How has marketing management changed in recent years
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The document discusses how major social forces over the past 10 years have created new marketing behaviors and transformed today's marketplace. These forces include advances in network information technology, globalization, deregulation, heightened competition, industry convergence, and retail transformation. As a result, consumers now have more buying power and can access fuller and richer information online. Marketers have also gained new capabilities by tapping into social media, mobile marketing, and offering individually differentiated goods and services.
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How has marketing management changed in recent years - Shashank Motepalli
The document discusses how the modern marketplace has changed dramatically due to factors like technology, globalization, and increased competition. It also discusses how companies need to update their marketing approaches to focus on aspects like relationship marketing, integrated marketing, and internal marketing to better serve customers. Specifically, it suggests modernizing the "Four Ps" framework of marketing (product, price, place, promotion) to instead focus on people, processes, programs, and performance to improve customer value and organizational goals.
How has marketing management changed in recent years
Marketing management has changed in recent years due to major societal forces like globalization, deregulation, and increased consumer buying power and information. New marketing realities include network and information technology, heightened competition, and retail transformation. Companies now have new capabilities like using social media and better access to consumer data and preferences. They provide customized products and services, promotional discounts, and focus on cost efficiency, high quality, and innovation to appeal to consumers under the holistic marketing concept. Performance and social responsibility marketing have also emerged.
How has Marketing Management Changed In Recent Years?
The document discusses how the marketplace has changed over the last 10 years due to factors like technology, globalization, and increased competition. It outlines new abilities for marketers like using social media and mobile marketing. It also discusses marketing concepts like the marketing concept, production concept, and relationship marketing. Finally, it explains the evolution of marketing management from the traditional 4 P's to a modern approach incorporating people, processes, programs, and performance.
How has marketing management changed in recent years.ppt
CREATED BY
HARSHVEER SINGH, JSS NOIDA ,
during
an internship by Prof. Sameer Mathur,
IIM Lucknow.
www.IIMInternship.com
How has marketing management changed in recent years
Major societal forces like globalization, deregulation, and heightened competition have changed marketing management in recent years. New capabilities allow marketers to use the internet and social media as powerful information and sales channels to collect customer data, target ads, and facilitate external communication. Companies can now make individually customized goods, improve operations using digital tools, and focus more on the marketing concept of understanding customer needs.
How has marketing management changed in recent years
Marketing management has changed significantly in recent years. Countries have increasingly privatized public companies to boost efficiency. Consumers now have greater power to compare prices online and participate in product design through company workshops. Businesses also use reverse auctions and the internet to foster more competition and opportunities for growth.
How has marketing management changed in recent years
The document discusses how major societal forces over the past 10 years have changed marketing behaviors and created new opportunities and challenges for companies. Specifically, it mentions how developments like network information technology, globalization, deregulation, heightened competition, industry convergence, retail transformation, disintermediation, increased customer buying power, greater consumer information and participation, and consumer resistance have impacted marketing management.
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How has marketing management changed in recent years - Shashank Motepalli
The document discusses how the modern marketplace has changed dramatically due to factors like technology, globalization, and increased competition. It also discusses how companies need to update their marketing approaches to focus on aspects like relationship marketing, integrated marketing, and internal marketing to better serve customers. Specifically, it suggests modernizing the "Four Ps" framework of marketing (product, price, place, promotion) to instead focus on people, processes, programs, and performance to improve customer value and organizational goals.
How has marketing management changed in recent years
Marketing management has changed in recent years due to major societal forces like globalization, deregulation, and increased consumer buying power and information. New marketing realities include network and information technology, heightened competition, and retail transformation. Companies now have new capabilities like using social media and better access to consumer data and preferences. They provide customized products and services, promotional discounts, and focus on cost efficiency, high quality, and innovation to appeal to consumers under the holistic marketing concept. Performance and social responsibility marketing have also emerged.
How has Marketing Management Changed In Recent Years?
The document discusses how the marketplace has changed over the last 10 years due to factors like technology, globalization, and increased competition. It outlines new abilities for marketers like using social media and mobile marketing. It also discusses marketing concepts like the marketing concept, production concept, and relationship marketing. Finally, it explains the evolution of marketing management from the traditional 4 P's to a modern approach incorporating people, processes, programs, and performance.
How has marketing management changed in recent years.ppt
CREATED BY
HARSHVEER SINGH, JSS NOIDA ,
during
an internship by Prof. Sameer Mathur,
IIM Lucknow.
www.IIMInternship.com
How has marketing management changed in recent years
Major societal forces like globalization, deregulation, and heightened competition have changed marketing management in recent years. New capabilities allow marketers to use the internet and social media as powerful information and sales channels to collect customer data, target ads, and facilitate external communication. Companies can now make individually customized goods, improve operations using digital tools, and focus more on the marketing concept of understanding customer needs.
How has marketing management changed in recent years
Marketing management has changed significantly in recent years. Countries have increasingly privatized public companies to boost efficiency. Consumers now have greater power to compare prices online and participate in product design through company workshops. Businesses also use reverse auctions and the internet to foster more competition and opportunities for growth.
How has marketing management changed in recent years
The document discusses how major societal forces over the past 10 years have changed marketing behaviors and created new opportunities and challenges for companies. Specifically, it mentions how developments like network information technology, globalization, deregulation, heightened competition, industry convergence, retail transformation, disintermediation, increased customer buying power, greater consumer information and participation, and consumer resistance have impacted marketing management.
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Tenth Edition
Chapter 4
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2
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3
3
4
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Electronic Commerce, Tenth Edition
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FIGURE 4-1 The four Ps of marketing contribute to marketing strategy
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Brands Versus Private labels : Fighting to win
This presentation is done by Naagarjun K S, SIT Tumkur. During the internship by Prof Sameer Mathur IIM Lucknow.
Case study on Goodyear: The Aquatred launch
Goodyear was considering launching the Aquatred tire. Some key questions around the launch included whether it was the right product, the right timing, and whether distribution channels should be expanded. The Aquatred offered superior wet traction compared to competitors' tires and had a tread life of 60,000 miles, longer than industry average. However, pricing it at a 10% premium may limit some buyer groups. Launching during the winter Olympics could provide an early advantage through promotions tied to the games. Expanding independent dealers and wholesale channels may require additional support and incentives. Careful consideration of competitors' actions and market response would also be important.
Revitalize brands
This document discusses strategies for revitalizing declining or dead brands. It identifies the main causes of brand decline as managerial actions, environmental factors, and competitive actions. Managerial missteps like compromising quality, frequent price increases without added value, price cuts using cheaper materials, neglecting the brand, and failing to stay relevant to the target market can weaken a brand over time. Environmental changes in technology or regulations and aggressive moves by competitors can also cause brands to fade. The document argues that reviving rather than replacing brands can leverage existing brand equity if the brand still commands premium status and has a clear differentiation. Research is key to understanding what made the brand successful originally and how to reposition it. Reviving a brand requires
Gino sa
Burners are electromechanical devices that provide controlled flames for combustion applications such as boilers and furnaces. Between 1990-1995, oil combustion boilers started replacing coal combustion boilers in the domestic Chinese market. Between 1995-1998, the Chinese burner market saw increased diversification and competition as well as 20% annual growth in demand for industrial burners. The document also discusses Gino's in-house production capabilities, established distribution network, and international exposure in burner markets as well as two of its distributors in China.
Case analysis :Gino SA distribution channel management
This document analyzes Gino SA's distribution channel management and options regarding giving OEM status to Feima Boiler Co. Ltd. Key points include:
- Gino sells burners through distributors Jinghua, FUNG's, and Wayip who are demanding better terms
- Feima wants OEM treatment to get a 10% discount and buy 50% of its commercial/industrial burners from Gino
- Jinghua opposes this deal as Feima is its existing customer
- Giving OEM to Feima could gain a new reference account but upset Jinghua, potentially losing 6% of its profits
- Alternatives include not signing
What are brands good for, Niraj dawar
Its an analysis of branding done by Nagarjun K S. During an internship from Prof. Sameer Mathur IIM Lucknow
Brand is forever
A BRAND IS FOREVER! A FRAMEWORK FOR REVITALIZING DECLINING AND DEAD BRANDS
2. REVIVAL OF A DEAD BRAND The revitalization of a brand is usually less costly and risky than introducing a new brand, which can cost tens of millions and will more likely fail than succeed -Aaker(1991)
3. REVIVAL OF A DEAD BRAND  neither the lifespan of a brand nor its ultimate destiny is predetermined  But, brand decline is a reversible process  Ex: Harley Davidson and ford after facing great competition lost their hold still regained their status because of their brand value.
4. REVIVAL OF A DEAD BRAND The revitalization of a brand is usually less costly and risky than introducing a new brand, which can cost tens of millions and will more likely fail than succeed -Aaker(1991)
5. DECLINE AND DEATH OF BRANDS Brand equity framework: The differential effect that consumer knowledge about a brand has on the customer’s response to marketing activity, and consumer brand knowledge can be characterized in terms of brand awareness and brand image dimensions A brand with strong equity has high awareness and consumers hold strong, favourable, and unique brand associations
6. DECLINE AND DEATH OF BRANDS Pan am and Oldsmobile (general electrical) examples illustrate that even well-known brands can decline as a result of a wide variety of factors.
7. CAUSES OF BRAND DECLINE Product life cycle (PLC) framework: identifies four stages: introduction, growth, maturity, and decline. It uses sales to define the stages of the life cycle, which in turn are used to predict sales. Different forces leads to brand’s evolution • Managerial actions • Environmental factors • Competitive actions
8. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Brands often decline because of leadership, management, and employees making excuses rather than acting with integrity Managerial actions which can cause this are: product quality, price increases, price cuts, brand neglect, and inability to stay with the target market.
9. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Product quality: When compromises in product quality for cost-cutting reasons • do not impact brand loyalty in the short run, • managers mistakenly conclude that consumers are willing to accept or live with the change. • At some point when customers’ experiences with the brand do not live up to their expectations, • the brand starts to decline.
10. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Price increases : If a company continues to raise prices without offering a corresponding increase in benefits, sooner or later consumers will start to abandon the brand. Volkswagen launched golf but was unable to control costs and had to keep raising prices, until it effectively drove itself out of the entry-level segment where it had once been a leader
11. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Price cuts: When a company cuts prices in desperation to increase
What Are Brands Good For?
A presentation based on the Howard Case Study on 'What are Brands Good for?'
The role of disaggregated marketing has been highlighted through this presentation
Whatarebrandsgoodfor
Brands traditionally helped companies aggregate consumers and charge price premiums. However, the rise of information allows for more efficient consumer disaggregation through customized communications. To adapt, companies must focus on developing deep consumer relationships through targeted communication and understanding consumer needs at the individual level. Organization structures need to shift from brand-centric to consumer-centric by assigning managers to specific consumer segments and measuring success based on consumer profitability and relationship depth rather than just sales. This allows companies to better develop, test, and market products tailored to segment needs. Ultimately, brands remain important for maximizing profits but the focus should be on disaggregated consumer relationships under the brand umbrella.
Ginosa
This document discusses Gino's burner market and operations in China. It provides background on Gino's founding in 1931 and its product line of over 50 burner models classified by capacity. It then outlines China's burner market development from 1990-1999 and post-1999 expected 20% industrial burner growth. Gino established its China office in 1995 and aims to achieve annual sales targets through optimizing distribution channels, improving service, and building its brand image. Distributors demand better terms, steal sales from each other, and reluctantly stock industrial burners.
How should the company manage and organize its international activities?
The document discusses different organizational structures that a company can use to manage its international activities. It describes four main options: an export department, an international division, a geographical organization, and a global organization. Each structure has different responsibilities and focuses on either product-based or location-based management when expanding business globally. An effective strategy is to take a "glocal" approach that balances national responsiveness with global integration.
How do marketers influence country-of-origin effects?
Country-of-origin perceptions refer to the mental associations and beliefs consumers have about products based on where they were made. Marketers can influence these perceptions to make consumers view products from certain countries more favorably. Countries now market themselves like brands to build a positive image abroad. Marketers must consider how their country is perceived both domestically and internationally when promoting products to tap into global markets.
To what extent must the company adapt its products and marketing program to e...
The document discusses different strategies companies can take when adapting products and marketing for global markets. It outlines approaches like product standardization, adaptation, and invention. It also covers adapting brand elements, communications, pricing, and distribution strategies for different countries and cultures. The key challenge is determining how much to adapt products and marketing for each foreign country versus maintaining global standardization.
What are the differences between marketing in a developing and developed market?
Developing markets have a larger population than developed markets, so products must be marketed differently to serve consumers in developing countries. Marketers should connect with individual consumers in developing countries and understand their needs, as many live in poverty and have different priorities than consumers in developed nations. While a Western image can sometimes help in developing markets, companies should also learn from local developing countries on how to best compete in those regions.
What factors should a company review before deciding to go abroad?
A company considering expanding globally should review factors like higher potential profits from a larger customer base, the need to compete with global competitors, and risks like offering unworthy products, facing confused business cultures, and requiring efficient managers to navigate challenges abroad.
How can companies evaluate and select specific foreign markets to enter?
Companies can carefully select foreign markets to expand into by evaluating countries with high market attractiveness and low market risk. This allows for a carefully planned expansion with less strain on resources. For example, Microsoft sold over 150 million copies of Windows 7 across 100 countries simultaneously by targeting neighboring countries and those with psychological proximity, but avoided overextending into too many new markets at once.
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- 2. Major social forces have created new marketing Behaviors…… Today market place isn’t what it used to be 10 years ago.
- 3. Network Information Technology Accurate level of production Targeted Communication Relevant pricing
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