18. W I R T Z L O V E L O C K
Understand how B2B services
improve the productivity of
individual firms and drive economic
development.
1.4
Introduction to Services Marketing
31. W I R T Z L O V E L O C K
Be familiar with the characteristics
of services and the distinctive
marketing challenges they pose.
1.7
Introduction to Services Marketing
42. W I R T Z L O V E L O C K
Describe the components of
extended marketing mix for
managing the customer interface.
1.9
Introduction to Services Marketing
48. W I R T Z L O V E L O C K
Appreciate that marketing,
operations, and human resource
management functions need to be
closely integrated in service
business.
1.10
Introduction to Services Marketing
54. W I R T Z L O V E L O C K
Be familiar with the characteristics
of services and the distinctive
marketing challenges they pose.
1.12
Introduction to Services Marketing
This chapter explains company-wide strategic planning and its four steps, discusses how to design business portfolios and develop growth strategies. It also explains marketing’s role in strategic planning and how marketing works with its partners to create and deliver customer value.
This chapter explains company-wide strategic planning and its four steps, discusses how to design business portfolios and develop growth strategies. It also explains marketing’s role in strategic planning and how marketing works with its partners to create and deliver customer value.
This chapter explains company-wide strategic planning and its four steps, discusses how to design business portfolios and develop growth strategies. It also explains marketing’s role in strategic planning and how marketing works with its partners to create and deliver customer value.
Nike revolutionized sports marketing. To build image and market share, the brand lavishly outspent competitors on big-name endorsements, splashy promotional events, and big-budget, in-your-face “Just Do It” ads.
In the late 1990s, Nike’s sales slipped. Nike’s biggest obstacle may have been its own incredible success. Instead of being anti-establishment, Nike was the establishment. To turn things around, Nike forged out a new kind of brand–customer connection—a deeper, more personal, more engaging one. Using community-oriented, digital-based social networking tools, Nike is building communities of customers who talk not just with the company about the brand, but with each other as well. Nike has mastered social networking, both online and off.
Nike revolutionized sports marketing. To build image and market share, the brand lavishly outspent competitors on big-name endorsements, splashy promotional events, and big-budget, in-your-face “Just Do It” ads.
In the late 1990s, Nike’s sales slipped. Nike’s biggest obstacle may have been its own incredible success. Instead of being anti-establishment, Nike was the establishment. To turn things around, Nike forged out a new kind of brand–customer connection—a deeper, more personal, more engaging one. Using community-oriented, digital-based social networking tools, Nike is building communities of customers who talk not just with the company about the brand, but with each other as well. Nike has mastered social networking, both online and off.
Nike revolutionized sports marketing. To build image and market share, the brand lavishly outspent competitors on big-name endorsements, splashy promotional events, and big-budget, in-your-face “Just Do It” ads.
In the late 1990s, Nike’s sales slipped. Nike’s biggest obstacle may have been its own incredible success. Instead of being anti-establishment, Nike was the establishment. To turn things around, Nike forged out a new kind of brand–customer connection—a deeper, more personal, more engaging one. Using community-oriented, digital-based social networking tools, Nike is building communities of customers who talk not just with the company about the brand, but with each other as well. Nike has mastered social networking, both online and off.
Nike revolutionized sports marketing. To build image and market share, the brand lavishly outspent competitors on big-name endorsements, splashy promotional events, and big-budget, in-your-face “Just Do It” ads.
In the late 1990s, Nike’s sales slipped. Nike’s biggest obstacle may have been its own incredible success. Instead of being anti-establishment, Nike was the establishment. To turn things around, Nike forged out a new kind of brand–customer connection—a deeper, more personal, more engaging one. Using community-oriented, digital-based social networking tools, Nike is building communities of customers who talk not just with the company about the brand, but with each other as well. Nike has mastered social networking, both online and off.
Nike revolutionized sports marketing. To build image and market share, the brand lavishly outspent competitors on big-name endorsements, splashy promotional events, and big-budget, in-your-face “Just Do It” ads.
In the late 1990s, Nike’s sales slipped. Nike’s biggest obstacle may have been its own incredible success. Instead of being anti-establishment, Nike was the establishment. To turn things around, Nike forged out a new kind of brand–customer connection—a deeper, more personal, more engaging one. Using community-oriented, digital-based social networking tools, Nike is building communities of customers who talk not just with the company about the brand, but with each other as well. Nike has mastered social networking, both online and off.
Nike revolutionized sports marketing. To build image and market share, the brand lavishly outspent competitors on big-name endorsements, splashy promotional events, and big-budget, in-your-face “Just Do It” ads.
In the late 1990s, Nike’s sales slipped. Nike’s biggest obstacle may have been its own incredible success. Instead of being anti-establishment, Nike was the establishment. To turn things around, Nike forged out a new kind of brand–customer connection—a deeper, more personal, more engaging one. Using community-oriented, digital-based social networking tools, Nike is building communities of customers who talk not just with the company about the brand, but with each other as well. Nike has mastered social networking, both online and off.
Nike revolutionized sports marketing. To build image and market share, the brand lavishly outspent competitors on big-name endorsements, splashy promotional events, and big-budget, in-your-face “Just Do It” ads.
In the late 1990s, Nike’s sales slipped. Nike’s biggest obstacle may have been its own incredible success. Instead of being anti-establishment, Nike was the establishment. To turn things around, Nike forged out a new kind of brand–customer connection—a deeper, more personal, more engaging one. Using community-oriented, digital-based social networking tools, Nike is building communities of customers who talk not just with the company about the brand, but with each other as well. Nike has mastered social networking, both online and off.
Nike revolutionized sports marketing. To build image and market share, the brand lavishly outspent competitors on big-name endorsements, splashy promotional events, and big-budget, in-your-face “Just Do It” ads.
In the late 1990s, Nike’s sales slipped. Nike’s biggest obstacle may have been its own incredible success. Instead of being anti-establishment, Nike was the establishment. To turn things around, Nike forged out a new kind of brand–customer connection—a deeper, more personal, more engaging one. Using community-oriented, digital-based social networking tools, Nike is building communities of customers who talk not just with the company about the brand, but with each other as well. Nike has mastered social networking, both online and off.
Nike revolutionized sports marketing. To build image and market share, the brand lavishly outspent competitors on big-name endorsements, splashy promotional events, and big-budget, in-your-face “Just Do It” ads.
In the late 1990s, Nike’s sales slipped. Nike’s biggest obstacle may have been its own incredible success. Instead of being anti-establishment, Nike was the establishment. To turn things around, Nike forged out a new kind of brand–customer connection—a deeper, more personal, more engaging one. Using community-oriented, digital-based social networking tools, Nike is building communities of customers who talk not just with the company about the brand, but with each other as well. Nike has mastered social networking, both online and off.
This figure illustrates the steps in strategic planning. At the corporate level, the company starts the strategic planning process by defining its overall purpose and mission. The mission is turned into detailed supporting objectives that guide the entire company. Then, headquarters decides what portfolio of businesses and products is best for the company and how much support to give each one. In turn, each business and product develops detailed marketing and other departmental plans that support the company-wide plan. Thus, marketing planning occurs at the business-unit, product, and market levels. It supports company strategic planning with more detailed plans for specific marketing opportunities.
Company-wide strategic planning guides marketing strategy and planning. Like the marketing strategy, the broader company strategy must be customer focused.
This figure illustrates the steps in strategic planning. At the corporate level, the company starts the strategic planning process by defining its overall purpose and mission. The mission is turned into detailed supporting objectives that guide the entire company. Then, headquarters decides what portfolio of businesses and products is best for the company and how much support to give each one. In turn, each business and product develops detailed marketing and other departmental plans that support the company-wide plan. Thus, marketing planning occurs at the business-unit, product, and market levels. It supports company strategic planning with more detailed plans for specific marketing opportunities.
Company-wide strategic planning guides marketing strategy and planning. Like the marketing strategy, the broader company strategy must be customer focused.