Marketing Management - Bahan Kuliah

7/23/2019 Marketing Management - Bahan Kuliah

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Developing Marketing

Strategies and Plans


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Chapter Questions

How does marketing affect customer value?

How is strategic planning carried out at

different levels of the organization?

What does a marketing plan include?

Copyright 2012 Pearson Education 2-2


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Phases of Value Creation and

Delivery


Choosing the value

Providing the value

Communicating the value


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What is Customer Value?

What do customers say about value?


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Drivers of Value EquityRoland T. Rust, Valerie A. Zeithaml, Katherine N. Lemon

The customers define value infour ways:

Value is low price

Value is whatever I want in aproduct

Value is the quality I get for the

price I pay

Value is what I get for what Igive up, including time andeffort

Quality

Price

Convenience

Value


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Concept of Customer Value

Perceived benefitsCustomer-perceived value = -----------------------

Perceived sacrifice

Monroe, K.B. (1991), Pricing Making Profitable Decisions, McGraw-Hill, New York, NY.

Monroe (1991)

Quality

Customer-perceived value = ------------- creates ConveniencePrice


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Customer Equity DefinedRoland T. Rust, Valerie A. Zeithaml, Katherine N. Lemon

CustomerEquity

RetentionEquity

BrandEquity

ValueEquity


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Marketing and Customer ValueThe task of business is to deliver customervalue at a profit

The Customer Value Exchange Subsystem

The

firm

CustomersOr

clientsValue

Lee, Richard and William F. Lewis, A Stakeholder Approach to MarketingManagement Using the Value Exchange Models, European Journal of MarketingVol. 25 No. 8, 1991, pp. 55-68


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Marketing and Customer Valuecont..

Designproduct

Procure Make Price SellAdvertise/promote Distribute Service

Make the product Sell the product

Customersegmentation

MarketSelection/

focus

PricingSourcing

Sales force

Salespromotion

Choose the value Provide the value

Valuepositioning

Product/develop-

ment

Service/develop-

mentServicing

Distributing

Servicing

Advertising

Communicate the value

(a) Traditional Physical Process Sequence

(b) Value Creation and Delivery Sequence

The Value Delivery Process

Strategic Marketing Tactical Marketing


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Marketing and Customer Valuecont..

The Japanese deliver more values and further refined this view with the followingconcepts:

Zero cus tomer feedback t ime. Customer feedback should be collectedcontinuously after purchase to learn how to improve the product and its marketing

Zero prod uct imp rovement time. The company should evaluate all improvementideas and introduce the most valued and feasible improvements as soon aspossible

Zero pu rchasing t ime. The company should receive the required parts andsupplies continuously through just-in-time arrangements with suppliers. Bylowering its inventories, the company can its costs

Zero setup t im e. The company should be able to manufacture any of its productsas soon as they are ordered, without facing high setup time or costs

Zero defects. The products should be of high quality and free flaws


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What is the Value Chain?

The value chain is a tool for identifying was

to create more customer value because

every firm is a synthesis ofprimary and

support activities performed to design,produce, market, deliver, and support its

product.


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The Generic Value Chain

Inboundlogistics

Operations Outbound

logisticsMarketingand values Service

Firm infrastructure

Human resource management

Technology development

Procurement

SupportActivities

Primary Activities

The firms task is to examine its cost and performance ineach value-creating activity and to look for ways to improve it


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The Value Chain: Core Business

Process

The market sens ing p rocess. All the activities involved in gatheringmarket intelligence, disseminating it within the organization, and actingon the information

The new o ffer ing realizat ion p rocess. All the activities involved inresearching, developing, and launching new high-quality offerings quicklyand within budget

The customer acquis i t ion process. All the activities involved indefining target markets and prospecting for new customers

The custom er relat ionship m anagement p rocess. All the activities

involved in building deeper understanding, relationships, and offering toindividual customers

The ful f i llment m anagement p rocess. All the activities involved inreceiving and approving orders, shipping the goods on time, andcollecting payment


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Characteristics of

Core Competencies

A source of competitive advantage

Applications in a wide variety of markets

Difficult to imitate



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Maximizing Core Competencies

(Re)define the business concept

(Re)shaping the business scope

(Re)positioning the companys brand identity



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What is Holistic Marketing?

Holistic marketing sees itself as integrating

the value exploration, value creation, and

value delivery activities with the purpose of

building long-term, mutually satisfyingrelationships and co-prosperity among key

stakeholders.


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Questions to Address in

Holistic Marketing


What value opportunities are available?

How can we create new value offerings

efficiently?

How can we delivery the new offeringsefficiently?


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Figure 2.1 The Strategic Planning,

Implementation, and

Control Processes



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Table 2.1 Master Marketers



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What is a Marketing Plan?

A marketing plan is the

central instrument for

directing and coordinating

the marketing effort.

It operates at a strategic and tactical level.


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Levels of a Marketing Plan

Strategic

Target marketing

decisions

Value proposition Analysis of

marketing

opportunities

Tactical

Product features

Promotion

Merchandising Pricing

Sales channels

Service


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Corporate Headquarters

Planning Activities

Define the corporate mission

Establish strategic business units (SBUs)

Assign resources to each SBU

Assess growth opportunities



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Good Mission Statements

Focus on a limited number of goals

Stress major policies and values

Define major competitive spheres

Take a long-term view

Short, memorable, meaningful



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Google



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Table 2.2

Major Competitive Spheres

Industry

Products

Competence

Market segment

Vertical channels

Geographic



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Product Orientation vs.

Market Orientation

Company Product Market

Missouri-Pacific

Railroad

We run a railroad We are a people-

and-goods mover

Xerox We make copying

equipment

We improve office

productivity

Standard Oil We sell gasoline We supply energy

Columbia Pictures We make movies We entertain

people



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Dimensions Define a Business

Customer Groups

Customer Needs

Technology


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Characteristics of SBUs

It is a single business or collection of related

businesses

It has its own set of competitors

It has a leader responsible for strategicplanning and profitability



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Figure 2.2 The Strategic Planning

Gap



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The Strategic Planning Gapcont.

Intensive Growth:

Three Intensive Growth Strategies: AnsoffsProduct-Market Expansion Grid

Integrative Growth: Increasing businesss sales and profits through

backward, forward, or horizontal integration withinits industry

Diversification Growth:

New Products for New Markets


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Three Intensive Growth Strategies:Ansoffs Product-Market Expansion Grid

1. Market-penetrationstrategy

3. Product-developmentstrategy

2. Market-developmentstrategy

(DiversificationStrategy)

CurrentMarkets

NewMarkets

NewProducts

CurrentProducts

Back to Corporate Strategic Planning


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What is Corporate Culture?

Corporate culture is the

shared experiences, stories, beliefs,

and norms that

characterize an organization.



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Figure 2.3 The Business Unit

Strategic Planning Process



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SWOT Analysis


Strengths

Weaknesses

Opportunities

Threats


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Market Opportunity Analysis

(MOA)

Can the benefits involved in the opportunity

be articulated convincingly to a defined

target market?

Can the target market be located andreached with cost-effective media and trade

channels?

Does the company possess or have access

to the critical capabilities and resources

needed to deliver the customer benefits?



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Market Opportunity Analysis

(MOA)

Can the company deliver the benefits better

than any actual or potential competitors?

Will the financial rate of return meet or exceed

the companys required threshold forinvestment?



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Figure 2.4

Opportunity and Threat Matrices



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Goal Formulation and MBO

Units objectives must be hierarchical

Objectives should be quantitative

Goals should be realistic

Objectives must be consistent



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Porters Generic Strategies


Overall cost leadership

Differentiation

Focus


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Categories of Marketing Alliances

Product or service alliance

Promotional alliance

Logistics alliances

Pricing collaborations



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McKinseys Elements of Success


Strategy

Structure

SystemsStyle

Shared values

Staff

Skills


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Marketing Plan Contents


Executive summary

Table of contents

Situation analysis Marketing strategy

Financial projections

Implementation controls


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Evaluating a Marketing Plan

Is the plan simple?

Is the plan specific?

Is the plan realistic?

Is the plan complete?


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For Review

How does marketing affect customer value?

How is strategic planning carried out at

different levels of the organization?

What does a marketing plan include?

Marketing Management - Bahan Kuliah

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