MARKETING MANAGEMENT12th edition

2 Developing

Marketing Strategies and Plans

Kotler Keller 2-2

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?

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Figure 2.1 The Value Delivery Process

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Nike Creates Value

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Improving Value Delivery the Japanese Way

0 customerfeedback time

0 product improvement time 0 setup time

0 defects0 purchasing time

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3 V’s Approach to Marketing

Define the value segment

Define the value proposition

Define the value network

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Figure 2.2 Porter’s Value Chain

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Benchmarks

Organizational costs and

performance measures

Competitorcosts and

performance measures

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Core Business Processes

Market sensing

Fulfillmentmanagement

Customer acquisition

New offering realization

Customer relationship management

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Wal-Mart’s stock replenishment process is legendary

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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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Netflix’s Distinctive Capabilities

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Figure 2.3 A Holistic Marketing Framework

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Challenges Facing CMO’s

Doing more with less

Driving new businessdevelopment

Becoming a full business partner

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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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Figure 2.4 The Strategic Planning, Implementation, and Control Processes

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Corporate headquarters’ planning activities

Define the corporate missionEstablish SBUsAssign resources to each SBUAssess growth opportunities

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Good Mission Statements

Focus on limited number of goals

Stress major policies and values

Define major competitive spheres

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Major Competitive Spheres

Industry

Products

Marketsegment

Geographical

CompetenceVerticalchannels

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GE’s breakthroughs in the process of desalination crosses multiple competitive spheres

By 2015, two-thirds of the world will be water-stressed. Desalination plants like this one help to relieve water shortages.

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Rubbermaid Commercial Products, Inc.

“Our vision is to be the Global Market ShareLeader in each of the markets we serve. Wewill earn this leadership position byproviding to our distributor and end-usercustomers innovative, high-quality, cost-effective and environmentally responsibleproducts. We will add value to these productsby providing legendary customer servicethrough our uncompromising Commitmentto Customer Satisfaction.”

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Motorola

“The purpose of Motorola is to honorablyserve the needs of the community by providingproducts and services of superior quality at afair price to our customers; to do this so as toearn an adequate profit which is required forthe total enterprise to grow; and by doing so,provide the opportunity for our employees andshareholders to achieve their personalobjectives.”

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eBay

“We help people trade anything on earth.We will continue to enhance the onlinetrading experiences of all – collectors,dealers, small businesses, unique itemseekers, bargain hunters, opportunitysellers, and browsers.”

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Table 2.2 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 That Define A Business

Customer groups

TechnologyCustomer needs

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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

– Strategic planning– Profitability– Efficiency

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Figure 2.5 The Strategic Planning Gap

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Figure 2.6 Ansoff’s Product-Market Expansion Grid

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The Growth of Starbucks

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Organizations

Structure

Policies

Culture

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Merging Corporate Culture?

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Figure 2.7 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 and reached 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)_2• Can the company deliver the benefits better

than any actual or potential competitors?• Will the financial rate of return meet or

exceed the company’s required threshold for investment?

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FedEx added Sunday deliveries based on customer requests andmarket demand

FedEx

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Figure 2.8 Opportunity Matrix

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Figure 2.8 Threat Matrix

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Goal Formulation and MBO

• Requirements for using MBO– Unit’s objectives must be hierarchical– Objectives should be quantitative– Goals should be realistic– Objectives must be consistent

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Porter’s Generic Strategies

Overall Cost Leadership

Differentiation

Focus

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The Star Alliance

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Categories of Marketing Alliances

Product or Service Alliances

Promotional Alliances

Logistics Alliances

Pricing Collaborations

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Feedback and Control

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Marketing Plan Contents

Executive summaryTable of contentsSituation analysisMarketing strategyFinancial projectionsImplementation 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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Marketing Debate

What good is a mission statement?

Take a position:1. Mission statements are critical to a successful marketing organization.2. Mission statements rarely provideuseful marketing value.

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Marketing Debate

What implications do Porter’s valuechain and the holistic marketing

orientation model have formarketing planning?