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Marketing
A Framework for Marketing Management: Kotler & Keller
Chapter 1: Scope of Marketing for New Realities:
What is marketing?
Marketing is the activity, set of institutions and processes for creating,
communicating, delivering, and exchanging offerings that have value for customers,
clients, partners, and society at large. (American Marketing Association, 2013)
Bringing right product to the right person at the right time and place (4P’s).
“The aim of marketing is to make selling superfluous to know and understand the
customer so well that the product or service fits him and self itself.”
Creating customer value: Understanding latent customer needs and wants
Henry Ford: “If I had asked people what they wanted, they would
have said faster horses” (just asking the customers do not bring
the perfect solutions)
Marketing management philosophies / orientations:
1
,Holistic Marketing Concept: Everything matters in marketing > Requires a broad,
integrated perspective
** Integrated Marketing: 4P’s
** Triple bottom line:
People, Planet, Profit >
Societal Marketing
(Performance M.)
What is marketing today? – Philip Kotler
Product-driven marketing (1.0) > Customer-centric marketing (2.0) > Human-centric
marketing (3.0) > Digital marketing (4.0)
“...any company that wants to survive has to turn to these new tools of social media
and use digital media to facilitate their management of their business”
“We are not dropping traditional marketing; we are blending traditional and digital.”
“Marketing should adapt to the changing nature of the customer and the customer’s
paths in the digital economy. The role of marketers is to guide customers
throughout their journey from awareness to advocacy.”
Chapter 2: Marketing Strategies & Plans
Corporate (P&G, Unilever) Unit Strategic Business Unit Strategic Planning
Planning (Dove, Lipton, Ben & Jerry’s)
In what businesses do we want to be active? How can we achieve our objectives
within this particular line of
business?
How can we, as a corporate parent, add value Both today and in the future
to
our particular lines of business?
How will entering new lines of business help
us to
compete in our current ones?
,2
, 1. Corporate & Division
Strategic Planning
- Corporate mission
- Establish Strategic Business
Unit
- Assign resources to SBU’s
o GE/McKinsey matrix > a
strategy tool that
offers a systematic
approach for the multi
business corporation
to prioritize its
investments among
its business units.
o BCG Growth-Share matrix
(Boston Consulting Group) > a
planning tool that uses
graphical representations of a
company's products and
services in an effort to help the
company decide what it should
keep, sell, or invest more in.
- Assess growth opportunities
o Intensive growth
▪ Product-market expansion grid > a tool used to develop business
growth strategies by examining the relationship between new
and existing
Marketing
A Framework for Marketing Management: Kotler & Keller
Chapter 1: Scope of Marketing for New Realities:
What is marketing?
Marketing is the activity, set of institutions and processes for creating,
communicating, delivering, and exchanging offerings that have value for customers,
clients, partners, and society at large. (American Marketing Association, 2013)
Bringing right product to the right person at the right time and place (4P’s).
“The aim of marketing is to make selling superfluous to know and understand the
customer so well that the product or service fits him and self itself.”
Creating customer value: Understanding latent customer needs and wants
Henry Ford: “If I had asked people what they wanted, they would
have said faster horses” (just asking the customers do not bring
the perfect solutions)
Marketing management philosophies / orientations:
1
,Holistic Marketing Concept: Everything matters in marketing > Requires a broad,
integrated perspective
** Integrated Marketing: 4P’s
** Triple bottom line:
People, Planet, Profit >
Societal Marketing
(Performance M.)
What is marketing today? – Philip Kotler
Product-driven marketing (1.0) > Customer-centric marketing (2.0) > Human-centric
marketing (3.0) > Digital marketing (4.0)
“...any company that wants to survive has to turn to these new tools of social media
and use digital media to facilitate their management of their business”
“We are not dropping traditional marketing; we are blending traditional and digital.”
“Marketing should adapt to the changing nature of the customer and the customer’s
paths in the digital economy. The role of marketers is to guide customers
throughout their journey from awareness to advocacy.”
Chapter 2: Marketing Strategies & Plans
Corporate (P&G, Unilever) Unit Strategic Business Unit Strategic Planning
Planning (Dove, Lipton, Ben & Jerry’s)
In what businesses do we want to be active? How can we achieve our objectives
within this particular line of
business?
How can we, as a corporate parent, add value Both today and in the future
to
our particular lines of business?
How will entering new lines of business help
us to
compete in our current ones?
,2
, 1. Corporate & Division
Strategic Planning
- Corporate mission
- Establish Strategic Business
Unit
- Assign resources to SBU’s
o GE/McKinsey matrix > a
strategy tool that
offers a systematic
approach for the multi
business corporation
to prioritize its
investments among
its business units.
o BCG Growth-Share matrix
(Boston Consulting Group) > a
planning tool that uses
graphical representations of a
company's products and
services in an effort to help the
company decide what it should
keep, sell, or invest more in.
- Assess growth opportunities
o Intensive growth
▪ Product-market expansion grid > a tool used to develop business
growth strategies by examining the relationship between new
and existing
