Chapter Marketing Strategy Chapter 1 Strategic Market Planning Chapter Review • Marketing is the process of planning and executing the conception, pricing, promotion, and distribution of ideas,
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Transcript Chapter Marketing Strategy Chapter 1 Strategic Market Planning Chapter Review • Marketing is the process of planning and executing the conception, pricing, promotion, and distribution of ideas,
Chapter
1
Marketing Strategy
Chapter 1
Strategic Market Planning
Chapter
1
Review
• Marketing is the process of planning and
executing the conception, pricing,
promotion, and distribution of ideas, goods,
and services to create exchanges that satisfy
individual and organizational goals.
• The marketing concept states that an organization
should try to provide products that satisfy
customers' needs through a coordinated set of
activities that allow the organization to achieve its
goals.
Chapter
1
Strategic Market Planning Process I
Analysis of
External,
Customers,
and Internal
Environment
SWOT
Analysis
Organizational
Mission, Goals
and Objectives
Corporate or
SBU
Strategy
Chapter
1
Strategic Market Planning Process II
Marketing
Goals and
Objectives
Marketing
Strategy
Implementation
Evaluation
and Control
Chapter
1
Organizational Mission, Goals, and Objectives
• A mission statement defines an organization and
describes its reason for being, what and whom it
represents, and the values or beliefs for which it
stands.
• Goals are general statements of desired
accomplishments expressed in qualitative terms.
• Objectives are specific and quantitative benchmarks
that can be used to gauge progress toward the
achievement of a previously established goal.
Chapter
1
Corporate or Business-Unit Strategy
• A corporate strategy, the central scheme or means
for utilizing and integrating resources in the areas
of production, finance, research and development,
human resources, and marketing to carry out the
organization's mission and achieve the desired
goals and objectives.
Chapter
1
Marketing Objectives Should be
• Consistent with organizational goals.
• Expressed in clear, simple terms.
• Written so that their accomplishment can be
measured accurately.
• Expressed in terms of a unit of measurement that can
be measured.
• Marketing objectives should be reconsidered for each
planning period.
Chapter
1
Marketing Strategy Must
• Fit the needs and purposes of the selected target
market.
• Be realistic given the organization's available
resources and environment.
• Be consistent with the organization's mission, goals,
and objectives.
• Be evaluated to determine its effect on the
organization's sales, costs, image, and profitability.
Chapter
1
Marketing Implementation
Staff
Marketing
Positions
Coordinating
Marketing
Activities
Communicating
Ideas and
Information
Motivating
Employees
Chapter
1
Evaluation and Control
• Implementation of any marketing strategy would be
incomplete without an assessment of its success and
the creation of control mechanisms to provide and
revise the strategy, its implementation, or both if
necessary. This evaluation and control serve as the
beginning point for the planning process in the next
planning cycle.
• Because strategic market planning is a never-ending
process, managers should have a system for
monitoring and evaluating implementation success
on an ongoing basis (i.e., compare results with
objectives).
Chapter
1
Five Purposes of a Marketing Plan
1) Explains the present and future situations of the organization.
2) Specifies the outcomes that are expected (goals and objectives)
so the organization can anticipate its situation at the end of the
planning period.
3) Describes the specific actions that are to take place so the
responsibility for each action can be assigned.
4) Identifies the resources that will be needed to carry out all
planned actions.
5) Permits the monitoring of each action and its results so that
controls may be implemented.
Chapter
1
Customer-Oriented Organizational Design
Customers
CEO
Middle
Managers
Frontline Employees
Frontline Employees
Middle
Managers
CEO
Customers
Traditional
Organizational Structure
Customer-Oriented
Organizational Structure
Chapter
1
Customer Value