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Developing Marketing
Strategies and Plans
Marketing Management, 13 th ed
2
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Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-2
Ch apter Questions
How does marketing affect customer value?
How is strategic planning carried out atdifferent levels of the organization?What does a marketing plan include?
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T h ree Vs Approac h to Marketing
Define the value segmentChose the Value
Segmentation, Targeting,Positioning
Define the value propositionProvide the Value
Product Features, Prices,Distribution
Define the value networkCommunicating the Value
Sales Force, Promotion, Advertising
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Value Ch ain: T ool for identifying ways tocreate more customer value
Primary Activities:Inbound LogisticsOperationsOutbound LogisticsMarketing & SalesServices
Support Activities:ProcurementTechnology DevelopmentHuman resource managementFirm infrastructure
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C ore Business Processes
Market-sensing process (Gathering marketintelligence)New-offering realization process (MR,Developing and Launching new items)Customer acquisition process (DefiningTarget Markets & Prospecting for New Custm )
Customer relationship management process(Developing Relationship with Customers)Fulfillment management process (Receiving,Processing, Shipping and Collection on time)
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C ore C ompetencies: Area of specialtec h nical & production expertise
3Ch
aracteristicsIt is source of competitiveadvantage in that it makes a
significant contribution to perceivedcustomer benefitsIt has applications in a wide variety
of marketsIt is difficult for competitors toimitate it
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Distinctive C apability:Excellence in broader business process
Market Sensing(Learning from the past)Customer Linking(Evaluating Present)
Channel Bonding(Envision the Future)
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Business Realignment
Competitive Advantage:How well company has fitted its core
competencies & distinctive capabilitiesin tightly interlocking system(Re)defining the business concept bigidea(Re)shaping the business scope(Re)positioning the brand identity
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F igure 2.1 A Holistic Marketing F ramework
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L evels of a Marketing Plan
StrategicTarget marketing
decisionsValue propositionAnalysis of marketingopportunities
TacticalProduct features
PromotionMerchandisingPricingSales channels
Service
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F igure 2.2 T h e Strategic Planning,Implementation,
and C ontrol Processes
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Major C ompetitive Sp h eres
IndustryIndustrial/Consumer
Products After Sale
Services
MarketSegment
Ferrari or Ford
GeographicalLocal or Global
Competence
CompaniesLeverage (NEC)
VerticalChannels
Raw Material toFinal Point
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Dimensions T h at Define a Business
Customer GroupsStudios
TechnologyIncandescent Light
Customer NeedsLights
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Strategic Business Unit (SBU)T h ree Ch aracteristics
It is a single business or collection of related businesses, that can beplanned separately from the rest of companyIt has its own set of competitorsIt has a manager responsible for strategic planning and profitperformance, who controls most of thefactors affecting profit
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F igure 2.3 T h e Strategic Planning G ap
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F igure 2.4Ansoffs Product -Market
Expansion G rid
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F igure 2.5 T h e Business UnitStrategic Planning Process
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F igure 2.6 Opportunity Matrix
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F igure 2.6 T h reat Matrix
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Porters G eneric Strategies
Rock Bottom Prices
Something Unique
One or more narrowMarket segments
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C ategories of Marketing Alliances
Product or Service AlliancesPepsi & Unilever in India for Bottle Ice Tea
Promotional AlliancesMovie My Name is Khan by Express
L ogistics AlliancesTransystem a joint venture of India Japan
responsible for all Toyota Transportation
Pricing C ollaborationsP akistani Sugar Industry
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Marketing Plan C ontents
Executive summaryTable of contentsSituation analysisMarketing strategyFinancial projectionsImplementation controls