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Developing Marketing  Strategies and Plans Marketing Management, 13 th  ed 2
Chapter Questions How does marketing affect customer value? How is strategic planning carried out at different levels of the organization? What does a marketing plan include?
Three V’s Approach to Marketing Define the value segment Define the value proposition Define the value network
What is the Value Chain? The  value chain  is a tool for identifying was to create more customer value because every firm is a synthesis of  primary and support activities  performed to design, produce, market, deliver, and support its product.
Core Business Processes Market-sensing process New-offering realization process Customer acquisition process Customer relationship management process Fulfillment management process
Characteristics of Core Competencies A source of competitive advantage Applications in a wide variety of markets Difficult to imitate
Table 2.1  Becoming a Vigilant Organization Can we learn from the past? How should the present be evaluated? What do we envision for the future?
What is Holistic Marketing? Holistic marketing  sees itself as integrating the value exploration, value creation, and value delivery activities with the purpose of building long-term, mutually satisfying relationships and coprosperity among key stakeholders.
What is a Marketing Plan? A  marketing plan  is the central instrument for directing and coordinating the marketing effort.  It operates at a  strategic and tactical level.
Levels of a Marketing Plan Strategic Target marketing decisions Value proposition Analysis of marketing opportunities Tactical Product features Promotion Merchandising Pricing Sales channels Service
Corporate Headquarters’  Planning Activities Define the corporate mission Establish strategic business units (SBUs) Assign resources to each SBU Assess growth opportunities
Good Mission Statements Focus on a limited number of goals Stress major policies and values Define major competitive spheres Take a long-term view Short, memorable, meaningful
Major Competitive Spheres Industry Products Competence Market segment Vertical channels Geographic
Rubbermaid Commercial Products, Inc. “ Our vision is to be the Global Market Share Leader in each of the markets we serve. We  will earn this leadership position by  providing to our distributor and end-user  customers innovative, high-quality, cost- effective and environmentally responsible  products. We will add value to these products  by providing legendary customer service  through our Uncompromising Commitment  to Customer Satisfaction.”
Motorola “ The purpose of Motorola is to honorably serve the needs of the community by providing products and services of superior quality at a  fair price to our customers; to do this so as to earn an adequate profit which is required for the total enterprise to grow; and by doing so,  provide the opportunity for our employees and shareholders to achieve their personal  objectives.”
eBay “ We help people trade anything on earth. We will continue to enhance the online trading experiences of all — collectors,  dealers, small businesses, unique item seekers, bargain hunters, opportunity sellers, and browsers .”
Table 2.3  Product Orientation vs. Market Orientation We entertain people We make movies Columbia Pictures We supply energy We sell gasoline Standard Oil We improve office productivity We make copying equipment Xerox We are a people-and-goods mover We run a railroad Missouri-Pacific Railroad Market Product Company
Dimensions that Define a Business Customer groups Customer needs Technology
Characteristics of SBUs It is a single business or collection of related businesses It has its own set of competitors It has a leader responsible for strategic planning and profitability
Ansoff’s Product-Market  Expansion Grid Market penetration strategy Market development strategy Product development strategy Diversification strategy
What is Corporate Culture? Corporate culture  is the shared experiences, stories, beliefs, and norms that characterize an organization.
Tactics for Managing Change Avoid the innovation title for the team Use the buddy system Set the metrics in advance Aim for quick hits first Get data to back up your gut
SWOT Analysis Strengths Weaknesses Opportunities Threats
Market Opportunity Analysis (MOA) Can the benefits involved in the opportunity be articulated convincingly to a defined target market? Can the target market be located and reached with cost-effective media and trade channels? Does the company possess or have access to the critical capabilities and resources needed to deliver the customer benefits?
Market Opportunity Analysis (MOA) (cont.) Can the company deliver the benefits better than any actual or potential competitors? Will the financial rate of return meet or exceed the company’s required threshold for investment?
Goal Formulation and MBO Unit’s objectives must be hierarchical Objectives should be quantitative Goals should be realistic Objectives must be consistent
Porter’s Generic Strategies Overall cost leadership Differentiation Focus
Categories of Marketing Alliances Product or service alliance Promotional alliance Logistics alliances Pricing collaborations
Marketing Plan Contents Executive summary Table of contents Situation analysis Marketing strategy Financial projections Implementation controls
Evaluating a Marketing Plan Is the plan simple? Is the plan specific? Is the plan realistic? Is the plan complete?

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1224690553 kotler mm_13e_basic_02

  • 1. Developing Marketing Strategies and Plans Marketing Management, 13 th ed 2
  • 2. Chapter Questions How does marketing affect customer value? How is strategic planning carried out at different levels of the organization? What does a marketing plan include?
  • 3. Three V’s Approach to Marketing Define the value segment Define the value proposition Define the value network
  • 4. What is the Value Chain? The value chain is a tool for identifying was to create more customer value because every firm is a synthesis of primary and support activities performed to design, produce, market, deliver, and support its product.
  • 5. Core Business Processes Market-sensing process New-offering realization process Customer acquisition process Customer relationship management process Fulfillment management process
  • 6. Characteristics of Core Competencies A source of competitive advantage Applications in a wide variety of markets Difficult to imitate
  • 7. Table 2.1 Becoming a Vigilant Organization Can we learn from the past? How should the present be evaluated? What do we envision for the future?
  • 8. What is Holistic Marketing? Holistic marketing sees itself as integrating the value exploration, value creation, and value delivery activities with the purpose of building long-term, mutually satisfying relationships and coprosperity among key stakeholders.
  • 9. What is a Marketing Plan? A marketing plan is the central instrument for directing and coordinating the marketing effort. It operates at a strategic and tactical level.
  • 10. Levels of a Marketing Plan Strategic Target marketing decisions Value proposition Analysis of marketing opportunities Tactical Product features Promotion Merchandising Pricing Sales channels Service
  • 11. Corporate Headquarters’ Planning Activities Define the corporate mission Establish strategic business units (SBUs) Assign resources to each SBU Assess growth opportunities
  • 12. Good Mission Statements Focus on a limited number of goals Stress major policies and values Define major competitive spheres Take a long-term view Short, memorable, meaningful
  • 13. Major Competitive Spheres Industry Products Competence Market segment Vertical channels Geographic
  • 14. Rubbermaid Commercial Products, Inc. “ Our vision is to be the Global Market Share Leader in each of the markets we serve. We will earn this leadership position by providing to our distributor and end-user customers innovative, high-quality, cost- effective and environmentally responsible products. We will add value to these products by providing legendary customer service through our Uncompromising Commitment to Customer Satisfaction.”
  • 15. Motorola “ The purpose of Motorola is to honorably serve the needs of the community by providing products and services of superior quality at a fair price to our customers; to do this so as to earn an adequate profit which is required for the total enterprise to grow; and by doing so, provide the opportunity for our employees and shareholders to achieve their personal objectives.”
  • 16. eBay “ We help people trade anything on earth. We will continue to enhance the online trading experiences of all — collectors, dealers, small businesses, unique item seekers, bargain hunters, opportunity sellers, and browsers .”
  • 17. Table 2.3 Product Orientation vs. Market Orientation We entertain people We make movies Columbia Pictures We supply energy We sell gasoline Standard Oil We improve office productivity We make copying equipment Xerox We are a people-and-goods mover We run a railroad Missouri-Pacific Railroad Market Product Company
  • 18. Dimensions that Define a Business Customer groups Customer needs Technology
  • 19. Characteristics of SBUs It is a single business or collection of related businesses It has its own set of competitors It has a leader responsible for strategic planning and profitability
  • 20. Ansoff’s Product-Market Expansion Grid Market penetration strategy Market development strategy Product development strategy Diversification strategy
  • 21. What is Corporate Culture? Corporate culture is the shared experiences, stories, beliefs, and norms that characterize an organization.
  • 22. Tactics for Managing Change Avoid the innovation title for the team Use the buddy system Set the metrics in advance Aim for quick hits first Get data to back up your gut
  • 23. SWOT Analysis Strengths Weaknesses Opportunities Threats
  • 24. Market Opportunity Analysis (MOA) Can the benefits involved in the opportunity be articulated convincingly to a defined target market? Can the target market be located and reached with cost-effective media and trade channels? Does the company possess or have access to the critical capabilities and resources needed to deliver the customer benefits?
  • 25. Market Opportunity Analysis (MOA) (cont.) Can the company deliver the benefits better than any actual or potential competitors? Will the financial rate of return meet or exceed the company’s required threshold for investment?
  • 26. Goal Formulation and MBO Unit’s objectives must be hierarchical Objectives should be quantitative Goals should be realistic Objectives must be consistent
  • 27. Porter’s Generic Strategies Overall cost leadership Differentiation Focus
  • 28. Categories of Marketing Alliances Product or service alliance Promotional alliance Logistics alliances Pricing collaborations
  • 29. Marketing Plan Contents Executive summary Table of contents Situation analysis Marketing strategy Financial projections Implementation controls
  • 30. Evaluating a Marketing Plan Is the plan simple? Is the plan specific? Is the plan realistic? Is the plan complete?