Introduction “Marketing is too important to be left to the
marketing department.”
What is marketing?
A mindset that emphasizes that the organization can only be successful if it satisfies the needs &
wants of customers and other stakeholders.
➔ Holding everyone in the organization co-responsible for marketing.
“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.”
➔ VALUE
What is value?
Trade-off between the benefits and costs perceived by the beneficiary.
- Key beneficiary = customer
Customer value
Trade-off between the benefits and costs perceived by the customer.
- Customer decision-making
- Evaluative judgments: customer satisfaction, loyalty,…
Why is marketing relevant?
1. Attracting new customers
2. Keeping existing customers
3. Primary source of revenues
The role of marketing in the organization
The role of marketing within the organization depends on:
Management orientation
A philosophy that determines how the organization looks at customers and itself.
5 key management orientations:
• Production orientation
• Product orientation
• Sales orientation
• Marketing orientation
• Societal marketing orientation (creating shared value)
P18 Table 1.2: Marketing orientations.
P19 Table 1.3: Key differences product versus customer centricity.
The evolution of marketing: p20
,Marketing in various types of organizations
B2C Satisfy personal needs & wants
B2B or industrial - To produce other products
marketing - To facilitate their own operations
B2G Highly regulated context
Non-profit marketing Attracting volunteers, encouraging donations, raising awareness
Social marketing To influence individuals’ behavior in order to improve individual or
societal well-being.
The marketing cycle
1. Marketing analysis: building a thorough understanding of their customers’ needs & wants, as
well as of the context in which they are embedded. Gathering relevant insights to support
marketing decisions.
2. Marketing strategy (with input from marketing analysis). Planning of actions and activities to
build a sustainable differential advantage by creating a distinctive and meaningful position
in the minds of target customers
3. Marketing implementation: strategy translating into a marketing mix.
4. Evaluating
Marketing analysis “if I had asked people what they wanted, they
would have said faster horses.”
What is marketing analysis and why is it relevant?
The process of gathering and analyzing data that translates needs and wants of customers and
other stakeholders as well as contextual factors into insights for marketing (=marketing
intelligence).
➔ Crucial to make decisions about the marketing strategy and marketing implementation.
Heterogeneity
All customers/ stakeholders differ.
Dynamics
Customers/ stakeholders change over time.
How to establish marketing intelligence through marketing analysis?
It’s not sufficient to directly ask people what they need or want.
,Solution:
Job-to-be-done
Focusing on what ‘job’ customers are trying to get done rather than asking them about what they
need or want.
Verb – object of the verb – contextual clarifiers.
Individual context
Customer journey
Exploring different steps that customers individually go through when trying to get a job done.
Journey mapping
When marketers visually depict the actions that come along with the process of getting a job done.
Social context
Family members, friends, colleagues,…
• Customers rely upon the input from other factors in their social context.
• Customers who experience vulnerabilities.
also of importance when customers borrow their identity from a specific role in or membership of a
specific social group.
Marketing analysis at the social level
Gathering and analyzing data about the social context in which customers and other stakeholders
are embedded along their journey.
Organizational context
Strengths and weaknesses of the organization
Gathering and analyzing from different perspectives.
• Value chain of Michael Porter p32 Figure 2.2: Value chain of Michael Porter
Product market context
Along their journey, customers may compare products from different organizations.
• Gaining insight into competitors & substitutes.
• Analyzing how their industry structure drives the potential profitability.
Porter’s Five Forces Framework p33
By analyzing these forces, organizations can better understand the dynamics of their
industry and develop strategies to compete more effectively.
Ecosystem analysis
Customers may not interact with a single organization but combine products from multiple
organizations.
Gathering data from:
- Competitors, substitutes + partners that provide complementary offerings.
, Organizations can decide to create value for customers by:
1. Aligning their products with those of their partners
2. Competing with one another => ecosystem-based value system.
P34 Figure 2.4: Different ways to create value for final customers in a healthcare sector
Environmental context
Little to no control over.
➔ If these environmental factors disturb the status quo, they are labeled ‘external event
triggers’.
External event triggers (DESTEP)
If these environmental factors disturb the status quo.
1. Demographic triggers
2. Economic triggers
3. Socio-cultural triggers
4. Technological triggers
5. Ecological triggers
6. Political triggers
P35 Figure 2.5: Different types of external event triggers.
4 questions that matter in a DESTEP analysis:
• What is the expected duration of the external event trigger?
• What is the expected frequency of the external event trigger?
• What is the expected impact of the external event trigger?
• What is the speed of the external event trigger?
SWOT-analysis
Analyzing their current situation by combining the insights obtained from the marketing analyses of
the individual, social, organizational, product market and environmental context.
• How can the organization use its strengths to take advantage of opportunities?
• How can the organization use its strengths to decrease the impact of threats?
• How can the organization overcome its weaknesses that hinder it from taking advantage of
opportunities?
• How can the organization overcome its weaknesses that increase the impact of threats?
P36 Figure 2.6: SWOT-analysis.
How do data contribute to establishing marketing intelligence?
Primary vs secondary
P39 Table 2.2: Examples primary and secondary data
marketing department.”
What is marketing?
A mindset that emphasizes that the organization can only be successful if it satisfies the needs &
wants of customers and other stakeholders.
➔ Holding everyone in the organization co-responsible for marketing.
“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.”
➔ VALUE
What is value?
Trade-off between the benefits and costs perceived by the beneficiary.
- Key beneficiary = customer
Customer value
Trade-off between the benefits and costs perceived by the customer.
- Customer decision-making
- Evaluative judgments: customer satisfaction, loyalty,…
Why is marketing relevant?
1. Attracting new customers
2. Keeping existing customers
3. Primary source of revenues
The role of marketing in the organization
The role of marketing within the organization depends on:
Management orientation
A philosophy that determines how the organization looks at customers and itself.
5 key management orientations:
• Production orientation
• Product orientation
• Sales orientation
• Marketing orientation
• Societal marketing orientation (creating shared value)
P18 Table 1.2: Marketing orientations.
P19 Table 1.3: Key differences product versus customer centricity.
The evolution of marketing: p20
,Marketing in various types of organizations
B2C Satisfy personal needs & wants
B2B or industrial - To produce other products
marketing - To facilitate their own operations
B2G Highly regulated context
Non-profit marketing Attracting volunteers, encouraging donations, raising awareness
Social marketing To influence individuals’ behavior in order to improve individual or
societal well-being.
The marketing cycle
1. Marketing analysis: building a thorough understanding of their customers’ needs & wants, as
well as of the context in which they are embedded. Gathering relevant insights to support
marketing decisions.
2. Marketing strategy (with input from marketing analysis). Planning of actions and activities to
build a sustainable differential advantage by creating a distinctive and meaningful position
in the minds of target customers
3. Marketing implementation: strategy translating into a marketing mix.
4. Evaluating
Marketing analysis “if I had asked people what they wanted, they
would have said faster horses.”
What is marketing analysis and why is it relevant?
The process of gathering and analyzing data that translates needs and wants of customers and
other stakeholders as well as contextual factors into insights for marketing (=marketing
intelligence).
➔ Crucial to make decisions about the marketing strategy and marketing implementation.
Heterogeneity
All customers/ stakeholders differ.
Dynamics
Customers/ stakeholders change over time.
How to establish marketing intelligence through marketing analysis?
It’s not sufficient to directly ask people what they need or want.
,Solution:
Job-to-be-done
Focusing on what ‘job’ customers are trying to get done rather than asking them about what they
need or want.
Verb – object of the verb – contextual clarifiers.
Individual context
Customer journey
Exploring different steps that customers individually go through when trying to get a job done.
Journey mapping
When marketers visually depict the actions that come along with the process of getting a job done.
Social context
Family members, friends, colleagues,…
• Customers rely upon the input from other factors in their social context.
• Customers who experience vulnerabilities.
also of importance when customers borrow their identity from a specific role in or membership of a
specific social group.
Marketing analysis at the social level
Gathering and analyzing data about the social context in which customers and other stakeholders
are embedded along their journey.
Organizational context
Strengths and weaknesses of the organization
Gathering and analyzing from different perspectives.
• Value chain of Michael Porter p32 Figure 2.2: Value chain of Michael Porter
Product market context
Along their journey, customers may compare products from different organizations.
• Gaining insight into competitors & substitutes.
• Analyzing how their industry structure drives the potential profitability.
Porter’s Five Forces Framework p33
By analyzing these forces, organizations can better understand the dynamics of their
industry and develop strategies to compete more effectively.
Ecosystem analysis
Customers may not interact with a single organization but combine products from multiple
organizations.
Gathering data from:
- Competitors, substitutes + partners that provide complementary offerings.
, Organizations can decide to create value for customers by:
1. Aligning their products with those of their partners
2. Competing with one another => ecosystem-based value system.
P34 Figure 2.4: Different ways to create value for final customers in a healthcare sector
Environmental context
Little to no control over.
➔ If these environmental factors disturb the status quo, they are labeled ‘external event
triggers’.
External event triggers (DESTEP)
If these environmental factors disturb the status quo.
1. Demographic triggers
2. Economic triggers
3. Socio-cultural triggers
4. Technological triggers
5. Ecological triggers
6. Political triggers
P35 Figure 2.5: Different types of external event triggers.
4 questions that matter in a DESTEP analysis:
• What is the expected duration of the external event trigger?
• What is the expected frequency of the external event trigger?
• What is the expected impact of the external event trigger?
• What is the speed of the external event trigger?
SWOT-analysis
Analyzing their current situation by combining the insights obtained from the marketing analyses of
the individual, social, organizational, product market and environmental context.
• How can the organization use its strengths to take advantage of opportunities?
• How can the organization use its strengths to decrease the impact of threats?
• How can the organization overcome its weaknesses that hinder it from taking advantage of
opportunities?
• How can the organization overcome its weaknesses that increase the impact of threats?
P36 Figure 2.6: SWOT-analysis.
How do data contribute to establishing marketing intelligence?
Primary vs secondary
P39 Table 2.2: Examples primary and secondary data
