Kotler MM 13e Basic 02

7/26/2019 Kotler MM 13e Basic 02

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Developing Marketing

Strategies and Plans

Marketing Management, 13thed

2


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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Chapter Questions

Ho does !ar"eting a##ect custo!er

$alue%

Ho is strategic planning carried out atdi##erent le$els o# the organi&ation%

'hat does a !ar"eting plan include%


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Three Vs Approach to Marketing

)e#ine the $alue seg!ent

)e#ine the $alue proposition

)e#ine the $alue netor"


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Value creation and Delivery Sequence

The first phase choosing the value

, representsthe !ho"e#ork! "arketing "ust do $efore anyproduct e%ists& The "arketing staff "ustseg"ent the "arket select the appropriate

"arket target and develop the offering's valuepositioning& The second phase isproviding the value.

Marketing "ust deter"ine specific productfeatures prices and distri$ution

Third phase is communicating the value $yutili(ing the sales force sales pro"otionadvertising and other co""unication tools toannounce and pro"ote the product.


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)hat is the Value Chain*

Michael Porter

he value chainis a tool #or identi#ying

as to create !ore custo!er $alue

because e$ery #ir! is a synthesis o#

primary and support activities

per#or!ed to design, produce, !ar"et,

deli$er, and support its product.


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Michael Porter Value Chain


7/37Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Core +usiness Processes

/ar"et-sensing process

e-o##ering reali&ation process

Custo!er ac1uisition process Custo!er relationship !anage!ent

process

ul#ill!ent !anage!ent process


8/37Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Characteristics of Core Co"petencies

4 source o# co!petiti$e ad$antage

4pplications in a ide $ariety o# !ar"ets

)i##icult to i!itate


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Ta$le ,&-

+eco"ing a Vigilant .rgani(ation

Can e learn #ro! the past%

Ho should the present be e$aluated%

'hat do e en$ision #or the #uture%


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)hat is /olistic Marketing*

/olistic "arketingsees itsel# as

integrating the $alue e6ploration, $alue

creation, and $alue deli$ery acti$ities

ith the purpose o# building long-ter!,

!utually satis#ying relationships and

coprosperity a!ong "ey sta"eholders.


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)hat is /olistic Marketing

Value exploration 0 /o# can a co"pany

identify ne# value opportunities*

Value creation- Ho# can a co"pany

efficiently create "ore pro"ising ne#value offerings*

Value delivery- /o# can a co"pany use

its capa$ilities and infrastructure to

deliver the ne# value offerings "ore

efficiently*


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Value 1%ploration

The custo"er's cognitive space2 the co"pany'sco"petence space2 and the colla$orator's resource space&

The custo"er's cognitive space reflects e%istingand latent needs and includes di"ensions suchas the need for participation sta$ility freedo"and change& The co"pany's competency spacecan $e descri$ed in ter"s of $readth3$roadversus focused scope of $usiness2 and depth3physical versus kno#ledge0$ased capa$ilities&

The colla$orator's resource space involveshori(ontal partnerships #here co"panieschoose partners $ased on their a$ility to e%ploitrelated "arket opportunities


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Value Creation

Marketers need to4 identify ne# custo"er$enefits fro" the custo"er's vie#2 utili(ecore co"petencies fro" its $usiness

do"ain2 and select and "anage $usinesspartners fro" its colla$orative net#orks&

5re6 defining the $usiness concept 5the!$ig idea!62 5,6 5re6 shaping the $usiness

scope 5the lines of $usiness62 and 5765re6positioning the co"pany's $randidentity 5ho# custo"ers should see theco"pany6


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Value Delivery

)eli$ering $alue o#ten !eans

substantial in$est!ent in in#rastructure

and capabilities. he co!pany !ust

beco!e pro#icient at custo!er

relationship !anage!ent, internal

resource !anage!ent, and business

partnership !anage!ent.


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)hat is a Marketing Plan*

4 "arketing planis the central

instru!ent #or directing and

coordinating the !ar"eting e##ort.

It operates at a

strategic and tactical le$el.


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8evels of a Marketing Plan

7trategic

arget !ar"eting

decisions

8alue proposition

4nalysis o#

!ar"eting

opportunities

actical

Product #eatures

Pro!otion

/erchandising

Pricing

7ales channels

7er$ice


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Corporate /eadquarters

Planning Activities

)e#ine the corporate !ission

Establish strategic business units

7:;s< 4ssign resources to each 7:;

4ssess groth opportunities


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9ood Mission State"ents

ocus on a li!ited nu!ber o# goals

7tress !a=or policies and $alues

)e#ine !a=or co!petiti$e spheres a"e a long-ter! $ie

7hort, !e!orable, !eaning#ul


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Ma:or Co"petitive Spheres

Industry

Products

Co!petence /ar"et seg!ent

8ertical channels

>eographic


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;u$$er"aid Co""ercial Products lobal /ar"et 7hareAeader in each o# the !ar"ets e ser$e. 'e

ill earn this leadership position by

pro$iding to our distributor and end-usercusto!ers inno$ati$e, high-1uality, cost-

e##ecti$e and en$iron!entally responsible

products. 'e ill add $alue to these products

by pro$iding legendary custo!er ser$icethrough our ;nco!pro!ising Co!!it!ent

to Custo!er 7atis#action.B


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Motorola

?he purpose o# /otorola is to honorablyser$e the needs o# the co!!unity by pro$iding

products and ser$ices o# superior 1uality at a#air price to our custo!ers to do this so as to

earn an ade1uate pro#it hich is re1uired #or

the total enterprise to gro and by doing so,

pro$ide the opportunity #or our e!ployees andshareholders to achie$e their personal

ob=ecti$es.B


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e+ay

?'e help people trade anything on earth.

'e ill continue to enhance the onlinetrading e6periences o# allDcollectors,

dealers, s!all businesses, uni1ue ite!

see"ers, bargain hunters, opportunity

sellers, and brosers.B


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Ta$le ,&7Product .rientation vs& Market .rientation

Co"pany Product Market

/issouri-Paci#icailroad

'e run a railroad 'e are a people-and-goods !o$er

Fero6 'e !a"e copyinge1uip!ent

'e i!pro$e o##iceproducti$ity

7tandard @il 'e sell gasoline 'e supply energy

Colu!bia Pictures 'e !a"e !o$ies 'e entertainpeople


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Di"ensions that Define a +usiness

Custo!er groups

Custo!er needs

echnology


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Characteristics of S+=s

It is a single business or collection o#

related businesses

It has its on set o# co!petitors

It has a leader responsible #or strategic

planning and pro#itability


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Ansoffs Product0Market

1%pansion 9rid

/ar"et penetration strategy

/ar"et de$elop!ent strategy

Product de$elop!ent strategy

)i$ersi#ication strategy


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Product 1%pansion 9rid

The co"pany first considers #hether itcould gain "ore "arket share #ith itscurrent products in their current "arkets5"arket0penetration strategy6& >e%t it

considers #hether it can find or developne# "arkets for its current products5"arket0develop"ent strategy6& Then itconsiders #hether it can develop ne#products of potential interest to its current

"arkets 5product0develop"ent strategy6&8ater it #ill also revie# opportunities todevelop ne# products for ne# "arkets5diversification strategy


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)hat is Corporate Culture*

Corporate cultureis the shared

e6periences, stories, belie#s, and

nor!s that characteri&e an

organi&ation.


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Tactics for Managing Change

4$oid the inno$ation title #or the tea!

;se the buddy syste!

7et the !etrics in ad$ance 4i! #or 1uic" hits #irst

>et data to bac" up your gut


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S).T Analysis

7trengths

'ea"nesses

@pportunities hreats


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Market .pportunity Analysis 5M.A6

Can the bene#its in$ol$ed in the opportunity

be articulated con$incingly to a de#ined target

!ar"et%

Can the target !ar"et be located andreached ith cost-e##ecti$e !edia and trade

channels%

)oes the co!pany possess or ha$e access

to the critical capabilities and resources

needed to deli$er the custo!er bene#its%


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Market .pportunity Analysis 5M.A6

5cont&6

Can the co!pany deli$er the bene#its

better than any actual or potential

co!petitors%

'ill the #inancial rate o# return !eet or

e6ceed the co!panyGs re1uired

threshold #or in$est!ent%


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9oal ?or"ulation and M+.

;nitGs ob=ecti$es !ust be hierarchical

@b=ecti$es should be 1uantitati$e

>oals should be realistic @b=ecti$es !ust be consistent


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Porters 9eneric Strategies

@$erall cost leadership

)i##erentiation

ocus


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Categories of Marketing Alliances

Product or ser$ice alliance

Pro!otional alliance

Aogistics alliances Pricing collaborations


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Marketing Plan Contents

E6ecuti$e su!!aryable o# contents

7ituation analysis/ar"eting strategyinancial pro=ections

I!ple!entation controls


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Copyright 2009 Pearson Education Inc Publishing as Prentice Hall

1valuating a Marketing Plan

Is the plan si!ple%Is the plan speci#ic%Is the plan realistic%Is the plan co!plete%

Documents

Kotler MM 13e Basic 02