What are the keys to effective internal marketing
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This document discusses keys to effective internal marketing and organizing a marketing department. It explains that marketers now integrate customer-facing processes to present a single voice. Internal marketing requires accepting marketing concepts and placing customers at the center. The organization of the marketing department is important, with options including functional, geographic, product-based, market-based, and matrix structures. Relationships with other departments also require coordination to ensure smooth functioning and a customer-driven approach.
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What are the keys to effective internal marketing
There are three major steps to effective internal marketing:
1. Organizing the marketing department by structuring it functionally, geographically, through product/brand management, or with a matrix management approach.
2. Building relationships with other departments like finance and operations to coordinate serving customers.
3. Transforming the organization into a truly customer-driven company by developing passion for customers, organizing around customer segments, and deeply understanding customers through research.
What are the keys to effective internal marketing
The document discusses organizing a marketing department by function, region, or product. It notes that functional organization provides administrative simplicity but makes developing relationships difficult. Regional organization groups the department by location while product organization groups by item. The document concludes that transforming into a customer-driven company requires developing passion for customers, organizing around customer segments rather than products, and understanding customers through research.
What are the keys to effective internal marketing
This document discusses different organizational structures for marketing departments. It outlines five main options: functional organization grouped by department tasks; geographic organization grouped by location; product or brand management grouped by individual products; market management grouped by consumer segments; and matrix management which combines multiple structures. It then provides more details on product organization structures including vertical, triangular, and horizontal product teams as well as alternatives like eliminating minor product manager roles or using category management.
What are the keys to effective internal marketing?
The document discusses the keys to effective internal marketing. It states that internal marketing requires all employees to realize that their job is to create, serve, and satisfy customers. It then provides information on different ways to organize a marketing department, including functional, geographical, product-brand management, market management, and matrix management organizations. It also notes that the CMO must coordinate the company's internal marketing activities and work with other departments like finance and operations to serve customers through persuasion rather than authority. Finally, it states that building a creative marketing organization involves developing company-wide passion for customers, organizing around customer segments, and understanding customers through research.
What are the keys to effective internal marketing
The document discusses different ways to organize a marketing department including functional, geographic, product-based, market-based, and matrix organizational structures. It also notes that the marketing department should coordinate internal marketing activities with other departments like finance and operations to serve customers. Finally, it provides recommendations for building a creative marketing organization such as developing passion for customers, organizing around customer segments, and understanding customers through research.
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What are the keys to effective internal marketing
There are three major steps to effective internal marketing:
1. Organizing the marketing department by structuring it functionally, geographically, through product/brand management, or with a matrix management approach.
2. Building relationships with other departments like finance and operations to coordinate serving customers.
3. Transforming the organization into a truly customer-driven company by developing passion for customers, organizing around customer segments, and deeply understanding customers through research.
What are the keys to effective internal marketing
The document discusses organizing a marketing department by function, region, or product. It notes that functional organization provides administrative simplicity but makes developing relationships difficult. Regional organization groups the department by location while product organization groups by item. The document concludes that transforming into a customer-driven company requires developing passion for customers, organizing around customer segments rather than products, and understanding customers through research.
What are the keys to effective internal marketing
This document discusses different organizational structures for marketing departments. It outlines five main options: functional organization grouped by department tasks; geographic organization grouped by location; product or brand management grouped by individual products; market management grouped by consumer segments; and matrix management which combines multiple structures. It then provides more details on product organization structures including vertical, triangular, and horizontal product teams as well as alternatives like eliminating minor product manager roles or using category management.
What are the keys to effective internal marketing?
The document discusses the keys to effective internal marketing. It states that internal marketing requires all employees to realize that their job is to create, serve, and satisfy customers. It then provides information on different ways to organize a marketing department, including functional, geographical, product-brand management, market management, and matrix management organizations. It also notes that the CMO must coordinate the company's internal marketing activities and work with other departments like finance and operations to serve customers through persuasion rather than authority. Finally, it states that building a creative marketing organization involves developing company-wide passion for customers, organizing around customer segments, and understanding customers through research.
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The document discusses different ways to organize a marketing department including functional, geographic, product-based, market-based, and matrix organizational structures. It also notes that the marketing department should coordinate internal marketing activities with other departments like finance and operations to serve customers. Finally, it provides recommendations for building a creative marketing organization such as developing passion for customers, organizing around customer segments, and understanding customers through research.
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Marketing PracticesReengineeringOutsourcingBenchmarkingSupplier partneringCustomer partneringMergingGlobalizingFlatteningFocusingJustifyingAcceleratingEmpoweringBroadeningMonitoringUncovering
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Reengineering. Appointing teams to manage customer-value-building processes and break down walls between departments.
Outsourcing. Buying more goods and services from outside domestic or foreign vendors.
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Supplier partnering. Partnering with fewer but better value-adding suppliers.
Customer partnering. Working more closely with customers to add value to their operations.
Merging. Acquiring or merging with firms in the same or complementary industries to gain economies of scale and scope.
Globalizing. Increasing efforts to “think global” and “act local.”
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Broadening. Factoring the interests of customers, employees, shareholders, and other stakeholders into the activities of the enterprise.
Monitoring. Tracking what is said online and elsewhere and studying customers, competitors, and others t.
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This document discusses key aspects of product management. It begins by outlining the four main types of companies - technology-driven, company-driven, sales-driven, and market-driven - and how they impact the product management process. The core roles of a product manager are then defined as serving as the voice of the customer and coordinating different functional groups. Key tasks are developing market requirements, managing product features, and coordinating launch activities. The goals of product management are ensuring a market-driven product offering, establishing profitable pricing, supporting product distribution, and generating revenue through marketing. The document then explores various product management functions and how performance is often evaluated based on profit and loss responsibility.35342743 crompton-greaves-limited
The document provides an acknowledgement and thanks from Yogesh Sharma to individuals who provided guidance and support for his study. It expresses gratitude to Mr. Ramuavtar Dixit, a senior sales executive, for guidance and encouragement. It also thanks the internal mentor Mrs. Malvika Mago for providing facilities to carry out the project work. The document is signed by Yogesh Sharma and dated Pg20090126.
What's your key account marketing plan
B2B marketing is no longer a matter of delivering support tools and services to the sales organisation. The challenge for marketing is to take more of an independent role in B2B as a positioning driver. The loss of an extremely close, direct connection between sales and marketing also causes a loss in the alignment of sales and marketing investments for driving business. There isn’t necessarily sufficient marketing focus on generating revenue streams, as sales often ignores what will drive future revenue. B2B sales and marketing needs to re-align its objectives and priorities.
Facets of Strategic Marketing
Marketing represents the boundary between the marketplace and the company, and knowledge of current & emerging happenings in the marketplace is extremely important in any strategic planning exercise.
M A R K E T S E G M E N T A T I O N, T A R G E T I N G A N D P O S I T I ...
The document discusses the steps involved in market segmentation, targeting, and positioning for competitive advantage. It covers identifying bases for segmenting the market, developing segment profiles, evaluating segment attractiveness, selecting target segments, developing positioning strategies for targets, and developing marketing mixes for each segment. Key aspects include segmenting based on geographic, demographic, psychographic and behavioral factors, choosing segmentation levels like mass, niche, or individual marketing, and selecting positioning strategies to communicate the right competitive advantages.
marketing for dummies / introduction to marketing / what is marketing
MARKETING for dummies. This presentation will explain in detail in a way anyone, person, institution or organization will comprehend. These subjects will be explained:
WHAT IS MARKETING
MARKETING PROCESS
ROLES OF MARKETING
MARKETING ORGANIZATION STRUCTURE(MOS)
Marketing can be known as a management process responsible for IDENTIFYING, ANTICIPATING and SATISFYING customer requirements profitably.
And more will all be explained in this presentation, don’t forget to like if you enjoyed the presentation and visit our website for more info at www.skyrocket.ezyro.com. Enjoy!
Mktg.5
The document discusses sales force organization and provides details on:
1. The three basic tasks of sales force organization: maintaining order, assigning tasks and responsibilities, and integrating with other firm elements.
2. Key aspects of developing an effective sales organization structure including formal/informal structures, horizontal/vertical designs, centralized/decentralized models, and line/staff components.
3. The four basic types of sales organization: geographic, customer, product, and combination specializations. Current trends toward modifying these traditional forms are also mentioned.
Competitive Strategies And Environment
The document discusses competitive strategies and the business environment. It covers how business strategy is created through analysis of internal resources and the external environment. Key aspects of strategy include formulation, implementation, managing competition through pricing and communication. Understanding customers is important, and tools like conjoint analysis can provide insights. Effective strategies consider the nature of the operating environment and routes to achieving competitive advantage like focusing on areas of strength. The effectiveness of strategic systems should be evaluated based on factors like alignment with goals and flexibility.
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B2b advertising
There are several common methods for organizing a business-to-business sales force, each with advantages and disadvantages. These include line organizations, line and staff organizations, functional organizations, and organizing the sales force by activities, geography, products, or customers. The optimal structure depends on factors like company size, product diversity, customer dispersion, and sales objectives. Advertising is one aspect of marketing strategy and should be coordinated with the sales force organization.
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Rohit Deshpande analyzed the 2008 terrorist attacks in Mumbai, India where 10 terrorists attacked multiple locations including the iconic 103-year-old Taj Mahal Palace Hotel. When the attacks occurred at the Taj Hotel around 9:30pm, approximately 500 guests were inside. Rather than fleeing, the hotel employees knew the building well and helped evacuate all 500 guests safely. Many employees even returned to help more guests despite risks to their own safety. Their selfless actions showed leadership in a crisis and helped minimize the loss of life.
(MBASkills.IN) The Power of Belief: Mindset and Success
This document discusses the differences between a fixed mindset and a growth mindset. It notes that a fixed mindset believes abilities are innate and cannot be improved, while a growth mindset sees abilities as something that can be developed through effort and learning from mistakes. A growth mindset is characterized by willingness to learn from feedback and persistence in the face of challenges. The document also indicates physiological changes occur in the brain depending on mindset, with a fixed mindset most active when grades are given and a growth mindset most engaged when opportunities to learn are presented.
(MBASKills.IN) The 7 Brand Elements
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(MBASkills.IN) Reymond
Prof. Sameer Mathur gave a presentation on brand resonance in the Indian market. He discussed Raymond, a large Indian fabric and fashion retailer with several renowned brands. Raymond has evolved over eight decades from suiting materials to readymade apparel and tailoring services through a nationwide network of exclusive brand outlets. Mathur explained how Raymond builds resonance through loyalty, community, attachment, and engagement. He provided examples of Raymond's marketing strategies and recent award wins.
(MBASkills.IN) Titan
Titan builds brand imagery and feelings for its watches by focusing on different aspects of customer-based brand equity. It aims to satisfy customer needs through reliable, durable watches available in various styles and prices. Titan targets different age groups and creates exclusive retail experiences. Its brands develop personalities through exciting designs that appeal to values like fun and self-expression. Titan has grown to become India's largest retailer through strategic marketing and expanding its product range from quartz watches to fashion brands like Fastrack. It continues award-winning performance and strengthening customer loyalty through quality service.
(MBASkills.IN) Good Year
These slides are prepared by Ayush Trivedi during the Brand Management course under Prof. Sameer Mathur, IIM Lucknow.
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These slides are prepared by Joy Prakash Gupta during the Brand Management course under Prof. Sameer Mathur, IIM Lucknow.
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(MBASkills.IN) Marlboro
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(MBASkills.IN) Disney
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What are the keys to effective internal marketing
- 1. Managing a Holistic Marketing Organization for the Long Run Part 2
- 2. What are the keys to internal effective marketing?
- 3. Traditionally marketers played the role of middlemen. That is they facilitated conversation between the firm and its customers.
- 4. Now, each functional area of the firm interacts with the buyers directly. Marketers are now required to integrate all the customer facing processes so that customers see and hear a single voice when interacting with the firm.
- 5. Internal marketing Requires everyone in the organization to accept the concepts and goals of marketing and place the customers at the centre. This requires co-ordination between the units of a firm.
- 6. The organization of the marketing department is an important aspect. There are a number of ways of organizing.
- 8. Administrative simplicity Difficulty in coordination
- 9. Geographic organization Applicable for companies selling in national and international markets
- 10. Product or Brand Management Organization Can be found in firms specializing in products which are quite different from each other. Note: This does not replace functional organization but serves as an additional layer of management Different systems under this organization
- 11. Hub and Spoke System Advantages and Disadvantages
- 12. Focus on building market share rather than customer relationships Fragmentation makes it harder to build a national strategy System is costly Give the firm’s smaller brands a product advocate React more quickly to new products in the market place Let s the product manager develop cost effective marketing programme Brand managers manage a brand only for a short time. Short term planning fails to build long term strengths Managers may lack the authority to carry out responsibilities They become experts in their product area but rarely achieve functional expertise
- 15. Product Manager R C F D S E M= Market researcher C= Communication specialist S= Sales Manager D= Distribution specialist F= Finance specialist E= Engineer
- 16. Product Manager M C M= Market researcher C= Communication specialist
- 17. Category Management Focuses on product categories to manage its brands Adopted by Proctor and Gamble Advantages cited by P&G
- 18. Ensure adequate resources for all categories Retail trade success after thinking of profitability in terms of product categories. So, P&G thought it would make sense to follow their path.
- 19. Market Management Organization Desirable when customers fall into different user groups with distinct buying preferences. Long range plans and profitability drawn for each individual customer group (Market).
- 20. Matrix Management Organization Desirable when firms produce many products for many markets. Employs both product and market managers
- 21. Relationships with other departments Departments define company goals from their view points. This often leads to conflicts. Co ordination required. Often facilitated through the CMO or Vice-president. Many firms now focus on key processes rather than departments to ensure smooth functioning.
- 22. To be a true market driven company Focus on Customers Customers Customers!
- 23. Being customer driven is necessary But not enough. A firm must also be creative to be successful.
- 24. Recap Internal Marketing Organizing the Marketing department (Functional, Geographic, Brand based, Market based, Matrix) Relationships with other departments
- 25. Thank you!