The document outlines the objectives of Session 1 which are to understand the concepts underlying the discipline of marketing, the basic tasks of marketing managers, and the marketing concept and how it contrasts with other business philosophies. It then provides examples of common misconceptions in marketing and outlines the core concepts, management process, modern system, and essential requirements of marketing. Finally, it contrasts the selling and marketing concepts.
ECR Europe Forum ‘08. The moment of truth – putting Category Management into ...ECR Community
The moment of truth – putting Category Management into action at store level
Category Management at all levels is important for collaborative success and always starts with a commitment from top management, both from the trade and supplier side. Category Management is not an academic process and doesn’t require a high level of competence – it is actually very basic. This crash course will help participants to understand Category Management issues and opportunities and explore them from project to process. It will cover effective POS, data analysis and tools, and focus on optimising price, assortment, promotions, place and space using a store action plan. Bestpractice experience will be highlighted.
Facilitated by Gordios Consulting
ECR Europe Forum '05. Category Management in a limited data environment. Case...ECR Community
Category Management in a limited data environment:
Category Management has been one of the most successful ECR tools over the past decade. At its core is what can be labour-intensive collation of accurate consumer information from many different data sources. But what if some data is missing? Learn how to maximize the benefits of Category Management in a limited data environment.
Pro Creative has been helping small and medium sized businesses grow and gain market share through innovative and affordable strategies and out of the box thinking, backed by a sound market analysis. Find out more!
ECR Europe Forum ‘08. The moment of truth – putting Category Management into ...ECR Community
The moment of truth – putting Category Management into action at store level
Category Management at all levels is important for collaborative success and always starts with a commitment from top management, both from the trade and supplier side. Category Management is not an academic process and doesn’t require a high level of competence – it is actually very basic. This crash course will help participants to understand Category Management issues and opportunities and explore them from project to process. It will cover effective POS, data analysis and tools, and focus on optimising price, assortment, promotions, place and space using a store action plan. Bestpractice experience will be highlighted.
Facilitated by Gordios Consulting
ECR Europe Forum '05. Category Management in a limited data environment. Case...ECR Community
Category Management in a limited data environment:
Category Management has been one of the most successful ECR tools over the past decade. At its core is what can be labour-intensive collation of accurate consumer information from many different data sources. But what if some data is missing? Learn how to maximize the benefits of Category Management in a limited data environment.
Pro Creative has been helping small and medium sized businesses grow and gain market share through innovative and affordable strategies and out of the box thinking, backed by a sound market analysis. Find out more!
The presentation introduces the strategic marketing model and walks through the process of implementation using this model for strategic marketing. A variation on this process can also be used for corporate branding engagements.
This document was a part of my assignment in Sales & Distribution Management, where I was asked to develop a sales plan for hypothetical new to the world product.
By:-
Aniruddh Tiwari
Linkedin :- http://in.linkedin.com/in/aniruddhtiwari
What's next in B2B Marketing: Looking Beyond Inbound and ABMKarthik Nair
For every B2B marketer who ever wondered 'why should B2C marketers have all the fun?', the 2010’s had all the answers. We got to learn frameworks such as inbound, ABM, conversational marketing, talk triggers and had access to technologies that helped us achieve those goals.
So, what’s next? Evoking strong emotions among your users/prospects for your product is the future for B2B companies, and the Product Led Growth (PLG) framework, combined with building communities is how you get there. Marketers should look at adopting specific elements of PLG’s framework whether you sell to SMBs, Mid-market or Enterprise businesses. PLG will soon become a basic expectation, like Inbound became a few years ago.
At the heart of PLG is the approach of giving users the ability to easily experience the product before the paywall and equip them to appreciate the value in the trial period or trial version. While companies have begun finding their stride with successful sales-marketing alignment, the stakes how now increased, the future is going to be about sales-marketing-product alignment.
View this presentation for:
1. A quick introduction to PLG and how it will take you further along in the journey to higher personalization and higher organizational alignment
2. An approach to generating demand with traditional approaches, with some creative nuances, as you set yourself up for PLG
3. Build alignment with technology/product teams to structure data to move to PLG
4. A guide to building ‘tribes’ by connecting audiences with each other and with your company around theme of the problem you are solving for them
5. A recommended approach to structuring your team
6. Metrics you should track to measure performance
The presentation introduces the strategic marketing model and walks through the process of implementation using this model for strategic marketing. A variation on this process can also be used for corporate branding engagements.
This document was a part of my assignment in Sales & Distribution Management, where I was asked to develop a sales plan for hypothetical new to the world product.
By:-
Aniruddh Tiwari
Linkedin :- http://in.linkedin.com/in/aniruddhtiwari
What's next in B2B Marketing: Looking Beyond Inbound and ABMKarthik Nair
For every B2B marketer who ever wondered 'why should B2C marketers have all the fun?', the 2010’s had all the answers. We got to learn frameworks such as inbound, ABM, conversational marketing, talk triggers and had access to technologies that helped us achieve those goals.
So, what’s next? Evoking strong emotions among your users/prospects for your product is the future for B2B companies, and the Product Led Growth (PLG) framework, combined with building communities is how you get there. Marketers should look at adopting specific elements of PLG’s framework whether you sell to SMBs, Mid-market or Enterprise businesses. PLG will soon become a basic expectation, like Inbound became a few years ago.
At the heart of PLG is the approach of giving users the ability to easily experience the product before the paywall and equip them to appreciate the value in the trial period or trial version. While companies have begun finding their stride with successful sales-marketing alignment, the stakes how now increased, the future is going to be about sales-marketing-product alignment.
View this presentation for:
1. A quick introduction to PLG and how it will take you further along in the journey to higher personalization and higher organizational alignment
2. An approach to generating demand with traditional approaches, with some creative nuances, as you set yourself up for PLG
3. Build alignment with technology/product teams to structure data to move to PLG
4. A guide to building ‘tribes’ by connecting audiences with each other and with your company around theme of the problem you are solving for them
5. A recommended approach to structuring your team
6. Metrics you should track to measure performance
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The process covers more than just traditional marketing and ties together all go-to-market business activities: strategic planning, financial planning and measurement, creative development, marketing execution and sales, and customer retention.
The Strategic Marketing Process - How to Structure Your Marketing Activities ...Moderandi Inc.
This guide defines a marketing process that you can use to put structure around your daily, monthly and annual marketing and sales activities.
The process covers more than just traditional marketing and ties together all go-to-market business activities: strategic planning, financial planning and measurement, creative development, marketing execution and sales, and customer retention.
The Strategic Marketing Process - How to Structure Your Marketing Activities ...Moderandi Inc.
This guide defines a marketing process that you can use to put structure around your daily, monthly and annual marketing and sales activities.
The process covers more than just traditional marketing and ties together all go-to-market business activities: strategic planning, financial planning and measurement, creative development, marketing execution and sales, and customer retention.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
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This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
How to Split Bills in the Odoo 17 POS ModuleCeline George
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The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
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How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
1. Sessions I Objectives
• What concepts underlie the discipline of
marketing
• What basic tasks do marketing managers
perform
• What is marketing concept and how does it
contrast with other philosophies of doing
business
Pratap Rawal 1
2. What is said?
1. The best product or service will win.
2. Attack your competitors’ weakness with your marketing.
3. You have to run an ad 3-6 times before it is
effective/profitable.
4. “I know this product like the back of my hand. I’ll be able to
sell it.”
Pratap Rawal 2
3. What is said?
5. Everyone loves it. I’ll have no problem selling a bunch.
6. The Internet is an easy place to make money.
7. You should cut back on your marketing and advertising
expenditures in a recession.
8. I’ll be able to get money to finance my new product.
Pratap Rawal 3
4. Core Concepts of Marketing
• Needs, Wants and Demands
• Product or Offering
• Value and Satisfaction
• Exchange and Transactions
• Relationships and Networks
• Marketing Channels
• Supply Chain
• Target Markets
Pratap Rawal 4
5. Marketing Management
Process of
analyzing,planning,implementing,coordinating
and controlling programs involving the
conception,pricing,promotion and distribution
of goods, services and ideas designed to
create and maintain beneficial exchanges with
the target markets for the purpose of
achieving organisational objectives
Pratap Rawal 5
6. Modern Marketing System
Suppliers
Company
Competitors
(Marketer)
Environment
Environment
Marketing
Intermediaries
End User
Market
Pratap Rawal 6
7. Marketing Management
Marketing Demand Profitable
Management Management Customer
Relationships
Implementing Finding and
programs increasing Attracting new
to create demand, also customers and
exchanges changing or retaining and
with target reducing building
buyers demand such relationships
to achieve as in with current
organizational Demarketing customers
goals
Pratap Rawal 7
8. Essential requirements of marketing
• The identification of consumer needs(What goods & services
are bought, how they are bought, by whom they are bought
and why they are bought)
• The definition of target market(grouping of customers by
common characteristics, geographic, demographic,
psychological etc)
• The creation of differential advantage by which a distinct
competitive position relative to other companies can be
established
Pratap Rawal 8
9. How the differential advantage can
be established?
• Manipulation of the elements in the
marketing mix
Pratap Rawal 9
10. The P’s of marketing
• Product-Product Management, New Product Development,
Branding, Packaging
• Pricing-Discounts, Allowances, Terms of Business etc
• Promotion-Advertising, Sales Promotion, Publicity, Public
Relations, personal selling
• Place-Channel Management ,Physical Distribution
• People-Employee selection, training, motivation
• Physical evidence-layout , décor, ease of access, forms of
presentation
• Process Management-How the customers are handled and
managed from the point of very first contact with the
organization
Pratap Rawal 10
11. Company orientation towards
marketplace
• The Production Concept
• The Product Concept
• The Selling Concept
• The Marketing Concept
• The Societal Marketing Concept
Pratap Rawal 11
12. Marketing and Sales Concepts
Contrasted
Starting
Focus Means Ends
Point
Selling Profits
Existing
Factory and through
Products Promoting Volume
The Selling Concept
Profits
Customer Integrated
Market through
Needs Marketing
Satisfaction
The Marketing Concept
Pratap Rawal 12
13. Societal Marketing Concept
Society
(Human Welfare)
Societal
Marketing
Concept
Consumers Company
(Want Satisfaction) (Profits)
Pratap Rawal 13
15. Pillars of the Marketing Concept
• Target Market
• Customer Needs
• Integrated Marketing
• Profitability
Pratap Rawal 15
16. Marketing Tasks
• Target those customers most compatible with its
resources
• Develop products that meet the needs of the target
market better than the competitive products do
• Make products readily available
• Develop customer awareness of the problem solving
capabilities of the company’s product line
• Obtain feedback from the market about the
company’s products
Pratap Rawal 16
17. The Customer Focus
Factors influencing customer satisfaction
• Delivery system
• Product Performance
• Image
• Price Value Relationship
• Employee Performance
• Competition
Pratap Rawal 17
18. Requirement for developing
customer driven organization
• Instilling customer oriented values and beliefs supported by
top management
• Integrating market and customer focus into strategic planning
process
• Developing strong marketing managers and programs
• Creating market based measures of performance
• Developing customer orientation throughout the organization
Pratap Rawal 18
19. Marketing Myopia
• Because of myopic product focus others gain the benefits of growth
• Define the business in terms of basic customer needs rather than
product
– Transportation Business rather than railroad business- energy instead
of petroleum business, communication rather than telephone business
– Xerox changed focus from copiers when it became the document
company
• Defining a business in terms of generic need is useful in fostering
creativity and generating strategic options and avoiding internally
oriented product/production focus
Pratap Rawal 19
21. ESCALATING INFULENCE OF
TECHNOLOGY
• Competitive Advantage
• High Cost
• Short Life Cycles
• Range of Choices
• Innovation Process
• Analyzing Customer Needs
• Information technology
• Environmental responsibility
Pratap Rawal 21
22. Gillette Sensor Case
• Gillette sensor razor introduced in 1990
• Required about $200 million do develop and start
manufacturing
• Another $110 million in commercialization
• Business Challenge was formidable
To substantially increase Gillette’s profits sensor must
perform a marketing miracle: halt a 15 year old trend towards
inexpensive disposable razors at double the cost of shaving
using disposables - sensor will be a hard sell
Pratap Rawal 22
23. Challenges …
Customers
Expect higher quality and service and customization
Perceive fewer real product differences
Show greater price sensitivity
Can obtain extensive product information
Pratap Rawal 23
24. Challenges …
Brand Manufacturers
Intense competition from local and foreign
brands
Rising promotional costs and shrinking
profits
Bargaining power of retailers who command
limited shelf space
Pratap Rawal 24
25. Challenges …
Store based retailers
Small retailers versus the giant retailers
Store retailing versus non store retailing
Large retailers selling “experience” rather than
only product assortment
Pratap Rawal 25
26. Shifts
• Marketing does marketing-Everyone does marketing
• Making everything-outsourcing
• Many Suppliers- Few suppliers- Partnerships
• Relying on old market positions- uncovering new ones
• Emphasizing on tangible assets- emphasis on intangible assets
• Advertising- IMC
• Store retailing-non store retailing
• Selling to everyone- Selling to well defined target market
• Market Share- Customer Share
• Local- Glocal
• Focusing on financial scorecard- Marketing Score card
• Shareholder focus – Stakeholder focus
Pratap Rawal 26
27. Company responses and adjustments to
challenges
Reengineering
Outsourcing-virtual companies
E-commerce
Benchmarking-study world class performers and adopt
best practices
Alliances
Partner suppliers
Market Centered
Global
Decentralized
Pratap Rawal 27
28. Marketer responses and adjustments to
challenges
Relationship Marketing
Customer lifetime value
Customer Share instead of market share-Variety
to existing customers
Target Marketing
Individualization
Customer Database
Integrated Marketing Communication
Channels as partners
Every employee a marketer
Model based decision making
Pratap Rawal 28
29. The five major elements of
strategy
Where will we be active? How will
we obtain
Arenas
our
returns?
What will be our speed
Staging Economic Logic Vehicles How will we get
and sequence of moves? there?
Differentiators
How will we win in the market place?
13/03/12 Pratap Rawal 29