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  • paradigm shift marketing theory transactional -> relationship approach relationship approach: mutual, repeated gainbuild and retain long-term relationshipssatisfying loyal customers
  • marketing definition = the process of identifying and satisfying customers needs in a competitive superior manner in order to achieve the organization's objectives cross-functional - no standalone function!
  • 4 main reasons why marketing planning has become so ... 1. + global competition (less barriers, enhanced communication) 2. multinational conglomerates grow - global competition in domestic markets 3. some economies foster entrepreneurial and free market values ...
  • marketing planning vs marketing plan marketing planning =is the structured process: - Situational analysis- development of objectives, strategy, programmes- measuring marketing plan =is the outcome of the marketing planning- generally for ...
  • benefits of the marketing planning process why to ... Consistency:marketing planning has to be consistent with overall objectives and with former planningsthus it prevents the tendency to put all effort in the "here and now" Responsibility:Clear responsibilities, ...
  • marketing planning need marketing planning guides need: Clearly defined business mission guides:R&DNPD (new product development)sales forceachievable sales targetsdevelop a sustainable competitive advantage
  • Stages developing a marketing plan (8) success?? YES ... 1. Mission, corporate goals, and objectivesDefine business in terms of the benefits the company provides to its customers, rather that what it produces 2. Assessing the current internal and external situationshould ...
  • Step 1: Mission (Corporate Goals, Objectives) typical ... typical mission questions:- What is your business?- Who is your customer?- What do consumers value?- What should your business be?alert: continuously raise and answer those questions! Definition:broadly ...
  • Step 2 (develop marketing plan) Assessing the current ... Basic questions- where are we now? - how did we get here?- where are we heading to? froces that shape:- market attractiveness- competitive postition- present performance basis for competitiveness = ...
  • Step 3 (developing marketing plan) = SWOT analysis ... - = evaluate strategic position of the company- strength & weaknesses --- match--- opportunities & threats           (current)                                              ...
  • Step 4 - marketing planning segmentation targeting ... segmentation = form groups targeting = choose segment(s) positioning = formulate a competitively distinctive place for your product in customer's minds
  • step 5 strategic marketing plan levels of objectives ... strategic marketing plan = describes how marketing objectives will be achievedwith the basic marketing mix tool = the 4P's product, place, price, promotion different levels of objectives- overall company's ...
  • the 4 P's The right timing is essential and should appear in any plan!Doing the right thing at the wrong time is effectless 1. Products - good and services combination the enterprise offers- developing, repositioning, ...
  • step 6 tactical marketing plan put the strategic marketing plan into effect - overall strategies -> specific tactics- more specific tactical marketing strategies are needed for each key performance issue- detailed plans and programmes  ...
  • Step 7: marketing plan Marketing Budget transitional step between planning and implementing project the cost of every activity and hand out one comprehensive document powerful tool: Relationship between desired results and available toolshelps ...
  • Step 8 marketing planning why when 5 steps - determine effectiveness of implemented plan by metrics!- compare projections against performance daily, weekly, monthly, quarterly, yearly -> where to make adjustments to keep or get on the right path ...
  • 3 main marketing planning approaches in terms of involvement ... 1. Top-down developmenttop management sets goals and plansquick decision-making, slow implementation (staff needs to learn about the plan) 2. bottom-up planningvarious units create their own goals that ...
  • assessing the internal marketing situation - overview ... internal mission and visionwho are we and where are we heading to?clear mission = invisible guiding hand for employees internal strength and weaknesses = resources, company or brand image, employee ...
  • Market Orientation View (MOV) Definition (3) From a customers viewpoint = organization-wide generation, dissemination, and responsiveness to market intelligence 1. DEVELOPING (generation)one or more departments engaged in activities geared toward ...
  • Resourced Based View (RBV) - emphasis on historically developed resources and capabilities for competitive positioning - seeks long-term fit between requirements of the market and the organization's abilities - resource profile ...
  • RBV stages roots of competition A - E (chart) important ... A. superior performance- customer equity B. sustainable competitive advantage- excellent value to customers- 3+1 Tests C. core competencies D. capabilities                              individual  ...
  • types of resources and capabilities (5) technical resources financial standing managerial skills organization - the very structure (flexible etc) information systems (up-to-the minute, etc.)
  • tangible and intangible resources tangible = physical or financial value intangible = two categoriesa) assets (what the firm has)copyrights, held-in-secret-technology = intellectual propertiesb) skills (what the firm does)
  • capabilities (RBV) 3x3                            individual          group          companystrategic functional operational strategic = strategy (development and implementation)dominant logic or guiding, ...
  • core competencies definition 3 tests and one extra ... Definition = underlying skills, technologies, and competencies that can be combined in different ways to create the next generation of products and services 3 tests suggested by Prahalad and Hamel (1990) ...
  • Market-driven vs. market-driving market-driven = MOV (market orientation view) - passivemarket structure and behavior are specifiedlearn understand respond- adaptation to customers- Predict future technological needs and customer preferences- ...
  • Major sources of competitive advantage (2) the competitive ... Value and Costs = 'perceived value' (compared to price)higher perceived value and/or lower relative costs'value' should be seen relative to the costs value for customers: direct and indirectdirect = create ...
  • Cost drivers (for products and services) (6) 1. economies of scalemore efficiently or differently in volumecheaper and better quality (less waste), raw materials etc. 2. learning and experience curveincreased efficiency+ experience - costsBoston ...
  • Cost drivers (for products and services) (6) 1. economies of scalemore efficiently or differently in volumecheaper and better quality (less waste), raw materials etc. 2. learning and experience curveincreased efficiency+ experience - costsBoston ...
  • Value drivers (competitive advantage) (8) 1. product differentiation (more features)core product, expected offer, augmented offer, potential offer 2. product quality (longer lifetime, superior design)quality & service!quality = after-purchase experience ...
  • packaging 5 main functions each can be used as a basis for differentiation 1. protect to esure quality 2. store the product appropiately - extend shelf life 3. facilitate use - applicator etc 4. create an image of the product ...
  • product differentiation 4 levels 1. core offer =different way of satisfying the same need usually by a change in technology or innovation 2. expected offer =additional benefits normally provided with the core offerwarranties, packages, ...
  • assessing the external marketing situation - overall ... 1. focal company (internal) 2. industry level/value net (external)relations with players in the industry value net 3. macro level (external)PEST-Analysis + analyzing buying behaviorB2B and B2C
  • PEST Anlaysis traditionally 4 main macro forces 1. Political and legal factors 2. economic factors 3. Socio-cultural factors 4. technological factors
  • political, legal and economic factors (pest analysis) ... political = laws, government agencies, pressure groups - influence or limitate - today more economic & political independence in trade! - economy growth cycles - political tool to higher and lower interest ...
  • political, legal and economic factors (pest analysis) ... politics will have a huge impact - predict changes!!! today more economic & political independence in trade! pressure groupspolitical = laws, government agencies, pressure groups - influence or limitate ...
  • Socio-demographic and cultural environment (pest analysis) ... demographic factors= human population in terms of size, density, location, age, gender, race, occupation, etc. Future markets: the grey generationby 2050 nearly 1/3 of total population - they own about ...
  • Hofstedes 4 (+1) cultural dimensions IBM survey 1970 - 40 countries learning these for each country HR professionals can understand different cultures and act appropiately 1. Power distanceIs inequity accepted? 2. Uncertainty Avoidancetend ...
  • Technological factors (Pest analysis) most dramatical force growing and developing exponentially microprocessor -> post-industrial age now new: little, implanted transmitters to track (linked to smartphones)
  • Relationship to players in the industry value net ... typically established with: suppliers customers complimentors/partners competitors all differently handled!
  • Relationships with suppliers 3 major strategic issues ... 3 major strategic issues make or buy an item? in-house or outsourceoutsourcing has increased dramatically development of an appropriate relationshiplean vs agile supply techniques managing of supplier ...
  • relationships with suppliers high-involvement low-involvement ... low-involvement playoff suppliers against each other change to cheaper/better supplier loose ties high-involvement + efficiency & effectiveness by deep and trustful relationships reduce long-term ...
  • high involvement approach supplier relationship 2 ... lean supply technique  eliminate waste in all areas of the business (shop floor to manufacturing process) eg Toyota agile supply techniques reducing the time it takes for a supply chain to deliver ...
  • two key factors against high-involvement relationship ... 2 Key factors makes not sense in all areasassets have to be higher than costs of such a relationship not all supplier want to collaborate 4 Power structures: buyer dominance interdependence independence ...
  • two key factors against high-involvement relationship ... 2 Key factors makes not sense in all areasassets have to be higher than costs of such a relationship not all supplier want to collaborate 4 Power structures: buyer dominance interdependence independence ...
  • relationships with suppliers high-involvement low-involvement ... low-involvement playoff suppliers against each other change to cheaper/better supplier loose ties = arm's length management (only necessary info for order and delivery) high-involvement + efficiency & ...
  • relationship with customers 2 approaches relationship approach exchange relationship= buyer and seller are partnersmutual orientation towards each other mutual dependency and interaction network approach relationships are interconnected ...
  • Relationships with Partners/Complementors why example ... each partner has a strategic resource that the other needs eg one produces the other markets the productcompany A produces for company Bcompany B helps company A enter a new market
  • Relationships with competitors 5 types of interaction ... competition type depends on symmetry between competitors 5 Types: conflict - destroying the opposing competition - goal orientated, even if it destroys competitor co-existence - no notice collusion ...
  • small and big companies competition big companies: more money small companies:less administrationlower costsmore flexible different strategical needs!!!