Kotler Mm14 Ch02 Dppt

7/29/2019 Kotler Mm14 Ch02 Dppt

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Kotler KellerPhillip Kevin Lane

Marketing Management 14e


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Developing Marketing

Strategies and Plans


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Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 3 of 38

Discussion Questions

1. How does marketing affect customer

value?

2. How is strategic planning carried outat different levels of the organization?

3. What does a marketing plan include?


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The Value Delivery Approach

Value

Choose

Provide

Communicate


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The Value Chain

Procurement

Human Resource management

Technological Development

Infrastructure

Support

Activities

Primary

ActivitiesServiceMarketing

Outbound

LogisticsOperations

Inbound

LogisticsMargin


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Core Business ProcessesCustomer relationship

management

Customer

acquisition

Market-sensing

New-offeringrealization

Fulfillment

management


7/38Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 7 of 38

Core Competencies

Contributes toperceived

customer benefits

Useful in awide variety

of markets

Difficult to

imitate



Holistic Marketing

Value

Creation

ValueDelivery

Value

Exploration



Strategic Planning

Businesses as

investment portfolio

Assessing each

businesss strength

Establish a strategy



Strategic Planning, Implementation,

and Control Processes



Marketing Plan

Directs and coordinates the

marketing effort

Product Line or Brand Level Strategic and Tactical levels



Levels of a Marketing Plan

Strategic

Analysis of marketing

opportunities

Target marketing

decisions

Value proposition

Tactical

Product features

Promotion

Merchandising

Pricing

Sales channels

Service



Corporate Strategic Planning

Define corporate mission

Establish SBUs

Assign resources to SBUs

Assess growth opportunities

1

2

3

4



Defining the Corporate Mission

What is our

business?

Who is the

customer?What is of

value to the

customer?

What will our

business be?

What should

our business

be?



Mission Statements

1. Focus on a limited number of goals

2. Stress major policies and values3. Define major competitive spheres

4. Take a long-term view

5. Short, memorable, meaningful

Characteristics of good mission statements:



To build total brand value by innovating to

deliver customer value and customer

leadership faster, better, and more

completely than our competition

Vague Mission Statement



GOOGLES Mission Statement

To organize the worlds information

and make it universally accessible

and useful.



Vague Philosophy

We build brands and make the world

a little happier by bringing our best

to you.



GOOGLEs Philosophy

Never settle for the best.

1. Focus on the user and all else will follow.

2. Its best to do one thing really, really well.

3. Fast is better than slow.

4. Democracy on the web works.

5. You dont need to be at your desk to need an answer.

6. You can make money without doing evil.

7. There is always more information out there.8. The need for information crosses all borders.

9. You can be serious without a suit.

10.Great just isnt good enough.



Strategic Business Units (SBU)

Three Characteristics of an SBU:

A single business orcollection of related

businesses

Unique competitors

Leader responsible

for planning and

profitability



Defining Strategic Business Units

Technology

Customer groups

Customer needs



Company Product Definition Market Definition

Union Pacific We run a railroad. We are a people-and-goods mover.

XeroxWe make copying

equipment.

We help improve office

productivity.

Hess

CorporationWe sell gasoline. We supply energy.

Paramount

PicturesWe make movies. We market entertainment.

Encyclopaedia

BritannicaWe sell encyclopedias We distribute information.

CarrierWe make air conditioners

and furnaces.

We provide climate control in the

home.

Strategic Business Units


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Assigning Resources

HIGHMEDLOW

HIGH

MED

LOW

GE/McKinsey Matrix

Industry Attractiveness

Business

Position

Boston Consulting Group Matrix


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Assessing Growth Opportunities

Opportunities

NewBusinesses

EliminateBusinesses

Downsizing


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The Strategic-Planning Gap


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Intensive Growth

Products

Current

Markets

Market

Penetration

Market

Development

Product

Development

Diversification

New

Cu

rrent

New

Product-Market Expansion Grid


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Integrative Growth

Business

Competitor

Supplier Wholesaler


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Diversification Growth


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Corporate Culture

is the shared experiences, stories, beliefs, and

norms that characterize an organization.


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Marketing Innovation

Identify and encourage new ideas

Scenario Analysis


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Business Unit Strategic Planning


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Opportunity and Threat Matrices


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SWOT Analysis

TThreatExternal

Internal

SStrength WWeakness

OOpportunity

l l


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Goal Formulation

Ranked

Realistic

QuantifiedConsistent

l


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Strategy Formulation

Porters Generic Strategies

Strategic Alliances

P F l i d I l i


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Program Formulation and Implementation

F db k d C l


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Feedback and Control

Strong leadership

P d Pl i


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Product Planning

Marketing Plans

Executive Summary and table of contents

Situation analysis

Marketing strategy

Financial projections

Implementation controls

Documents

Kotler Mm14 Ch02 Dppt