Chapter One-Defining Marketing
Realities
for the New
1)The scope of marketing :
institutions and processes
about
-Marketing is
identifying& meeting human & social needs .
It's the activity ,
set
of for creating
,
value
communicating delivering exchanging offerings
,
and with
for customers ,
clients , partners and society
.
marketing management choosi n g target markets getting keeping
= I
growing
customers
throng superior customer value
-
,
;
What's marketed Goods
-
Event
: persons
,
Services
, , Experiences , ,
places · Propertis Organizations Information
, , ,
Ideas
-marketer =
sb who seeks attention/a purchase/vote/donation from sb else
-
5 basic markets : -simple marketing system :
Wholesaler/Retailer g ex
rapdly
. .
2) emergucheras anessentialapproachto succeeding
evain st
New
marketing realities a
in
>
-
-
-F
terelationships es
am -aims to build
mutually satisfying long-term relationships with
hey constituents to earn &
etotherbasistanesemploye marktPartefrancial an
, , commit
communicates & delivers
-
> plan program that creates ,
from theinterplayo es
-
value
stem
that "the whole than the
so is
greater sum
of its
parts"
S
Il
ustomers well
training motivating employees
to
of hiring
serve
---- -stask , ,
5can use online resources as
& aid financial accountability
powerful information
>
purchasing
-
-
-
environmental impact
search communicate &
can
purchase the
-
social
go impact
, on -
Social Media
can share
opinions & express loyalty on
deregulat pratization, tail transformation ,desintermediation pratlabds megaban
-
-
actively
can interact with
companies
, ,
powerful information & sales channel also for individually differentrated goods
machtalreadan
canreject nappropriate/annoyi so ty
can use internet as
.
,
collect
-
can
fuller info about markets customers , ,
prospects &
competitors ads,
,
no
wichlyefficientlynachdestones vias Med mobilmarketing Harged
sie
- can
es
can
improve cost
officience
3) Role of marketing in the
organization
-Production- / Product -
/ Selling- / Marketing -
/ Market-value concept
-
Product-Oriented vs
Market-Valus Oriented
Definitions of a Business :
4) Organization & Management of a modern
marketing department
Functional for company's future, biggest marketing talent
organization >
visionary
- =
:
=
·
=
-
builds adaptive
marketing capabilities aligns with sales tales , ,
accountability for returns
marketing spending infuses customer perspective
customer-related business decisions
on ,
in
Role
of CEO : convince senior
talent facilitate
management of importance of customer-focus ,
strong marketing creation
of strong
hire ,
in-house
relationships with IT other departments : marketing training programs
marketers must work
closely with es :
customerinsightsdata analytics e
- channel partners
Geographicorganization Producto brandorganization Maraganization MaOrganzastral
·
,
, cordinations
5BuildingcustomerCentric Organizationeneed personally engaged of level understandny meeting seny
a
to be
every in
,
I customers)
Discussion questions .
customers listes &
-
expect companies to
respond to them
market-driven
becoming company :
-
>
- a
-develop company-wide passion customers
for instead
-
organize
around customer
segments of products
understand
-
customers
through Quali -
& quantitative research
customer-centric
-characteristics
of orga >
, Chapter 2-Marketing Planning & Management 10 .
10 . 2024
1) Corporate & Business Unit
Planning
3
hey
Managing areas : 1
company
as investment
portfolio 2,
ascessing
market's
growth rate &
company's market position
31
developing viable business model
-
-
-
-strategic planning process
:
-4
planning activities :
1) Define corporate mission : mission-clear ,
concise ,
enduring statement of reason for orga's existence ,
also "core purpose" long term goal
,
to
provide shared
purpose direction
,
and
opportunity ,
↓ good mission statements focus on limited number
of specific goals ,
stress
major policies
& values
, define major markets take ,
lang term view
,
are short memorable I
,
meaningful
and
2) Build corporate culture = shared experiences ,
stories , beliefs norms that characterize an
organization
↓
3)Establish single business collection of related b's that can exist
separately from rest of company has own
competitors ,
has
manager for
strat
planning & profit performance
strategic business units (SBUS) = or ,
↳ specialized portfatio : SBUs with fairly narrow assortments lonea few product lines) is
diversified portfolio SBUs with farly . broad assortments with multiple product lines
↓
4) competitive advantage & attractiveness of its market
Assign resources : assess each SBUs :
grow I harvest / hold
2) Devel market
offerings
oping strategy alive
determining value "marketing mix")
market I tacticsalso make
involves create
-Strategy
the wants
choosing well-defied the to in it come
arga ;
Collaborators Context
developing market strategy target market (5 Customers Competitors : cs :
, , ,
Cenvironment)
,
Company A value
proposition (customer ,
collaborator &
company
value ; finds optimal balance between values for cust call and
,
comp-3-V Market
Value Principle sition
(
designing marketing
actual
tactics : market
offenly good deploys to fulfill need
↳ the cust
orga
=
-
3) Process of market planning
-G-STIC Approach : set a
goal -
>
develop a
strategy -
>
design the tactics >
-
define an
implementation plan >
-
identify a set
of control metrics
4
no discussion questions on this
strategictomanseTemporal
eg “increase by 1million between
01.01.24 and 3t0.12.24 (timelines)
monetary
but know about it
5C's 32's values
-strategy: choosing a well-defined market in which the company will compete and determining the value it intends to
dedannent
E create in this market; WHO is it for? + WHAT do we want to do? (Eg increase sales)
-tactics: make strategy come alive (eg promotions, Sixty60, ad on insta)
Overall, the rule of thumb for understanding the difference between strategy and tactics is: “Think strategically, act
tactically.”; “strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before
defeat.”
evaluatnachreactions
sit
if necessary
4) Components of actionable marketing plan
-3
functions
-Contents executive
of developing marketing plan describe company's goal I proposed
main
situation
a :
course
of action informs & persuades relevant statcholders about viabilityof goal saction plan
,
:
summary
telerator
pitch") ,
overviewenvironment evaluation) G-STIC
,
suction (Goal
Strategy Tactics Implementation Central) Exhibits
,
, , ,
-needs
regular updating ,
not static
5) Modifications of
-conducting a
Marketing Audit : should
the
be marketing plan
comprehensive systematic , ,
unbiased ,
periodic
and realistic ?
-
evaluating the M plan : is it simple complete specific
, ,
Class Notes : Discussion Questions :
Realities
for the New
1)The scope of marketing :
institutions and processes
about
-Marketing is
identifying& meeting human & social needs .
It's the activity ,
set
of for creating
,
value
communicating delivering exchanging offerings
,
and with
for customers ,
clients , partners and society
.
marketing management choosi n g target markets getting keeping
= I
growing
customers
throng superior customer value
-
,
;
What's marketed Goods
-
Event
: persons
,
Services
, , Experiences , ,
places · Propertis Organizations Information
, , ,
Ideas
-marketer =
sb who seeks attention/a purchase/vote/donation from sb else
-
5 basic markets : -simple marketing system :
Wholesaler/Retailer g ex
rapdly
. .
2) emergucheras anessentialapproachto succeeding
evain st
New
marketing realities a
in
>
-
-
-F
terelationships es
am -aims to build
mutually satisfying long-term relationships with
hey constituents to earn &
etotherbasistanesemploye marktPartefrancial an
, , commit
communicates & delivers
-
> plan program that creates ,
from theinterplayo es
-
value
stem
that "the whole than the
so is
greater sum
of its
parts"
S
Il
ustomers well
training motivating employees
to
of hiring
serve
---- -stask , ,
5can use online resources as
& aid financial accountability
powerful information
>
purchasing
-
-
-
environmental impact
search communicate &
can
purchase the
-
social
go impact
, on -
Social Media
can share
opinions & express loyalty on
deregulat pratization, tail transformation ,desintermediation pratlabds megaban
-
-
actively
can interact with
companies
, ,
powerful information & sales channel also for individually differentrated goods
machtalreadan
canreject nappropriate/annoyi so ty
can use internet as
.
,
collect
-
can
fuller info about markets customers , ,
prospects &
competitors ads,
,
no
wichlyefficientlynachdestones vias Med mobilmarketing Harged
sie
- can
es
can
improve cost
officience
3) Role of marketing in the
organization
-Production- / Product -
/ Selling- / Marketing -
/ Market-value concept
-
Product-Oriented vs
Market-Valus Oriented
Definitions of a Business :
4) Organization & Management of a modern
marketing department
Functional for company's future, biggest marketing talent
organization >
visionary
- =
:
=
·
=
-
builds adaptive
marketing capabilities aligns with sales tales , ,
accountability for returns
marketing spending infuses customer perspective
customer-related business decisions
on ,
in
Role
of CEO : convince senior
talent facilitate
management of importance of customer-focus ,
strong marketing creation
of strong
hire ,
in-house
relationships with IT other departments : marketing training programs
marketers must work
closely with es :
customerinsightsdata analytics e
- channel partners
Geographicorganization Producto brandorganization Maraganization MaOrganzastral
·
,
, cordinations
5BuildingcustomerCentric Organizationeneed personally engaged of level understandny meeting seny
a
to be
every in
,
I customers)
Discussion questions .
customers listes &
-
expect companies to
respond to them
market-driven
becoming company :
-
>
- a
-develop company-wide passion customers
for instead
-
organize
around customer
segments of products
understand
-
customers
through Quali -
& quantitative research
customer-centric
-characteristics
of orga >
, Chapter 2-Marketing Planning & Management 10 .
10 . 2024
1) Corporate & Business Unit
Planning
3
hey
Managing areas : 1
company
as investment
portfolio 2,
ascessing
market's
growth rate &
company's market position
31
developing viable business model
-
-
-
-strategic planning process
:
-4
planning activities :
1) Define corporate mission : mission-clear ,
concise ,
enduring statement of reason for orga's existence ,
also "core purpose" long term goal
,
to
provide shared
purpose direction
,
and
opportunity ,
↓ good mission statements focus on limited number
of specific goals ,
stress
major policies
& values
, define major markets take ,
lang term view
,
are short memorable I
,
meaningful
and
2) Build corporate culture = shared experiences ,
stories , beliefs norms that characterize an
organization
↓
3)Establish single business collection of related b's that can exist
separately from rest of company has own
competitors ,
has
manager for
strat
planning & profit performance
strategic business units (SBUS) = or ,
↳ specialized portfatio : SBUs with fairly narrow assortments lonea few product lines) is
diversified portfolio SBUs with farly . broad assortments with multiple product lines
↓
4) competitive advantage & attractiveness of its market
Assign resources : assess each SBUs :
grow I harvest / hold
2) Devel market
offerings
oping strategy alive
determining value "marketing mix")
market I tacticsalso make
involves create
-Strategy
the wants
choosing well-defied the to in it come
arga ;
Collaborators Context
developing market strategy target market (5 Customers Competitors : cs :
, , ,
Cenvironment)
,
Company A value
proposition (customer ,
collaborator &
company
value ; finds optimal balance between values for cust call and
,
comp-3-V Market
Value Principle sition
(
designing marketing
actual
tactics : market
offenly good deploys to fulfill need
↳ the cust
orga
=
-
3) Process of market planning
-G-STIC Approach : set a
goal -
>
develop a
strategy -
>
design the tactics >
-
define an
implementation plan >
-
identify a set
of control metrics
4
no discussion questions on this
strategictomanseTemporal
eg “increase by 1million between
01.01.24 and 3t0.12.24 (timelines)
monetary
but know about it
5C's 32's values
-strategy: choosing a well-defined market in which the company will compete and determining the value it intends to
dedannent
E create in this market; WHO is it for? + WHAT do we want to do? (Eg increase sales)
-tactics: make strategy come alive (eg promotions, Sixty60, ad on insta)
Overall, the rule of thumb for understanding the difference between strategy and tactics is: “Think strategically, act
tactically.”; “strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before
defeat.”
evaluatnachreactions
sit
if necessary
4) Components of actionable marketing plan
-3
functions
-Contents executive
of developing marketing plan describe company's goal I proposed
main
situation
a :
course
of action informs & persuades relevant statcholders about viabilityof goal saction plan
,
:
summary
telerator
pitch") ,
overviewenvironment evaluation) G-STIC
,
suction (Goal
Strategy Tactics Implementation Central) Exhibits
,
, , ,
-needs
regular updating ,
not static
5) Modifications of
-conducting a
Marketing Audit : should
the
be marketing plan
comprehensive systematic , ,
unbiased ,
periodic
and realistic ?
-
evaluating the M plan : is it simple complete specific
, ,
Class Notes : Discussion Questions :
