Lecture Marketing management: Chapter 2 - Phillip Kotler, Kevin Lane Keller
Bạn đang xem bản rút gọn của tài liệu. Xem và tải ngay bản đầy đủ của tài liệu tại đây (1.54 MB, 38 trang )
Phillip
Kevin Lane
Kotler • Keller
Marketing Management • 14e
a
h
C
2
r
e
t
p
Developing
Marketing
Strategies and
Plans
Discussion Questions
1. How does marketing affect
customer value?
2. How is strategic planning carried
out at different levels of the
organization?
3. What does a marketing plan
include?
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 3 of 38
The Value Delivery Approach
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 4 of 38
The Value Chain
Inbound
Outbound
Operations
Marketing
Logistics
Logistics
Support
Activities
Procurement
Human Resource management
Technological Development
Infrastructure
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Service
Margin
Primary
Activities
Slide 5 of 38
Core Business
Processes
Fulfillment
management
Customer
relationship
management
Customer
acquisition
New-offering
realization
Marketsensing
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 6 of 38
Core Competencies
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 7 of 38
Holistic Marketing
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 8 of 38
Strategic Planning
Businesses as
investment
portfolio
Assessing each
business’s
strength
Establish a
strategy
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 9 of 38
g
i
F
e
r
u
1
.
2
Strategic Planning, Implementation,
and Control Processes
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 10 of 38
Marketing Plan
• Directs and coordinates
the marketing effort
• Product Line or Brand
Level
ã Strategic and Tactical
levels
Copyright â 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 11 of 38
Levels of a Marketing Plan
• Strategic
– Analysis of
marketing
opportunities
– Target marketing
decisions
– Value proposition
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
• Tactical
–
–
–
–
–
–
Product features
Promotion
Merchandising
Pricing
Sales channels
Service
Slide 12 of 38
Corporate Strategic Planning
1
Define corporate mission
2
Establish SBU’s
3
Assign resources to SBU’s
4
Assess growth opportunities
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 13 of 38
Defining the Corporate Mission
Who is the
customer?
What is
our
business?
What
should our
business
be?
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
What is of
value to the
customer?
What will
our
business
Slide 14 of 38
Mission Statements
Characteristics of good mission
statements:
1. Focus on a limited number of goals
2. Stress major policies and values
3. Define major competitive spheres
4. Take a long-term view
5. Short, memorable, meaningful
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 15 of 38
Vague Mission Statement
To build total brand value by
innovating to deliver customer value
and customer leadership faster, better,
and more completely than our
competition
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 16 of 38
GOOGLE’S Mission Statement
To organize the world’s
information and make it
universally accessible and
useful.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 17 of 38
Vague Philosophy
We build brands and make the
world a little happier by bringing
our best to you.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 18 of 38
GOOGLE’s Philosophy
Never settle for the best.
1.
2.
3.
4.
5.
6.
7.
8.
9.
Focus on the user and all else will follow.
It’s best to do one thing really, really well.
Fast is better than slow.
Democracy on the web works.
You don’t need to be at your desk to need an
answer.
You can make money without doing evil.
There is always more information out there.
The need for information crosses all borders.
You can be serious without a suit.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 19 of 38
Strategic Business Units (SBU)
Three Characteristics of an SBU:
Unique competitors
A single business
or collection of
related businesses
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Leader responsible
for planning and
profitability
Slide 20 of 38
Defining Strategic Business
Units
Customer
groups
Customer needs
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Technology
Slide 21 of 38
Strategic Business Units
Company
Product Definition
Market Definition
Union Pacific
We run a railroad.
We are a people-and-goods
mover.
Xerox
We make copying
equipment.
We help improve office
productivity.
Hess
Corporation
We sell gasoline.
We supply energy.
Paramount
Pictures
We make movies.
We market entertainment.
Encyclopaedi
a Britannica
We sell encyclopedias
We distribute information.
Carrier
We make air conditioners
and furnaces.
We provide climate control in
the home.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 22 of 38
Assigning Resources
HIGH
GE/McKinsey Matrix
MED
LOW
Business Position
Boston Consulting Group Matrix
LOW
MED
HIGH
Industry
Attractiveness
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 23 of 38
Assessing Growth Opportunities
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 24 of 38
g
i
F
e
r
u
2
.
2
The Strategic-Planning
Gap
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 25 of 38
