*Ch 2 -0Copyright 2011 Pearson Education

CHAPTER TWOCompany and Marketing Strategy:Partnering to Build Customer RelationshipsLecturer: Insert your name hereCh 1 -*Copyright 2011 Pearson EducationPresentation prepared by Annelie Moukaddem Baalbaki Principles of Marketing, Arab World Edition Philip Kotler, Gary Armstrong, Anwar Habib, Ahmed TolbaCh 2 -1Copyright 2011 Pearson Education

Company and Marketing Strategy2.1 Companywide Strategic Planning: Defining Marketings Role2.2 Designing the Business Portfolio2.3 Planning Marketing: Partnering to Build Customer Relationships2.4 Marketing Strategy and the Marketing Mix2.5 Managing the Marketing Effort2.6 Measuring and Managing Return on Marketing InvestmentTopic Outline

Ch 2 -2Copyright 2011 Pearson Education

Companywide Strategic PlanningStrategic planning is the process of developing and maintaining a strategic fit between the organizations goals and capabilities and its changing marketing opportunities.Strategic PlanningCh 2 -3Copyright 2011 Pearson Education

Companywide Strategic PlanningCh 2 -4Copyright 2011 Pearson Education

Companywide Strategic PlanningThe mission statement is the organizations purpose; what it wants to accomplish in the larger environment.

A market-oriented mission statement defines the business in terms of satisfying basic customer needs.Defining a Market-Oriented MissionCh 2 -5Copyright 2011 Pearson Education

Companywide Strategic Planning

Ch 2 -6Copyright 2011 Pearson Education

Companywide Strategic PlanningThe company needs to turn its mission statement into detailed supporting objectives for each level of management.Setting Company Objectives and GoalsCh 2 -7Copyright 2011 Pearson Education

Designing the Business PortfolioThe business portfolio is the collection of businesses and products that make up the company.

Portfolio analysis is a major activity in strategic planning, whereby management evaluates the products and businesses that make up the company.Ch 2 -8Copyright 2011 Pearson Education

Designing The Business PortfolioStrategic business unit (SBU) is a unit of the company that has a separate mission, and objectives that can be planned separately from other company businesses. Company division Product line within a division Single product or brandAnalyzing the Current Business PortfolioCh 2 -9Copyright 2011 Pearson Education

Companywide Strategic PlanningAnalyzing the Current Business PortfolioCh 2 -10Copyright 2011 Pearson Education

Companywide Strategic Planning:The Boston Consulting Group ApproachCh 2 -11Copyright 2011 Pearson Education

Companywide Strategic PlanningDifficulty in defining SBUs and measuring market share and growthTime consumingExpensiveFocus on current businesses, not future planningProblems with Matrix ApproachesCh 2 -12Copyright 2011 Pearson Education

Companywide Strategic PlanningProduct/market expansion grid is a portfolio planning tool for identifying company growth opportunities through: market penetration market development product development diversificationDeveloping Strategies for Growth and DownsizingCh 2 -13Copyright 2011 Pearson Education

Companywide Strategic PlanningMarket penetration is a growth strategy increasing sales to current market segments without changing the product.

Market development is a growth strategy identifying and developing new market segments for current products.Developing Strategies for Growth and DownsizingCh 2 -14Copyright 2011 Pearson Education

Companywide Strategic PlanningProduct development is a growth strategy through offering new or modified products to current market segments.

Diversification is a growth strategy through starting up or acquiring businesses outside the companys current products and markets.Developing Strategies for Growth and DownsizingCh 2 -15Copyright 2011 Pearson Education

Companywide Strategic PlanningDownsizing is the reducing of the business portfolio by eliminating products or business units that are not profitable or that no longer fit the companys overall strategy.Developing Strategies for Growth and DownsizingCh 2 -16Copyright 2011 Pearson Education

Planning Marketing: Partnering to Build Customer Relationships Partnering with Other Company DepartmentsValue chain is a series of departments that carry out value-creating activities to design, produce, market, deliver, and support a firms products.Ch 2 -17Copyright 2011 Pearson Education

Planning Marketing

Partnering with Others in the Marketing SystemValue delivery network is made up of the company, suppliers, distributors, and ultimately the customers who partner with each other to improve performance of the entire system.Ch 2 -18Copyright 2011 Pearson Education

Marketing Strategy and the Marketing MixCh 2 -19Copyright 2011 Pearson Education

Marketing Strategy and the Marketing MixMarket segmentation is the division of a market into distinct groups of buyers who have distinct needs, characteristics, or behavior and who might require separate products or marketing mixes.

Market segment is a group of consumers who respond in a similar way to a given set of marketing efforts.Customer-Driven Marketing StrategyCh 2 -20Copyright 2011 Pearson Education

Marketing Strategy and the Marketing MixMarket targeting is the process of evaluating each market segments attractiveness and selecting one or more segments to enter.

Market positioning is the arranging for a product to occupy a clear, distinctive, and desirable place relative to competing products in the minds of the target consumer.Customer-Driven Marketing StrategyCh 2 -21Copyright 2011 Pearson Education

Marketing Strategy and the Marketing MixMarketing mix is the set of controllable tactical marketing toolsproduct, price, place, and promotionthat the firm blends to produce the response it wants in the target market.Developing an Integrated Marketing MixCh 2 -22Copyright 2011 Pearson Education

Marketing Strategy and the Marketing MixDeveloping an Integrated Marketing MixCh 2 -23Copyright 2011 Pearson Education

Managing the Marketing EffortCh 2 -24Copyright 2011 Pearson Education

Managing the Marketing EffortCh 2 -25Copyright 2011 Pearson Education

Managing the Marketing EffortMarket Planning

Parts of a Marketing PlanCh 2 -26Copyright 2011 Pearson Education

Managing the Marketing EffortImplementing is the process that turns marketing plans into marketing actions to accomplish strategic marketing objectives.

Successful implementation depends on how well the company blends its people, organizational structure, its decision and reward system, and company culture into a cohesive action plan that supports its strategies.Marketing ImplementationCh 2 -27Copyright 2011 Pearson Education

Managing the Marketing EffortMarketing Department Organization Ch 2 -28Copyright 2011 Pearson Education

Managing the Marketing EffortMarketing Control is the process of measuring and evaluating the results of marketing strategies and plans and taking corrective action to ensure that objectives are achieved. Operating control Strategic controlMarketing ControlCh 2 -29Copyright 2011 Pearson Education

Measuring and Managing Return on Marketing Investment

Return on Marketing Investment (Marketing ROI)Return on marketing investment (Marketing ROI) is the net return from a marketing investment divided by the costs of the marketing investment.

Marketing ROI provides a measurement of the profits generated by investments in marketing activities.Ch 2 -30Copyright 2011 Pearson Education

This work is protected by local and international copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from this site should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials. Ch 2 -31Copyright 2011 Pearson Education

*Note to Instructor

Strategic planning sets the stage for the rest of the planning in the firm. This weblink directs you to the strategic planning page in the Office of Strategy Management at the American University of Beirut (AUB).

Discussion QuestionHow might the strategic plan of the college or university influence decisions in the schools programs and offerings. How might it influence decisions in food services, dormitories, executive education, and undergraduate versus graduate programs.Note to InstructorA mission statement should:Not be myopic in product termsMeaningful and specificMotivatingEmphasize the companys strengthsContain specific workable guidelinesNot be stated as making sales or profitsNote to InstructorThis Web link is to Procter & Gamble is an interesting site to explore with the students. Click on the Family of products.

Discussion QuestionWhich product categories might be growing markets, slower markets, and emerging markets. This site can be explored again when viewing Figure 2.2the BCG grid.Note to InstructorStars are high-growth, high-share businesses or products requiring heavy investment to finance rapid growth. They will eventually turn into cash cows.Cash cows are low-growth, high-share businesses or products that are established and successful SBUs requiring less investment to maintain market share.Question marks are low-share business units in high-growth markets requiring a lot of cash to hold their share.Dogs are low-growth, low-share businesses and products that may generate enough cash to maintain themselves but do not promise to be large sources of cash.Note to Instructor

Real Marketing 2.1 provides a good example about a Momen Sandwich, a company that grew with an objective of managing profitable growth. Momen sandwich launched its first branch in 1988 as a family-run business for sandwich takeaway and delivery. Today, Momen is the third biggest player in Egypts fast-food market and has the third biggest market share, serving over 9.5 million customers a year. This transformation from a small family business to one of Egypts leading fast-food players did not happen overnight; it is the result of a combination of ingredients which, when put together, created the perfect recipe for success. Simply, it has had to manage its growth strategy carefully in order to maintain its high quality standards.Note to Instructor

This Web link leads to the hompage for Alrifai. This is a good website that provides examples of growth strategies. The homepage lists their products, markets, branchesNote to Instructor

The value chain: Carrefours promise to provide lower prices (Thanks to our massive buying power, we guarantee to cut costs and keep our prices low) depends on the contributions of people in all of the companys departments. Note to Instructor

Toyota partners with its suppliers and helps them meet its very high expectations. Creating satisfied suppliers helps Toyota produce lowercost, higher-quality cars, which in turn result in more satisfied customers. Note to InstructorConsumers stand in the center. The goal is to create value for customers and build profitable customer relationships. Next comes marketing strategythe marketing logic by which the company hopes to create this customer value and achieve these profitable relationships. The company decides which customers it will serve (segmentation and targeting) and how (differentiation and positioning). It identifies the total market, then divides it into smaller segments, selects the most promising segments, and focuses on serving and satisfying the customers in these segments. Guided by marketing strategy, the company designs an integrated marketing mix made up of factors under its controlproduct, price, place, and promotion (the four Ps). To find the best marketing strategy and mix, the company engages in marketing analysis, planning, implementation, and control. Through these activities, the company watches and adapts to the actors and forces in the marketing environment.Note to Instructor

This link goes to the nike.com site. Explore with the students the different segments including gender Nike Women, psychographics (sports centric including football), and age.

Discussion Questions (can include the topic of positioning which is on the following slide).Specific questions for the students:How does Nike segment their market?What appears to be their most important segments?How does Nike position their products in the marketplace?Note to InstructorIt is interesting to ask how to make the 4Ps more customer centric? This leads to a redefining of the 4Ps to the 4Cs as follows:ProductCustomer solutionPriceCustomer costPlaceConveniencePromotionCommunicationNote to Instructor

Functional organization: This is the most common form of marketing organization with different marketing functions headed by a functional specialist.Geographic organization: Useful for companies that sell across the country or internationally. Managers are responsible for developing strategies and plans for a specific region.Product management: Useful for companies with different products or brands. Managers are responsible for developing strategies and plans for a specific product or brand.Market or customer management organization: Useful for companies with one product line sold to many different markets and customers. Managers are responsible for developing strategies and plans for their specific markets or customers.Customer management involves a customer focus and not a product focus for managing customer profitability and customer equity.Note to Instructor

Marketers must continually plan their analysis, implementation, and control activities.

Operating control involves checking ongoing performance against an annual plan and taking corrective action as needed.Strategic control involves looking at whether the companys basic strategies are well matched to its opportunities.