
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Companywide Strategic Planning
• Difficulty in defining SBUs and
measuring market share and growth
• Time consuming
• Expensive
• Focus on current businesses, not future
planning
Problems with Matrix Approaches
Chapter 2- slide 10
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Companywide Strategic Planning
Product/market expansion grid is a tool
for identifying company growth
opportunities through market
penetration, market development,
product development, or diversification
Developing Strategies for Growth and
Downsizing
Chapter 2- slide 11
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Companywide Strategic Planning
Developing Strategies for Growth and Downsizing
Product/Market Expansion Grid Strategies
Market
penetration
Market
development
Product
development
Diversification
Chapter 2- slide 12
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Companywide Strategic Planning
Market penetration is a growth strategy
increasing sales to current market
segments without changing the product
Market development is a growth strategy
that identifies and develops new market
segments for current products
Developing Strategies
for Growth and Downsizing
Chapter 2- slide 13
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Companywide Strategic Planning
Product development is a growth
strategy that offers new or modified
products to existing market segments
Diversification is a growth strategy for
starting up or acquiring businesses
outside the company’s current products
and markets
Developing Strategies
for Growth and Downsizing
Chapter 2- slide 14
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Companywide Strategic Planning
Downsizing is the reduction of the
business portfolio by eliminating
products or business units that are not
profitable or that no longer fit the
company’s overall strategy
Developing Strategies
for Growth and Downsizing
Chapter 2- slide 15
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Planning Marketing
Value chain is a series of departments
that carry out value-creating activities to
design, produce, market, deliver, and
support a firm’s products
Partnering to Build Customer
Relationships
Chapter 2- slide 16
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Planning Marketing
Value delivery network is made up of
the company, suppliers, distributors,
and, ultimately, customers who partner
with each other to improve performance
of the entire system
Partnering to Build Customer
Relationships
Chapter 2- slide 17
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Marketing Strategy and the
Marketing Mix
Market segmentation is the division of a
market into distinct groups of buyers
who have distinct needs,
characteristics, or behavior, and who
might require separate products or
marketing mixes
Market segment is a group of consumers
who respond in a similar way to a given
set of marketing efforts
Customer-Driven Marketing Strategy
Chapter 2- slide 18
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Marketing Strategy and the
Marketing Mix
Market targeting is the process of
evaluating each market segment’s
attractiveness and selecting one or
more segments to enter
Customer-Centered Marketing Strategy
Chapter 2- slide 19
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Marketing Strategy and the Marketing
Mix
Market positioning is the arranging for a
product to occupy a clear, distinctive,
and desirable place relative to
competing products in the minds of the
target consumer
Customer-Centered Marketing Strategy
Chapter 2- slide 20
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Marketing Strategy and the Marketing
Mix
Marketing mix is the set of controllable
tactical marketing tools—product, price,
place, and promotion—that the firm
blends to produce the response it wants
in the target market
Developing an Integrated Marketing Mix
Chapter 2- slide 21
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Managing the Marketing Effort
Executive
summary
Marketing
situation
Threats and
opportunities
Objective and
issues
Action programs Budgets
Controls
Market Planning—Parts of a Marketing Plan
Chapter 2- slide 22
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Managing the Marketing Effort
Implementing is the process that turns
marketing plans into marketing actions to
accomplish strategic marketing objectives
• Successful implementation depends on
how well the company blends its people,
organizational structure, decision and
reward system, and company culture into
a cohesive action plan that supports its
strategies
Marketing Implementation
Chapter 2- slide 23
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Managing the Marketing Effort
Functional organization
Geographic organization
Product management organization
Market or customer management
Marketing Department Organization
Chapter 2- slide 24
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Managing the Marketing Effort
• Controlling is the measurement and
evaluation of results and the taking of
corrective action as needed
• Operating control
• Strategic control
Marketing Control
Chapter 2- slide 25
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
Measuring and Managing
Return on Marketing Investment
Return on marketing investment (marketing
ROI) is the net return from a marketing
investment divided by the costs of the
marketing investment. Marketing ROI
provides a measurement of the profits
generated by investments in marketing
activities.
Return on Marketing Investment
(Marketing ROI)
Chapter 2- slide 26
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall
All rights reserved. No part of this publication may be reproduced, stored in a
retrieval system, or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher. Printed in the United States of America.
Copyright © 2010 Pearson Education, Inc.
Publishing as Prentice Hall

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Kotler pom13e student_02

  • 1. Chapter 2- slide 1 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Chapter Two Company and Marketing Strategy Partnering to Build Customer Relationships
  • 2. Chapter 2- slide 2 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Company and Marketing Strategy • Companywide Strategic Planning: Defining Marketing’s Role • Designing the Business Portfolio • Planning Marketing: Partnering to Build Customer Relationships • Marketing Strategy and the Marketing Mix • Managing the Marketing Effort Topic Outline
  • 3. Chapter 2- slide 3 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Companywide Strategic Planning Strategic planning is the process of developing and maintaining a strategic fit between the organization’s goals and capabilities and its changing marketing opportunities Strategic Planning
  • 4. Chapter 2- slide 4 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Companywide Strategic Planning • The mission statement is the organization’s purpose, what it wants to accomplish in the larger environment • Market-oriented mission statement defines the business in terms of satisfying basic customer needs Defining a Market-Oriented Mission
  • 5. Chapter 2- slide 5 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Companywide Strategic Planning Business objectives • Build profitable customer relationships • Invest in research • Improve profits Marketing objectives • Increase market share • Create local partnerships • Increase promotion Setting Company Objectives and Goals
  • 6. Chapter 2- slide 6 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Companywide Strategic Planning The business portfolio is the collection of businesses and products that make up the company Portfolio analysis is a major activity in strategic planning whereby management evaluates the products and businesses that make up the company Designing the Business Portfolio
  • 7. Chapter 2- slide 7 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Companywide Strategic Planning Strategic business unit (SBU) is a unit of the company that has a separate mission and objectives that can be planned separately from other company businesses • Company division • Product line within a division • Single product or brand Analyzing the Current Business Portfolio
  • 8. Chapter 2- slide 8 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Companywide Strategic Planning Identify key businesses (strategic business units, or SBUs) that make up the company Assess the attractiveness of its various SBUs Decide how much support each SBU deserves Analyzing the Current Business Portfolio
  • 9. Chapter 2- slide 9 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Companywide Strategic Planning • Difficulty in defining SBUs and measuring market share and growth • Time consuming • Expensive • Focus on current businesses, not future planning Problems with Matrix Approaches
  • 10. Chapter 2- slide 10 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Companywide Strategic Planning Product/market expansion grid is a tool for identifying company growth opportunities through market penetration, market development, product development, or diversification Developing Strategies for Growth and Downsizing
  • 11. Chapter 2- slide 11 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Companywide Strategic Planning Developing Strategies for Growth and Downsizing Product/Market Expansion Grid Strategies Market penetration Market development Product development Diversification
  • 12. Chapter 2- slide 12 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Companywide Strategic Planning Market penetration is a growth strategy increasing sales to current market segments without changing the product Market development is a growth strategy that identifies and develops new market segments for current products Developing Strategies for Growth and Downsizing
  • 13. Chapter 2- slide 13 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Companywide Strategic Planning Product development is a growth strategy that offers new or modified products to existing market segments Diversification is a growth strategy for starting up or acquiring businesses outside the company’s current products and markets Developing Strategies for Growth and Downsizing
  • 14. Chapter 2- slide 14 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Companywide Strategic Planning Downsizing is the reduction of the business portfolio by eliminating products or business units that are not profitable or that no longer fit the company’s overall strategy Developing Strategies for Growth and Downsizing
  • 15. Chapter 2- slide 15 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Planning Marketing Value chain is a series of departments that carry out value-creating activities to design, produce, market, deliver, and support a firm’s products Partnering to Build Customer Relationships
  • 16. Chapter 2- slide 16 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Planning Marketing Value delivery network is made up of the company, suppliers, distributors, and, ultimately, customers who partner with each other to improve performance of the entire system Partnering to Build Customer Relationships
  • 17. Chapter 2- slide 17 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Marketing Strategy and the Marketing Mix Market segmentation is the division of a market into distinct groups of buyers who have distinct needs, characteristics, or behavior, and who might require separate products or marketing mixes Market segment is a group of consumers who respond in a similar way to a given set of marketing efforts Customer-Driven Marketing Strategy
  • 18. Chapter 2- slide 18 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Marketing Strategy and the Marketing Mix Market targeting is the process of evaluating each market segment’s attractiveness and selecting one or more segments to enter Customer-Centered Marketing Strategy
  • 19. Chapter 2- slide 19 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Marketing Strategy and the Marketing Mix Market positioning is the arranging for a product to occupy a clear, distinctive, and desirable place relative to competing products in the minds of the target consumer Customer-Centered Marketing Strategy
  • 20. Chapter 2- slide 20 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Marketing Strategy and the Marketing Mix Marketing mix is the set of controllable tactical marketing tools—product, price, place, and promotion—that the firm blends to produce the response it wants in the target market Developing an Integrated Marketing Mix
  • 21. Chapter 2- slide 21 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Managing the Marketing Effort Executive summary Marketing situation Threats and opportunities Objective and issues Action programs Budgets Controls Market Planning—Parts of a Marketing Plan
  • 22. Chapter 2- slide 22 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Managing the Marketing Effort Implementing is the process that turns marketing plans into marketing actions to accomplish strategic marketing objectives • Successful implementation depends on how well the company blends its people, organizational structure, decision and reward system, and company culture into a cohesive action plan that supports its strategies Marketing Implementation
  • 23. Chapter 2- slide 23 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Managing the Marketing Effort Functional organization Geographic organization Product management organization Market or customer management Marketing Department Organization
  • 24. Chapter 2- slide 24 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Managing the Marketing Effort • Controlling is the measurement and evaluation of results and the taking of corrective action as needed • Operating control • Strategic control Marketing Control
  • 25. Chapter 2- slide 25 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Measuring and Managing Return on Marketing Investment Return on marketing investment (marketing ROI) is the net return from a marketing investment divided by the costs of the marketing investment. Marketing ROI provides a measurement of the profits generated by investments in marketing activities. Return on Marketing Investment (Marketing ROI)
  • 26. Chapter 2- slide 26 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall