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Holistic Marketing Organization PDF

This chapter discusses trends in marketing practices such as globalization and outsourcing. It covers organizing the marketing department through functional, geographic, product-based, or matrix structures. The chapter also addresses corporate social responsibility, cause-related marketing, and tools for monitoring and improving marketing performance like marketing audits.

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153 views31 pages

Holistic Marketing Organization PDF

This chapter discusses trends in marketing practices such as globalization and outsourcing. It covers organizing the marketing department through functional, geographic, product-based, or matrix structures. The chapter also addresses corporate social responsibility, cause-related marketing, and tools for monitoring and improving marketing performance like marketing audits.

Uploaded by

ammuajay
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 31

MARKETING MANAGEMENT

12th edition

22
Managing a Holistic
Marketing Organization

Kotler Keller
Chapter Questions

• What are important trends in marketing


practices?
• What are the keys to effective internal marketing?
• How can companies be responsible social
marketers?
• How can a company improve its marketing
implementation skills?
• What tools are available to help companies
monitor and improve their marketing activities?

22-2
Trends in Marketing Practices

• Reengineering • Globalizing
• Outsourcing • Flattening
• Benchmarking • Focusing
• Supplier partnering • Accelerating
• Customer partnering • Empowering
• Merging

22-3
Organizing the Marketing Department

• Functionally
• Geographically
• By product
• By brand
• By market
• Matrix
• By corporate/division

22-4
Figure 22.1 Functional Organization

22-5
Tasks Performed by Brand Managers

• Develop long-range and competitive strategy for


each product
• Prepare annual marketing plan and sales
forecast
• Work with advertising and merchandising
agencies to develop campaigns
• Increase support of the product among channel
members
• Gather continuous intelligence on product
performance, customer attitudes
• Initiate product improvements

22-6
Figure 22.2 The Product Manager’s
Interactions

22-7
Figure 22.3 Vertical Product Team

• PM = Product Manager
• APM = Associate PM
• PA = Product Assistant

22-8
Figure 22.3 Triangular Product
Team

• PM = Product Manager
• R = Market Researcher
• C = Communication Specialist

22-9
Figure 22.3 Horizontal Product
Team

• PM = Product Manager
• R = Market Researcher
• C = Communication Specialist
• S = Sales Manager
• D = Distribution Specialist
• F = Finance Specialist
• E = Engineer

22-10
Dow Corning uses a
horizontal product team

22-11
Figure 22.4 Product/Marketing-
Management Matrix System

22-12
Role of Marketing at the
Corporate Level
• To promote a culture of customer
orientation
• To be an advocate for the customer
• To assess market attractiveness
• To develop firm’s overall value proposition,
the vision, and articulation of how it
proposes to deliver superior value to
customers

22-13
Corporate Social Responsibility

Socially
responsible
Behavior

Ethical behavior

Legal behavior

22-14
Top-Rated Companies for
Social Responsibility

• Johnson & Johnson • IBM


• Coca-Cola • McDonald’s
• Wal-Mart • 3M
• Anheuser-Busch • UPS
• Hewlett-Packard • FedEx
• Walt Disney • Target
• Microsoft • Home Depot

22-15
Fetzer
emphasizes a
commitment
to social
responsibility

22-16
Cause-Related Marketing

Marketing that links the firm’s contributions


to a designated cause to customers
engaging directly or indirectly in
revenue-producing transactions
with the firm.

22-17
Corporate Social Marketing

Marketing efforts that have at least


one non-economic objective related
to the social welfare and uses the
resources of the company
and/or its partners.

22-18
Cause-Related Marketing

22-19
Cause-Related Marketing

22-20
Branding a Cause Marketing Program

• Self-branded: Create Own


Cause Program
• Co-branded: Link to Existing
Cause Program
• Jointly branded: Link to
Existing Cause Program

22-21
Co-Branded Cause

22-22
Social Marketing Campaigns

Cognitive Action

Behavioral Value

22-23
Social Marketing Planning Process

Where are we?

Where do we want to go?

How will we get there?

How will we stay on course?

22-24
Necessary Skills for Implementing
Marketing Programs

• Diagnostic skills
• Identification of
company level
• Implementation
skills
• Evaluation skills

22-25
Figure 22.5 The Control Process

What do we want to achieve?

What is happening?

Why is it happening?

What should we do about it?


22-26
Types of Marketing Control

Annual plan control


Profitability control
Efficiency control
Strategic control

22-27
Marketing Audit

Comprehensive, systematic, independent


periodic examination of a company’s
or business unit’s marketing
environment, objectives, strategies, and
activities with a view to determining
problem areas and opportunities,
and recommending
a plan of action to improve
the company’s marketing performance.

22-28
Characteristics of Marketing Audits
(See Table 22.5)
• Comprehensive
• Systematic
• Independent
• Periodic

22-29
Marketing Debate

 Is marketing management an art


or a science?

Take a position:
5. Marketing management is largely an
artistic exercise and therefore highly
subjective.
2. Marketing management is largely a
scientific exercise with well-established
guidelines and criteria.
22-30
Marketing Discussion

 How does cause or corporate social


marketing affect your personal
consumer behavior? Do you ever
buy or not buy any products because
of a company’ environmental policies
or programs? Why or why not?

22-31

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