Scribd
Upload
10 views14 pages

CH 02mkt MGT

Uploaded by

Shahariar Dewan
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
10 views14 pages

CH 02mkt MGT

Uploaded by

Shahariar Dewan
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/ 14

MARKETING

MANAGEMENT

Chapter-02
Developing Marketing Strategic and plan
Marketing and customer value
Value Delivery Process: (How does marketing affect customer value)

 Traditional view: Traditional view of marketing is that the firm makes


something and then sells it, with marketing taking place during the
selling process.
 Companies that take this view succeed only in economies marked by
goods shortages where consumers are not fussy about quality,
features, or style.
 In economies with many different types of people, each with
individual wants, perceptions, preferences, and buying criteria.
 the smart competitor must design and deliver offerings for well-
defined target markets.
 This realization inspired a new view of business processes
 We can divide the value creation and delivery sequence into
three phases.
 First, choosing the value
 The second phase is providing the value
 The task in the third phase is communicating the value.
The Value Chain
…………………………………………………………………………………………………………………………………

Value chain as a tool for identify ways to create more customer value.
.
Core business processes
■ The market-sensing process—gathering and acting upon information about
the market,
■ The new-offering realization process—researching, developing, and launching
new high- quality offerings quickly and within budget,
■ The customer acquisition process—defining target markets and prospecting
for new customers,
■ The customer relationship management process—building deeper
understanding of, relationships with, and offerings for individual customers,
■ The fulfillment management process—receiving and approving orders,
shipping goods on time, and collecting payment.
Strategic Planning, Implementation, and Control
Processes:
Marketing plan
The marketing plan is the central instrument for directing and
coordinating the marketing effort, operating at both the strategic
and tactical levels.
■ The strategic marketing plan lays out the target markets and the
firm’s value proposition, based on an analysis of the best
market opportunities.
■ The tactical marketing plan specifies the marketing tactics,
including product features, promotion, merchandising, pricing,
sales channels, and service
Corporate and Division Strategic Planning

All corporate headquarters undertake four planning activities:


■ (1) defining the corporate mission,
■ (2) establishing strategic business units,
■ (3) assigning resources to each unit, and
■ (4) assessing growth opportunities.
These activities are discussed next.
Defining the Corporate Mission
Mission statement is like a road map of how to achieve the goal set in your
vision statement. It define the purpose of the organization.

A good Mission Statement have five characteristics:


■ They focus on limited number of goals
■ They stress the company’s major policies and values
■ They define the major competitive sphere within which the company will
operate
■ They take a long term view
■ They are as short, memorable, and meaningful as possible
Establishing Strategic Business Units
Large companies normally manage quite different businesses, each requiring its
own strategy.
A strategic business unit (SBU) has three characteristics:
1) it is a single business, or a collection of related businesses, that can be planned
separately from the rest of the company;
2) it has its own set of competitors; and
3) it has a manager responsible for strategic planning and profit performance who
controls most of the factors affecting profit.

Assigning Resources to Each SBU


Once SBUs have been defined, management must decide how to allocate corporate
resources to each unit.
Assessing Growth Opportunities
Assessing growth opportunities includes planning new businesses,
downsizing, and terminating older businesses
If there is a gap between future desired sales and projected sales,
corporate management will need to develop or acquire new businesses to
fill it.
■ One option is to identify opportunities for growth within current
businesses (intensive opportunities).
■ A second option is to build or acquire businesses related to current
businesses (integrative opportunities).
■ A third option is to add attractive unrelated businesses (diversification
opportunities).
Business Unit Strategic Planning
Nature & Contents of Marketing Plan:
1. Executive Summary
2. Table of contents
3. Situation Analysis
4. Marketing Strategy
5. Marketing Tactics
6. Financial Projection
7. Implementation Controls.
Thanks Everybody

You might also like

pFad - Phonifier reborn

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.

Note: This service is not intended for secure transactions such as banking, social media, email, or purchasing. Use at your own risk. We assume no liability whatsoever for broken pages.


Alternative Proxies:

Alternative Proxy

pFad Proxy

pFad v3 Proxy

pFad v4 Proxy