e视人苦 Topic 2 Developing marketing strategies and plans 2008-3-5 Marketing Management ( UG)
2008-3-5 Marketing Management (UG) 1 Developing Marketing Strategies and Plans Topic 2
e视人苦 LEARNING OBJECTIVES After completing this topic, you should know how marketing affects customer value how strategic planning is carried out at different levels of the organization what a marketing plan includes 2008-3-5 Marketing Management ( UG)
2008-3-5 Marketing Management (UG) 2 LEARNING OBJECTIVES • After completing this topic, you should know: – how marketing affects customer value – how strategic planning is carried out at different levels of the organization – what a marketing plan includes
e视人苦 Marketing Customer Value Marketing involves satisfying consumers needs and wants The task of any business is to deliver customer value at a profit 2008-3-5 Marketing Management ( UG)
2008-3-5 Marketing Management (UG) 3 Marketing & Customer Value • Marketing involves satisfying consumers’ needs and wants. • The task of any business is to deliver customer value at a profit
e视人苦 Value delivery Systems (a)Traditional Physical Process Sequence Make the product Sell the product Design Advertise/ produc Procure Ice Sell promote/ Distribute/Service (b)Value Creation and Delivery Sequence Choose the value Provide the value Communicate the value Customer Market 1e) Product)Service Sourcing)Distributing segmentation selection/ Sales force focus promotion ment Making/Servicing Strategic Marketing Tactical Marketing 2008-3-5 Marketing Management ( UG)
2008-3-5 Marketing Management (UG) 4 Value Delivery Systems
e视人苦 The Value delivery Process The traditional view of marketing is that the firm makes something and then sells it Will not work in economies where people face abundant choice New belief: marketing begins with the planning process. 2008-3-5 Marketing Management ( UG)
2008-3-5 Marketing Management (UG) 5 The Value Delivery Process • The traditional view of marketing is that the firm makes something and then sells it – Will not work in economies where people face abundant choice. – New belief: marketing begins with the planning process
e视人苦 The value Delivery Process Value creation and delivery consists of three parts Choosing the value(segment the market, define target market, develop"offering,) Providing the value(product features, prices, and distribution channels) Communicating the value(sales force, advertising and promotional tools) 2008-3-5 Marketing Management ( UG)
2008-3-5 Marketing Management (UG) 6 The Value Delivery Process • Value creation and delivery consists of three parts – Choosing the value (segment the market, define target market, develop “offering”). – Providing the value (product features, prices, and distribution channels). – Communicating the value (sales force, advertising, and promotional tools)
e视人苦 The value delivery process Japanese values Zero customer feedback time Zero product-improvement time Zero purchasing time Zero set-up time Zero defects 2008-3-5 Marketing Management ( UG)
2008-3-5 Marketing Management (UG) 7 The Value Delivery Process • Japanese values: – Zero customer feedback time. – Zero product-improvement time. – Zero purchasing time. – Zero set-up time. – Zero defects
e视人苦 Porters value chain Firm infrastructure Supportive uman resource management activities Technology development Procurement Inbound Outbound Marketing logistics Operations logistics and sales Service Primary activities 2008-3-5 Marketing Management ( UG)
2008-3-5 Marketing Management (UG) 8 Porter’s Value Chain Supportive activities Primary activities
e视人苦 Porters value chain Primary activities Inbound logistics(material procurement) Operations( turn into final product Outbound logistics( shipping and warehousing Marketing(marketing and sales Servicing(service after the sale Support activities Procurement Technology development Human resource management Firm infrastructure 2008-3-5 Marketing Management ( UG)
2008-3-5 Marketing Management (UG) 9 Porter’s Value Chain • Primary activities: – Inbound logistics (material procurement) – Operations (turn into final product) – Outbound logistics (shipping and warehousing) – Marketing (marketing and sales) – Servicing (service after the sale) • Support activities: – Procurement. – Technology development. – Human resource management. – Firm infrastructure
e视人苦 Core Competences Companies need resources(labor materials, energy, etc. Own or nurture the resources and competencies that make up the essence of the business -outsource if competency is cheaper and available Competitive advantage accrues to companies that possess distinctive capabilities(excellence in broader business processes) Competitive advantage derives from how well the company fits its core competencies and distinctive capabilities into tightly interlocking" activity systems 2008-3-5 Marketing Management ( UG)
2008-3-5 Marketing Management (UG) 10 • Companies need resources (labor, materials, energy, etc.) – Own or nurture the resources and competencies that make up the essence of the business —outsource if competency is cheaper and available. – Competitive advantage accrues to companies that possess distinctive capabilities (excellence in broader business processes). – Competitive advantage derives from how well the company fits its core competencies and distinctive capabilities into tightly interlocking “activity systems.” Core Competences