Giáo án Marketing Management Chapter 2 Developing Marketing Strategies And Plans How does marketing affect customer value? How is strategic planning carried out at different levels of the organization? What does a marketing plan include?
Chapter Developing Marketing Strategies And Plans - 60 Objective outline How does marketing affect customer value? How is strategic planning carried out at different levels of the organization? What does a marketing plan include? - 60 Contents Marketing & customer value Corporate & division strategic planning Business Unit strategic Planning Product planning: the nature & contents of a marketing plan - 60 Section Marketing and customer value - 60 Siemens AG has grown through new product innovation and strategic acquisitions Siemens AG is one of the large global electronics and engineering companies in the world, with 460,000 employees in 190 countries and worldwide sales of $ 96 billion in fiscal 2005 During 2005, Siemens grew organically through new -product innovation and was the world’s fifth –largest corporate spender in research and development Siemens also grew through strategic acquisition in the areas of medical imaging, clean-coal technology, pollution control, wind power, and water technologies Senior management were faithful to their vow that problem businesses would be fixed, sold, or closed, divesting the money-losing cellular handset unit to Taiwan’s BenQ Corp, and realigning the - 60 The value deliver process CHOOSING THE VALUE • Segmentatio n • Targeting • Positioning The PROVIDING THE VALUE COMMUNICATING THE VALUE • Product features • Prices • distribution essence of strategic marketing • Sales force • Advertising • Sales promotions & other Value delivery process - 60 What is the Value Chain? The value chain is a tool for identifying ways to create more customer value because every firm is a synthesis of primary and support activities performed to design, produce, market, deliver, and support its - 60 10 - 60 Core Business Processes The firm’s success depends mostly on how well the core business processes are conducted: Market-sensing process New-offering realization process Customer acquisition process Customer relationship management process Fulfillment management process Strong companies are reengineering their work flows and building cross12 - 60 functional teams to be responsible for Core competencies Traditionally, most of resources owned and controlled by companies Today, less-critical resources with better quality or low cost being outsourced The key is to own and nurture the resources and competencies that make up the essence of business Nike nurtures only its two core competencies: shoe designing and merchandising 13 - 60