Escolar Documentos
Profissional Documentos
Cultura Documentos
12th edition
2
Developing
Marketing
Strategies and Plans
Kotler Keller
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?
2-2
Figure 2.1 The Value Delivery Process
2-3
Nike Creates Value
2-4
Improving Value Delivery the
Japanese Way
0 customer
feedback time
0 product
0 setup time
improvement time
0
0 defects
purchasing time
2-5
3 V’s Approach to Marketing
Define
Define the
the value
value segment
segment
Define
Define the
the value
value proposition
proposition
Define
Define the
the value
value network
network
2-6
Figure 2.2 Porter’s Value Chain
2-7
Benchmarks
Organizational Competitor
costs costs
and and
performance performance
measures measures
2-8
Core Business Processes
Customer
Market
relationship
sensing
management
Customer
acquisition
2-9
Wal-Mart’s stock replenishment
process is legendary
2-10
Characteristics of Core Competencies
2-11
Netflix’s Distinctive Capabilities
2-12
Figure 2.3 A Holistic Marketing Framework
2-13
Challenges Facing CMO’s
2-14
Levels of a Marketing Plan
• Strategic • Tactical
– Target marketing – Product features
decisions – Promotion
– Value proposition – Merchandising
– Analysis of – Pricing
marketing – Sales channels
opportunities
– Service
2-15
Figure 2.4 The Strategic Planning,
Implementation, and Control Processes
2-16
Corporate headquarters’ planning activities
2-17
Good Mission Statements
Focus
Focus on
on limited
limited number
number of
of goals
goals
Stress
Stress major
major policies
policies and
and values
values
Define
Define major
major competitive
competitive spheres
spheres
2-18
Major Competitive Spheres
Industry
Geographical Products
Vertical Competence
channels
Market
segment
2-19
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.
2-20
Rubbermaid Commercial Products, Inc.
2-22
eBay
2-23
Table 2.2
Product Orientation vs. Market Orientation
2-24
Dimensions That Define A Business
Customer
groups
Customer
Technology
needs
2-25
Characteristics of SBUs
2-26
Figure 2.5 The Strategic Planning Gap
2-27
Figure 2.6
Ansoff’s Product-Market Expansion Grid
2-28
The Growth of Starbucks
2-29
Organizations
Culture
Policies
Structure
2-30
Merging Corporate Culture?
2-31
Figure 2.7 The Business Unit
Strategic Planning Process
2-32
SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
2-33
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?
2-34
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?
2-35
FedEx
FedEx added
Sunday deliveries
based on customer
requests and
market demand
2-36
Figure 2.8 Opportunity Matrix
2-37
Figure 2.8 Threat Matrix
2-38
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
2-39
Porter’s Generic Strategies
Differentiation
Focus
2-40
The Star Alliance
2-41
Categories of Marketing Alliances
Product
Product or
or Service
Service Alliances
Alliances
Promotional
Promotional Alliances
Alliances
Logistics
Logistics Alliances
Alliances
Pricing
Pricing Collaborations
Collaborations
2-42
Feedback and Control
2-43
Marketing Plan Contents
9 Executive summary
9 Table of contents
9 Situation analysis
9 Marketing strategy
9 Financial projections
9 Implementation controls
2-44
Evaluating a Marketing Plan
2-45
Marketing Debate
Take a position:
1. Mission statements are critical to a
successful marketing organization.
2. Mission statements rarely provide
useful marketing value.
2-46
Marketing Debate
2-47