Chapter 2: Developing marketing strategies and plans. Marketing Management Philip Kotler, Kevin Lane Keller 14 edition, 2012, Prentice Hall. Cuốn sách quản trị marketing của Philip Kotler ấn bản thứ 14 năm 2012
Phillip Kevin Lane Kotler • Keller Marketing Management • 14e Developing Marketing Strategies and Plans Discussion 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, Inc Publishing as Prentice Hall Slide of 38 The Value Delivery Approach Provide Choose Communicate Value Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide of 38 The Value Chain Primary Activities Procurement Human Resource management Technological Development Infrastructure Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Service Margin Support Activities Inbound Outbound Operations Marketing Logistics Logistics Slide of 38 Core Business Processes Customer relationship management Fulfillment management Customer acquisition New-offering realization Market-sensing Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide of 38 Core Competencies Difficult to imitate Useful in a wide variety of markets Contributes to perceived customer benefits Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide of 38 Holistic Marketing Value Exploration Value Creation Value Delivery Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide 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 of 38 Strategic Planning, Implementation, and Control Processes Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide 10 of 38 Assessing Growth Opportunities New Businesses Opportunities Downsizing Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Eliminate Businesses Slide 24 of 38 The Strategic-Planning Gap Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide 25 of 38 Intensive Growth New Market Development Diversification Current Markets Product-Market Expansion Grid Market Penetration Product Development Current New Products Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide 26 of 38 Integrative Growth Supplier Business Wholesaler Competitor Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide 27 of 38 Diversification Growth Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide 28 of 38 Corporate Culture … is the shared experiences, stories, beliefs, and norms that characterize an organization Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide 29 of 38 Marketing Innovation Identify and encourage new ideas Scenario Analysis Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide 30 of 38 Business Unit Strategic Planning Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide 31 of 38 Opportunity and Threat Matrices Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide 32 of 38 External Internal SWOT Analysis SW O T Strength Weakness Opportunity Threat Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide 33 of 38 Goal Formulation Ranked Consistent Quantified Realistic Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide 34 of 38 Strategy Formulation Porter’s Generic Strategies Strategic Alliances Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide 35 of 38 Program Formulation and Implementation Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide 36 of 38 Feedback and Control Strong leadership Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide 37 of 38 Product Planning Marketing Plans Executive Summary and table of contents Situation analysis Marketing strategy Financial projections Implementation controls Copyright © 2012 Pearson Education, Inc Publishing as Prentice Hall Slide 38 of 38 [...].. .Marketing Plan • Directs and coordinates the marketing effort • Product Line or Brand Level • Strategic and Tactical levels Copyright © 20 12 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 © 20 12 Pearson Education, Inc Publishing... Hall Slide 29 of 38 Marketing Innovation Identify and encourage new ideas Scenario Analysis Copyright © 20 12 Pearson Education, Inc Publishing as Prentice Hall Slide 30 of 38 Business Unit Strategic Planning Copyright © 20 12 Pearson Education, Inc Publishing as Prentice Hall Slide 31 of 38 Opportunity and Threat Matrices Copyright © 20 12 Pearson Education, Inc Publishing as Prentice Hall Slide 32 of 38... Hall Slide 26 of 38 Integrative Growth Supplier Business Wholesaler Competitor Copyright © 20 12 Pearson Education, Inc Publishing as Prentice Hall Slide 27 of 38 Diversification Growth Copyright © 20 12 Pearson Education, Inc Publishing as Prentice Hall Slide 28 of 38 Corporate Culture … is the shared experiences, stories, beliefs, and norms that characterize an organization Copyright © 20 12 Pearson... competition Copyright © 20 12 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 © 20 12 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 © 20 12 Pearson Education,... Copyright © 20 12 Pearson Education, Inc Publishing as Prentice Hall Eliminate Businesses Slide 24 of 38 The Strategic-Planning Gap Copyright © 20 12 Pearson Education, Inc Publishing as Prentice Hall Slide 25 of 38 Intensive Growth New Market Development Diversification Current Markets Product-Market Expansion Grid Market Penetration Product Development Current New Products Copyright © 20 12 Pearson Education,... © 20 12 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 © 20 12 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... Carrier We make air conditioners and furnaces We provide climate control in the home Copyright © 20 12 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 © 20 12 Pearson Education, Inc Publishing as Prentice Hall Slide 23 of 38 Assessing Growth Opportunities... Copyright © 20 12 Pearson Education, Inc Publishing as Prentice Hall Slide 33 of 38 Goal Formulation Ranked Consistent Quantified Realistic Copyright © 20 12 Pearson Education, Inc Publishing as Prentice Hall Slide 34 of 38 Strategy Formulation Porter’s Generic Strategies Strategic Alliances Copyright © 20 12 Pearson Education, Inc Publishing as Prentice Hall Slide 35 of 38 Program Formulation and Implementation... statements: 1 2 3 4 5 Focus on a limited number of goals Stress major policies and values Define major competitive spheres Take a long-term view Short, memorable, meaningful Copyright © 20 12 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... Promotion Merchandising Pricing Sales channels Service Slide 12 of 38 Corporate Strategic Planning Copyright © 20 12 Pearson Education, Inc Publishing as Prentice Hall 1 Define corporate mission 2 Establish SBU’s 3 Assign resources to SBU’s 4 Assess growth opportunities Slide 13 of 38 Defining the Corporate Mission Who is the customer? What is our business? What should our business be? Copyright © 20 12 Pearson