Session 3

It Was About 2 Shifts :•Why Marketing•Marketing Vs. Sales

Managing Profitable Customer Relationships

About Ethics :

Social Marketing

•Customer Become A Buying Machine

•Companies Vs. Countries

Marketing is a Social and Managerial Process By Which Individuals and Groups Obtain What They Need and Want Through Creating and Exchanging Products and Value with Others.

SocietyHuman Welfare

CustomerSatisfaction

CompanyProfits

Needs

Wants

Demands

Basic Requirements For Life• physical needs• social needs• individual needs

Needs Shaped by Culture And Personality

Wants Backed by Ability To Buy

Products and Market Offering• The mistake of paying more attention to the physical products they offer than to the benefits produced by these products

•Brand Experience : They are not just buying a benefit they want Experience

Value and Satisfaction•Value Proposition Set of benefits and values That a Company Promises to Deliver to the Customer

•Satisfaction Depends on Performance of Your Product or Service relative To buyer’s Expectations

DissatisfiedSatisfiedDelighted

Exchange and Relationships Exchange Occurs when Customer Decide To Pay “Cost" and Get Extra Value

Relationships Begin When You 1st Connect with Your Customer

That Leads To :

The Overall Process of Building And Maintaining Profitable Customer Relationships by Delivering Superior Customer Value And Satisfaction

Role of CRM :•Attracting, Retaining and Growing Customers•Building Relationships and Customer Equity

Attracting, Retaining and Growing Customers•Perception are the

Key

•Exceeding Expectations

•Benefits of LoyaltyCustomer Lifetime ValueCross Selling

Building Relationships and Customer Equity•Building Relationships

Programs

•Customer Equity

Adding Financial BenefitsAdding Social BenefitAdding Structural Ties

Combined Discounted customer Lifetime Values of All of the Company’s Current Customer And Potential CustomersMeasures Company Performance, But in a manner That Looks to The Future

Session 3

Strategic Planning is Defined as The Process of Developing and Maintaining a Strategic Fit Between the Organization’s goals and Capabilities and it’s Changing Marketing Opportunities.

Mission Statement•Serve as a Guide For What the Organization Wants to Accomplish.•Be “ Market-Oriented “ rather than “ Product-Oriented “•Neither Too Narrow, nor Too Broad.•Realistic.•Motivating.•Not be Stated as Making More Profits or Amount Of Sales.

Mission Statement

Product-Oriented

Market-Oriented

We Sell Shoes

We Help People Experience the Emotion of Competition,Winning and Crushing Competitors

Mission Statement

Product-Oriented

Market-Oriented

We Run Search Engine

Organize the World’s Information and Make it Universally Accessible and Useful

Setting Goals and Objectives

Must be

SMART

Setting Goals and Objectives

S = Specific

M = Measurable A = Achievable

R = Relevant

T = Time-bound

5 Ws… who, what, when, where, and why.

Cannot be Measured > Cannot be Managed

Goal objectives should be within the staff member’s control

Goals should be instrumental to the mission

identify a definite target date for completion

Setting Goals and Objectives

In 2006 :•have the world’s top AI research laboratory•push ad system and sell $1B of new inventory•make sure their tools are running everywhere by Increasing number of Google Packs Installed to 60 Million by Mid-2006

Designing Business Portfolio•Designing business Portfolio is a Key step in Strategic Planning•Identifying SBUs•Analyze The Current Portfolio

Designing Business Portfolio•Designing business Portfolio is a Key step in Strategic Planning•Identifying SBUs•Analyze The Current Portfolio•Shape the Future Business Portfolio

Choose Appropriate resource Allocation•Build

•Hold•Harvest•Divest

Designing Business Portfolio•Designing business Portfolio is a Key step in Strategic Planning•Identifying SBUs•Analyze The Current Portfolio•Shape the Future Business Portfolio

Choose Appropriate resource AllocationDeveloping Strategies for Growth and Downsizing

Designing Business Portfolio•Designing business Portfolio is a Key step in Strategic Planning•Identifying SBUs•Analyze The Current Portfolio•Shape the Future Business Portfolio

Choose Appropriate resource AllocationDeveloping Strategies for Growth and Downsizing

Designing Business Portfolio•Developing Strategies for Growth and DownsizingFinding Products that Company

should Consider in the Future and Growth Opportunity

Designing Business Portfolio•Developing Strategies for Growth and DownsizingFitting Between Company

Capabilities and New Opportunities

SWOT