MARKETING MANAGEMENT 12 th  edition 22  Managing a Holistic Marketing Organization Kotler Keller
Chapter Questions <ul><li>What are important trends in marketing practices? </li></ul><ul><li>What are the keys to effecti...
Trends in Marketing Practices <ul><li>Reengineering </li></ul><ul><li>Outsourcing </li></ul><ul><li>Benchmarking </li></ul...
Organizing the Marketing Department <ul><li>Functionally </li></ul><ul><li>Geographically </li></ul><ul><li>By product </l...
Figure 22.1 Functional Organization 22-
Tasks Performed by Brand Managers <ul><li>Develop long-range and competitive strategy for each product </li></ul><ul><li>P...
Figure 22.2 The Product Manager’s Interactions 22-
Figure 22.3 Vertical Product Team 22- <ul><li>PM = Product Manager </li></ul><ul><li>APM = Associate PM </li></ul><ul><li>...
Figure 22.3 Triangular Product Team 22- <ul><li>PM = Product Manager </li></ul><ul><li>R = Market Researcher </li></ul><ul...
Figure 22.3 Horizontal Product Team 22- <ul><li>PM = Product Manager </li></ul><ul><li>R = Market Researcher </li></ul><ul...
Dow Corning uses a  horizontal product team 22-
Figure 22.4 Product/Marketing-Management Matrix System 22-
Role of Marketing at the Corporate Level <ul><li>To promote a culture of customer orientation </li></ul><ul><li>To be an a...
Corporate Social Responsibility 22- Legal behavior Ethical behavior Socially responsible Behavior
Top-Rated Companies for  Social Responsibility <ul><li>Johnson & Johnson </li></ul><ul><li>Coca-Cola </li></ul><ul><li>Wal...
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 dire...
Corporate Social Marketing 22- Marketing efforts that have at least one non-economic objective related to the social welfa...
Cause-Related Marketing 22-
Cause-Related Marketing 22-
Branding a Cause Marketing Program <ul><li>Self-branded: Create Own Cause Program </li></ul><ul><li>Co-branded: Link to Ex...
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 cou...
Necessary Skills for Implementing Marketing Programs <ul><li>Diagnostic skills </li></ul><ul><li>Identification of company...
Figure 22.5 The Control Process 22- What do we want to achieve? What is happening? Why is it happening? What should we do ...
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 marketin...
Characteristics of Marketing Audits (See Table 22.5) <ul><li>Comprehensive </li></ul><ul><li>Systematic </li></ul><ul><li>...
Marketing Debate 22- <ul><li>Is marketing management an art  </li></ul><ul><li>or a science? </li></ul><ul><li>Take a posi...
Marketing Discussion 22- <ul><li>How does cause or corporate social </li></ul><ul><li>marketing affect your personal </li>...
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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

  1. 1. MARKETING MANAGEMENT 12 th edition 22 Managing a Holistic Marketing Organization Kotler Keller
  2. 2. Chapter Questions <ul><li>What are important trends in marketing practices? </li></ul><ul><li>What are the keys to effective internal marketing? </li></ul><ul><li>How can companies be responsible social marketers? </li></ul><ul><li>How can a company improve its marketing implementation skills? </li></ul><ul><li>What tools are available to help companies monitor and improve their marketing activities? </li></ul>22-
  3. 3. Trends in Marketing Practices <ul><li>Reengineering </li></ul><ul><li>Outsourcing </li></ul><ul><li>Benchmarking </li></ul><ul><li>Supplier partnering </li></ul><ul><li>Customer partnering </li></ul><ul><li>Merging </li></ul><ul><li>Globalizing </li></ul><ul><li>Flattening </li></ul><ul><li>Focusing </li></ul><ul><li>Accelerating </li></ul><ul><li>Empowering </li></ul>22-
  4. 4. Organizing the Marketing Department <ul><li>Functionally </li></ul><ul><li>Geographically </li></ul><ul><li>By product </li></ul><ul><li>By brand </li></ul><ul><li>By market </li></ul><ul><li>Matrix </li></ul><ul><li>By corporate/division </li></ul>22-
  5. 5. Figure 22.1 Functional Organization 22-
  6. 6. Tasks Performed by Brand Managers <ul><li>Develop long-range and competitive strategy for each product </li></ul><ul><li>Prepare annual marketing plan and sales forecast </li></ul><ul><li>Work with advertising and merchandising agencies to develop campaigns </li></ul><ul><li>Increase support of the product among channel members </li></ul><ul><li>Gather continuous intelligence on product performance, customer attitudes </li></ul><ul><li>Initiate product improvements </li></ul>22-
  7. 7. Figure 22.2 The Product Manager’s Interactions 22-
  8. 8. Figure 22.3 Vertical Product Team 22- <ul><li>PM = Product Manager </li></ul><ul><li>APM = Associate PM </li></ul><ul><li>PA = Product Assistant </li></ul>
  9. 9. Figure 22.3 Triangular Product Team 22- <ul><li>PM = Product Manager </li></ul><ul><li>R = Market Researcher </li></ul><ul><li>C = Communication Specialist </li></ul>
  10. 10. Figure 22.3 Horizontal Product Team 22- <ul><li>PM = Product Manager </li></ul><ul><li>R = Market Researcher </li></ul><ul><li>C = Communication Specialist </li></ul><ul><li>S = Sales Manager </li></ul><ul><li>D = Distribution Specialist </li></ul><ul><li>F = Finance Specialist </li></ul><ul><li>E = Engineer </li></ul>
  11. 11. Dow Corning uses a horizontal product team 22-
  12. 12. Figure 22.4 Product/Marketing-Management Matrix System 22-
  13. 13. Role of Marketing at the Corporate Level <ul><li>To promote a culture of customer orientation </li></ul><ul><li>To be an advocate for the customer </li></ul><ul><li>To assess market attractiveness </li></ul><ul><li>To develop firm’s overall value proposition, the vision, and articulation of how it proposes to deliver superior value to customers </li></ul>22-
  14. 14. Corporate Social Responsibility 22- Legal behavior Ethical behavior Socially responsible Behavior
  15. 15. Top-Rated Companies for Social Responsibility <ul><li>Johnson & Johnson </li></ul><ul><li>Coca-Cola </li></ul><ul><li>Wal-Mart </li></ul><ul><li>Anheuser-Busch </li></ul><ul><li>Hewlett-Packard </li></ul><ul><li>Walt Disney </li></ul><ul><li>Microsoft </li></ul><ul><li>IBM </li></ul><ul><li>McDonald’s </li></ul><ul><li>3M </li></ul><ul><li>UPS </li></ul><ul><li>FedEx </li></ul><ul><li>Target </li></ul><ul><li>Home Depot </li></ul>22-
  16. 16. Fetzer emphasizes a commitment to social responsibility 22-
  17. 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. 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. 19. Cause-Related Marketing 22-
  20. 20. Cause-Related Marketing 22-
  21. 21. Branding a Cause Marketing Program <ul><li>Self-branded: Create Own Cause Program </li></ul><ul><li>Co-branded: Link to Existing Cause Program </li></ul><ul><li>Jointly branded: Link to Existing Cause Program </li></ul>22-
  22. 22. Co-Branded Cause 22-
  23. 23. Social Marketing Campaigns 22- Cognitive Value Action Behavioral
  24. 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. 25. Necessary Skills for Implementing Marketing Programs <ul><li>Diagnostic skills </li></ul><ul><li>Identification of company level </li></ul><ul><li>Implementation skills </li></ul><ul><li>Evaluation skills </li></ul>22-
  26. 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. 27. Types of Marketing Control 22- Annual plan control Profitability control Efficiency control Strategic control
  28. 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. 29. Characteristics of Marketing Audits (See Table 22.5) <ul><li>Comprehensive </li></ul><ul><li>Systematic </li></ul><ul><li>Independent </li></ul><ul><li>Periodic </li></ul>22-
  30. 30. Marketing Debate 22- <ul><li>Is marketing management an art </li></ul><ul><li>or a science? </li></ul><ul><li>Take a position: </li></ul><ul><li>Marketing management is largely an </li></ul><ul><li>artistic exercise and therefore highly </li></ul><ul><li>subjective. </li></ul><ul><li>2. Marketing management is largely a </li></ul><ul><li>scientific exercise with well-established </li></ul><ul><li>guidelines and criteria. </li></ul>
  31. 31. Marketing Discussion 22- <ul><li>How does cause or corporate social </li></ul><ul><li>marketing affect your personal </li></ul><ul><li>consumer behavior? Do you ever </li></ul><ul><li>buy or not buy any products because </li></ul><ul><li>of a company’ environmental policies </li></ul><ul><li>or programs? Why or why not? </li></ul>

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