Kotler MM 13e Basic 02
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Developing Marketing
Strategies and Plans
Marketing Management, 13thed
2
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall
Chapter Questions
Ho does !ar"eting a##ect custo!er
$alue%
Ho is strategic planning carried out atdi##erent le$els o# the organi&ation%
'hat does a !ar"eting plan include%
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Three Vs Approach to Marketing
)e#ine the $alue seg!ent
)e#ine the $alue proposition
)e#ine the $alue netor"
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall
Value creation and Delivery Sequence
The first phase choosing the value
, representsthe !ho"e#ork! "arketing "ust do $efore anyproduct e%ists& The "arketing staff "ustseg"ent the "arket select the appropriate
"arket target and develop the offering's valuepositioning& The second phase isproviding the value.
Marketing "ust deter"ine specific productfeatures prices and distri$ution
Third phase is communicating the value $yutili(ing the sales force sales pro"otionadvertising and other co""unication tools toannounce and pro"ote the product.
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)hat is the Value Chain*
Michael Porter
he value chainis a tool #or identi#ying
as to create !ore custo!er $alue
because e$ery #ir! is a synthesis o#
primary and support activities
per#or!ed to design, produce, !ar"et,
deli$er, and support its product.
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Michael Porter Value Chain
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Core +usiness Processes
/ar"et-sensing process
e-o##ering reali&ation process
Custo!er ac1uisition process Custo!er relationship !anage!ent
process
ul#ill!ent !anage!ent process
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Characteristics of Core Co"petencies
4 source o# co!petiti$e ad$antage
4pplications in a ide $ariety o# !ar"ets
)i##icult to i!itate
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Ta$le ,&-
+eco"ing a Vigilant .rgani(ation
Can e learn #ro! the past%
Ho should the present be e$aluated%
'hat do e en$ision #or the #uture%
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall
)hat is /olistic Marketing*
/olistic "arketingsees itsel# as
integrating the $alue e6ploration, $alue
creation, and $alue deli$ery acti$ities
ith the purpose o# building long-ter!,
!utually satis#ying relationships and
coprosperity a!ong "ey sta"eholders.
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)hat is /olistic Marketing
Value exploration 0 /o# can a co"pany
identify ne# value opportunities*
Value creation- Ho# can a co"pany
efficiently create "ore pro"ising ne#value offerings*
Value delivery- /o# can a co"pany use
its capa$ilities and infrastructure to
deliver the ne# value offerings "ore
efficiently*
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall
Value 1%ploration
The custo"er's cognitive space2 the co"pany'sco"petence space2 and the colla$orator's resource space&
The custo"er's cognitive space reflects e%istingand latent needs and includes di"ensions suchas the need for participation sta$ility freedo"and change& The co"pany's competency spacecan $e descri$ed in ter"s of $readth3$roadversus focused scope of $usiness2 and depth3physical versus kno#ledge0$ased capa$ilities&
The colla$orator's resource space involveshori(ontal partnerships #here co"panieschoose partners $ased on their a$ility to e%ploitrelated "arket opportunities
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall
Value Creation
Marketers need to4 identify ne# custo"er$enefits fro" the custo"er's vie#2 utili(ecore co"petencies fro" its $usiness
do"ain2 and select and "anage $usinesspartners fro" its colla$orative net#orks&
5re6 defining the $usiness concept 5the!$ig idea!62 5,6 5re6 shaping the $usiness
scope 5the lines of $usiness62 and 5765re6positioning the co"pany's $randidentity 5ho# custo"ers should see theco"pany6
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall
Value Delivery
)eli$ering $alue o#ten !eans
substantial in$est!ent in in#rastructure
and capabilities. he co!pany !ust
beco!e pro#icient at custo!er
relationship !anage!ent, internal
resource !anage!ent, and business
partnership !anage!ent.
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall
)hat is a Marketing Plan*
4 "arketing planis the central
instru!ent #or directing and
coordinating the !ar"eting e##ort.
It operates at a
strategic and tactical le$el.
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8evels of a Marketing Plan
7trategic
arget !ar"eting
decisions
8alue proposition
4nalysis o#
!ar"eting
opportunities
actical
Product #eatures
Pro!otion
/erchandising
Pricing
7ales channels
7er$ice
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Corporate /eadquarters
Planning Activities
)e#ine the corporate !ission
Establish strategic business units
7:;s< 4ssign resources to each 7:;
4ssess groth opportunities
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9ood Mission State"ents
ocus on a li!ited nu!ber o# goals
7tress !a=or policies and $alues
)e#ine !a=or co!petiti$e spheres a"e a long-ter! $ie
7hort, !e!orable, !eaning#ul
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Ma:or Co"petitive Spheres
Industry
Products
Co!petence /ar"et seg!ent
8ertical channels
>eographic
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;u$$er"aid Co""ercial Products lobal /ar"et 7hareAeader in each o# the !ar"ets e ser$e. 'e
ill earn this leadership position by
pro$iding to our distributor and end-usercusto!ers inno$ati$e, high-1uality, cost-
e##ecti$e and en$iron!entally responsible
products. 'e ill add $alue to these products
by pro$iding legendary custo!er ser$icethrough our ;nco!pro!ising Co!!it!ent
to Custo!er 7atis#action.B
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Motorola
?he purpose o# /otorola is to honorablyser$e the needs o# the co!!unity by pro$iding
products and ser$ices o# superior 1uality at a#air price to our custo!ers to do this so as to
earn an ade1uate pro#it hich is re1uired #or
the total enterprise to gro and by doing so,
pro$ide the opportunity #or our e!ployees andshareholders to achie$e their personal
ob=ecti$es.B
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall
e+ay
?'e help people trade anything on earth.
'e ill continue to enhance the onlinetrading e6periences o# allDcollectors,
dealers, s!all businesses, uni1ue ite!
see"ers, bargain hunters, opportunity
sellers, and brosers.B
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Ta$le ,&7Product .rientation vs& Market .rientation
Co"pany Product Market
/issouri-Paci#icailroad
'e run a railroad 'e are a people-and-goods !o$er
Fero6 'e !a"e copyinge1uip!ent
'e i!pro$e o##iceproducti$ity
7tandard @il 'e sell gasoline 'e supply energy
Colu!bia Pictures 'e !a"e !o$ies 'e entertainpeople
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Di"ensions that Define a +usiness
Custo!er groups
Custo!er needs
echnology
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Characteristics of S+=s
It is a single business or collection o#
related businesses
It has its on set o# co!petitors
It has a leader responsible #or strategic
planning and pro#itability
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Ansoffs Product0Market
1%pansion 9rid
/ar"et penetration strategy
/ar"et de$elop!ent strategy
Product de$elop!ent strategy
)i$ersi#ication strategy
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall
Product 1%pansion 9rid
The co"pany first considers #hether itcould gain "ore "arket share #ith itscurrent products in their current "arkets5"arket0penetration strategy6& >e%t it
considers #hether it can find or developne# "arkets for its current products5"arket0develop"ent strategy6& Then itconsiders #hether it can develop ne#products of potential interest to its current
"arkets 5product0develop"ent strategy6&8ater it #ill also revie# opportunities todevelop ne# products for ne# "arkets5diversification strategy
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)hat is Corporate Culture*
Corporate cultureis the shared
e6periences, stories, belie#s, and
nor!s that characteri&e an
organi&ation.
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Tactics for Managing Change
4$oid the inno$ation title #or the tea!
;se the buddy syste!
7et the !etrics in ad$ance 4i! #or 1uic" hits #irst
>et data to bac" up your gut
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S).T Analysis
7trengths
'ea"nesses
@pportunities hreats
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Market .pportunity Analysis 5M.A6
Can the bene#its in$ol$ed in the opportunity
be articulated con$incingly to a de#ined target
!ar"et%
Can the target !ar"et be located andreached ith cost-e##ecti$e !edia and trade
channels%
)oes the co!pany possess or ha$e access
to the critical capabilities and resources
needed to deli$er the custo!er bene#its%
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Market .pportunity Analysis 5M.A6
5cont&6
Can the co!pany deli$er the bene#its
better than any actual or potential
co!petitors%
'ill the #inancial rate o# return !eet or
e6ceed the co!panyGs re1uired
threshold #or in$est!ent%
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9oal ?or"ulation and M+.
;nitGs ob=ecti$es !ust be hierarchical
@b=ecti$es should be 1uantitati$e
>oals should be realistic @b=ecti$es !ust be consistent
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Porters 9eneric Strategies
@$erall cost leadership
)i##erentiation
ocus
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Categories of Marketing Alliances
Product or ser$ice alliance
Pro!otional alliance
Aogistics alliances Pricing collaborations
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall
Marketing Plan Contents
E6ecuti$e su!!aryable o# contents
7ituation analysis/ar"eting strategyinancial pro=ections
I!ple!entation controls
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1valuating a Marketing Plan
Is the plan si!ple%Is the plan speci#ic%Is the plan realistic%Is the plan co!plete%