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MARKETING MANAGEMENT 12th edition

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Title: MARKETING MANAGEMENT 12th edition


1
MARKETING MANAGEMENT12th edition
  • 22
  • Managing a Holistic Marketing Organization

Kotler Keller
2
Chapter Questions
  • What are important trends in marketing practices?
  • What are the keys to effective internal
    marketing?
  • How can companies be responsible social
    marketers?
  • How can a company improve its marketing
    implementation skills?
  • What tools are available to help companies
    monitor and improve their marketing activities?

3
Trends in Marketing Practices
  • Reengineering
  • Outsourcing
  • Benchmarking
  • Supplier partnering
  • Customer partnering
  • Merging
  • Globalizing
  • Flattening
  • Focusing
  • Accelerating
  • Empowering

4
Organizing the Marketing Department
  • Functionally
  • Geographically
  • By product
  • By brand
  • By market
  • Matrix
  • By corporate/division

5
Figure 22.1 Functional Organization
6
Tasks Performed by Brand Managers
  • Develop long-range and competitive strategy for
    each product
  • Prepare annual marketing plan and sales forecast
  • Work with advertising and merchandising agencies
    to develop campaigns
  • Increase support of the product among channel
    members
  • Gather continuous intelligence on product
    performance, customer attitudes
  • Initiate product improvements

7
Figure 22.2 The Product Managers Interactions
8
Figure 22.3 Vertical Product Team
  • PM Product Manager
  • APM Associate PM
  • PA Product Assistant

9
Figure 22.3 Triangular Product Team
  • PM Product Manager
  • R Market Researcher
  • C Communication Specialist

10
Figure 22.3 Horizontal Product Team
  • PM Product Manager
  • R Market Researcher
  • C Communication Specialist
  • S Sales Manager
  • D Distribution Specialist
  • F Finance Specialist
  • E Engineer

11
Dow Corning uses a horizontal product team
12
Figure 22.4 Product/Marketing-Management Matrix
System
13
Role of Marketing at the Corporate Level
  • To promote a culture of customer orientation
  • To be an advocate for the customer
  • To assess market attractiveness
  • To develop firms overall value proposition, the
    vision, and articulation of how it proposes to
    deliver superior value to customers

14
Corporate Social Responsibility
Socially responsible Behavior
Ethical behavior
Legal behavior
15
Top-Rated Companies for Social Responsibility
  • Johnson Johnson
  • Coca-Cola
  • Wal-Mart
  • Anheuser-Busch
  • Hewlett-Packard
  • Walt Disney
  • Microsoft
  • IBM
  • McDonalds
  • 3M
  • UPS
  • FedEx
  • Target
  • Home Depot

16
Fetzer emphasizes a commitment to social
responsibility
17
Cause-Related Marketing
Marketing that links the firms contributions to
a designated cause to customers engaging directly
or indirectly in revenue-producing
transactions with the firm.
18
Corporate Social Marketing
Marketing efforts that have at least one
non-economic objective related to the social
welfare and uses the resources of the company
and/or its partners.
19
Cause-Related Marketing
20
Cause-Related Marketing
21
Branding a Cause Marketing Program
  • Self-branded Create Own Cause Program
  • Co-branded Link to Existing Cause Program
  • Jointly branded Link to Existing Cause Program

22
Co-Branded Cause
23
Social Marketing Campaigns
Cognitive
Action
Value
Behavioral
24
Social Marketing Planning Process
Where are we?
Where do we want to go?
How will we get there?
How will we stay on course?
25
Necessary Skills for Implementing Marketing
Programs
  • Diagnostic skills
  • Identification of company level
  • Implementation skills
  • Evaluation skills

26
Figure 22.5 The Control Process
What do we want to achieve?
What is happening?
Why is it happening?
What should we do about it?
27
Types of Marketing Control
Annual plan control
Profitability control
Efficiency control
Strategic control
28
Marketing Audit
Comprehensive, systematic, independent periodic
examination of a companys or business units
marketing environment, objectives, strategies,
and activities with a view to determining problem
areas and opportunities, and recommending a plan
of action to improve the companys marketing
performance.
29
Characteristics of Marketing Audits (See Table
22.5)
  • Comprehensive
  • Systematic
  • Independent
  • Periodic

30
Marketing Debate
  • Is marketing management an art
  • or a science?
  • Take a position
  • Marketing management is largely an
  • artistic exercise and therefore highly
  • subjective.
  • 2. Marketing management is largely a
  • scientific exercise with well-established
  • guidelines and criteria.

31
Marketing Discussion
  • How does cause or corporate social
  • marketing affect your personal
  • consumer behavior? Do you ever
  • buy or not buy any products because
  • of a company environmental policies
  • or programs? Why or why not?
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