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1. sm appendix to outline 2011


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1. sm appendix to outline 2011

  1. 1. Strategic Marketing – Strategies for Growing Customer Value and Profitability<br />Jami Moiz<br />Appendix to Course outline<br /> Course Content:<br /><ul><li>Class 1: Introductions….. Class mechanics. Discussion: ‘The Death of a Brand’
  2. 2. Class 2:Brands must strip down to achieve impact in an ultra-connected, hyper competitive world…. Discussion Article from ‘Opinions from Design and Brand Consultants’
  3. 3. Class 3:Defining Marketing’s Role in the Corporation
  4. 4. -- this introductory session endeavors to accomplish a number of tasks, including:
  5. 5. a) to examine the worrying loss of influence of marketing in the corporation,
  6. 6. b) to appreciate the important strategic role that marketing should play across the organization, and
  7. 7. c) to assess the forces that will further change the role of marketing in the foreseeable future
  8. 8. Read: Roland Rust, et al., “Re-visiting Marketing,” Harvard Business Review, Jan-Feb, 2010.
  9. 9. Chapters 1 & 13, Marketer’s Toolkit
  10. 10. Market Orientation and Performance
  11. 11. This course segment demonstrates the connectivity that exists between market orientation, customer satisfaction, profitability, and market-based management.
  12. 12. Class 4 & 5:Customer Focus and Managing Customer Loyalty – examines the fundamental components of a market orientation and how each is related to customer satisfaction and retention. We will see that a strong
  13. 13. market orientation is primarily intended to improve a business’s chances for long-term survival, but marketing efforts to improve customer satisfaction and retention can also increase short-run profits.
  14. 14. Read: Matthew Dixon et al., “Stop trying to Delight Your Customers,” Harvard Business Review, July-August, 2010
  15. 15. Chapter 7, Marketer’s Toolkit
  16. 16. Case: Who Serves the Customer Best?
  17. 17. Class 6&7:Marketing Performance and Marketing Profitability – market-based management requires a business to use marketing performance metrics to measure profits at the market level and to track a variety of other market-related performance indicators. This includes calculating theprofit impact of a lifetime customer.
  18. 18. Read: Vikas Mittel et al., “The Right Way to Manage Unprofitable
  19. 19. Customers,” Harvard Business Review, April. 2008
  20. 20. Appendix: Useful Implementation Tools (Figures A-2, A-3), Marketer’s Toolkit
  21. 21. Case: Conroy’s Acura
  22. 22. Market Analysis
  23. 23. This is an essential input to the development of market-based management strategies that deliver superior levels of customer satisfaction and profitability. The continuous pursuit of customer needs, ongoing monitoring of competitors’ moves and capabilities, and tracking market-based performance are the core competencies of a market-focused business.
  24. 24. Class 8 & 9:The Customer Experience and Value Creation
  25. 25. -- Analysis starts with the determination of market definition, market potential, market demand, and market growth opportunities. In particular, we will focus on customer analysis and the discovery of benefits that provide superior customer value.</li></ul>Read: David Court et al., “The Consumer Decision Journey,” McKinsey Quarterly, June, 2009<br />Chapter 3, Marketer’s Toolkit<br />Case: TruEarth Healthy Foods<br /><ul><li>Class 10 & 11: Market Customization: Segmentation, Targeting and Positioning
  26. 26. -- We will address needs-based market segmentation and the development of segment strategies. We will further demonstrate how quantitative analysis can support a strategic marketing decision by introducing a segmentation ROS/ROI tool.
  27. 27. Read: Marian Moore and Richard Helstein, “Positioning: The Essence of Marketing Strategy,” Darden Business Publishing, March, 2009
  28. 28. Chapter 4, Marketer’s Toolkit
  29. 29. Case: Ontela PicDeck (A)
  30. 30. Class 12 & 13:Competitor Analysis and Sources of Advantage
  31. 31. -- Focus here will be on competitor analysis, competitive position and the sources of competitive advantage. A competitive advantage enables a business to create a superior value for customers and superior profits for
  32. 32. itself.
  33. 33. Read: Kevin Coyne and John Horn, “Predicting Your Competitor’s Reaction,” Harvard Business Review, April, 2009.
  34. 34. Chapter 5, Marketer’s Toolkit
  35. 35. Case: Harrington Collection
  36. 36. Marketing Mix Strategies
  37. 37. -- Your marketing mix means the combination of promotions, products, places (distribution channels), and prices you chose for your business. Including both short- and long-term strategies in the marketing mix can make for a more profitable business. Because these topics are covered extensively in other Marketing courses, this brief module will concentrate on taking an integrative, strategic view.
  38. 38. Class 14 & 15:Product Positioning, Branding and Product Line Strategies
  39. 39. -- We will start with the questions of branding and brand management and its link with product positioning and differentiation. We will then loop back and consider the merits of brand vs. customer equity
  40. 40. Read: Dominique Hanssens et al., “Marketing When Customer Equity Matters,” Harvard Business Review, May, 2008.
  41. 41. Chapter 6, Marketer’s Toolkit
  42. 42. Case: Metabical: Positioning and Communications Strategy for a New Weight Loss Drug.
  43. 43. Class 16 & 17: Marketing Simulation: Managing Segments and Customers
  44. 44. -- In this segment you will determine all aspects of the company’s go-to-market approach and associated elements of product policy, including pricing and market positioning of the company’s product line to both small and large volume customers.
  45. 45. Read: James Anderson et al., “Customer Value Propositions in Business
  46. 46. Markets,” Harvard Business Review, March, 2006.
  47. 47. Browse: Chapters 8, 9 and 10, Marketer’s Toolkit
  48. 48. Case: Holding Fast </li></ul>D. Strategic Marketing<br />-- Strategic market planning sets the long-run direction for a business and has a major role in realizing the business’s objectives of sales growth, profit performance, and share position over time.<br /><ul><li>Class 18 & 19: Product Portfolio and Strategic Market Planning
  49. 49. -- using the two dimensions of market attractiveness and the business’s competitive position we can develop a method for building a strategic market planning portfolio that covers a business’s existing and potential product-markets.
  50. 50. Read: George Day, “Is it Real? Can We win? Is it Worth Doing? Managing
  51. 51. Risk and Reward in an Innovation Portfolio,” Harvard Business Review,
  52. 52. December, 2007.
  53. 53. Case: Product Portfolio Planning at Estonia’s Saku Brewery
  54. 54. Class 20 & 21: Offensive and Defensive Market Strategies
  55. 55. --The strategic market plans generated by the portfolio analysis can be either offensive or defensive. Offensive strategic market plans are growth-oriented plans to spur share penetration or market growth, or to prepare for entry into new, emerging, or growing markets. The purpose of defensive strategic market plans is to protect market positions and profitability.
  56. 56. Read: Mehrdad Baghai et al., “Is Your Growth Strategy Flying Blind?”
  57. 57. Harvard Business Review, May, 2009.
  58. 58. Case: Mountain Man Brewing Company
  59. 59. E. Marketing Plans and Performance</li></ul>-- Given a specific market plan and performance objectives, a marketing mix strategy <br />and marketing plan must be developed and successfully implemented in order to move a business towards its planned performance objectives.<br /><ul><li>Class 22 & 23: Building a Marketing Plan
  60. 60. -- presents a process and structure for developing a marketing plan
  61. 61. Read: Tim Calkins, “Note on Writing Great Marketing Plans,” Kellogg School of Management, 2006
  62. 62. Chapter 2, Marketer’s Toolkit
  63. 63. Case: Marketing Plan at Just Us! Cafes
  64. 64. Class 24 & 25:Performance Metrics and Strategy Implementation
  65. 65. -- Addresses implementation of the marketing plan and the various forces
  66. 66. that affect the success or failure of this plan. For example,
  67. 67. ownership, commitment, performance measurement, adaptation, and
  68. 68. resource allocation are important aspects of successful market-based plan implementation.
  69. 69. Read: David Court et al., “Profiting from Proliferation,” McKinsey
  70. 70. Quarterly, June, 2006.
  71. 71. Case: Old Hand or New Blood?
  72. 72. Class 26 - 28:Presentation of Strategic Market Plans and Course Wrap-Up</li></ul>Read: Beth Comstock et al., “Unleashing the Power of Marketing,” Harvard Business Review, October 2010.<br />