MARKETING MANAGEMENT

12th edition

2
Developing
Marketing
Strategies and Plans

Kotler Keller
Chapter Questions
• How does marketing affect customer
value?
• How is strategic planning carried out
at different levels of the organization?
• What does a marketing plan include?

2-2
Figure 2.1 The Value Delivery Process

Segmentation
Targeting
Positioning 2-3
Nike Creates Value

2-4
Improving Value Delivery the
Japanese Way

0 customer
feedback time
0 product
0 setup time
improvement time

0
0 defects
purchasing time

2-5
3 V’s Approach to Marketing

Define
Define the
the value
value segment
segment ==
define
define customers
customers and
and needs
needs

Define
Define the
the value
value proposition
proposition

Define
Define the
the value
value network
network

2-6
Figure 2.2 Porter’s Value Chain

2-7
2-8
Benchmarks

Organizational Competitor
costs costs
and and
performance performance
measures measures

2-9
Core Business Processes

Customer
Market
relationship
sensing
management

New offering Fulfillment

realization management

Customer
acquisition

2-10
Wal-Mart’s stock replenishment
process is legendary

2-11
Characteristics of Core Competencies

• A source of competitive advantage

• Applications in a wide variety of markets
• Difficult to imitate

2-12
Netflix’s Distinctive Capabilities

2-13
 Figure 2.3 A Holistic Marketing Framework
REALIGN

Broad-focused Horizontal partnerships

Width:phys-virtual
needs

2-14
Challenges Facing CMO’s

Doing more with less

Driving new business

development
Becoming a
full business partner

2-15
Levels of a Marketing Plan

• Strategic • Tactical
– Target marketing – Product features
decisions – Promotion
– Value proposition – Merchandising
– Analysis of – Pricing
marketing – Sales channels
opportunities
– Service

2-16
Figure 2.4 The Strategic Planning,
Implementation, and Control Processes

2-17
Corporate headquarters’ planning activities

Define the corporate mission

Establish SBUs
Assign resources to each SBU
Assess growth opportunities

2-18
Good Mission Statements

Focus
Focus on
on limited
limited number
number of
of goals
goals

Stress
Stress major
major policies
policies and
and values
values

Define
Define major
major competitive
competitive spheres
spheres

2-19
Major Competitive Spheres

3M - DUPONT
Industry

P&G Geographical Products ST- JUDE

Vertical Competence SAES GETTERS

ZARA channels HP

Market
segment GERBER
2-20
GE’s breakthroughs in the process of desalination
crosses multiple competitive spheres

By 2015, two-
thirds of the world
will be water-
stressed.
Desalination
plants like this
one help to relieve
water shortages.

2-21
Rubbermaid Commercial Products, Inc.

“Our vision is to be the Global Market Share

Leader in each of the markets we serve. We
will earn this leadership position by
providing to our distributor and end-user
customers innovative, high-quality, cost-
effective and environmentally responsible
products. We will add value to these products
by providing legendary customer service
through our uncompromising Commitment
to Customer Satisfaction.”
2-22
Motorola

“The purpose of Motorola is to honorably

serve the needs of the community by providing
products and services of superior quality at a
fair price to our customers; to do this so as to
earn an adequate profit which is required for
the total enterprise to grow; and by doing so,
provide the opportunity for our employees and
shareholders to achieve their personal
objectives.”
2-23
eBay

“We help people trade anything on earth.

We will continue to enhance the online
trading experiences of all – collectors,
dealers, small businesses, unique item
seekers, bargain hunters, opportunity
sellers, and browsers.”

2-24
Table 2.2
Product Orientation vs. Market Orientation

Company Product Market

Missouri-Pacific We run a railroad We are a people-
Railroad and-goods mover

Xerox We make copying We improve office

equipment productivity

Standard Oil We sell gasoline We supply energy

Columbia Pictures We make movies We entertain

people

2-25
Dimensions That Define A Business

Customer
groups

Customer
Technology
needs

2-26
Characteristics of SBUs

• It is a single business or collection of

related businesses
• It has its own set of competitors
• It has a leader responsible for
– Strategic planning
– Profitability
– Efficiency

2-27
Figure 2.5 The Strategic Planning Gap

TDK
blank
CDs

2-28
Figure 2.6
Ansoff’s Product-Market Expansion Grid

2-29
Integration: backward - forward - horizontal
Diversification: related - unrelated
(samsung - walt disney)

2-30
The Growth of Starbucks

2-31
Organizations

Culture

Policies

Structure

2-32
Merging Corporate Culture?

2-33
Figure 2.7 The Business Unit
Strategic Planning Process

2-34
SWOT Analysis

Strengths

Weaknesses

Opportunities

Threats

2-35
Market Opportunity Analysis
(MOA)
• Can the benefits involved in the opportunity
be articulated convincingly to a defined
target market?
• Can the target market be located and
reached with cost-effective media and trade
channels?
• Does the company possess or have access
to the critical capabilities and resources
needed to deliver the customer benefits?
2-36
Market Opportunity Analysis
(MOA)_2
• Can the company deliver the benefits better
than any actual or potential competitors?
• Will the financial rate of return meet or
exceed the company’s required threshold
for investment?

2-37
FedEx

FedEx added
Sunday deliveries
based on customer
requests and
market demand

2-38
Figure 2.8 Opportunity Matrix

2-39
Figure 2.8 Threat Matrix

2-40
Goal Formulation and MBO
• Requirements for using MBO
– Unit’s objectives must be hierarchical
– Objectives should be quantitative
– Goals should be realistic
– Objectives must be consistent

2-41
Porter’s Generic Strategies

Overall Cost Leadership

Differentiation

Focus

2-42
The Star Alliance

2-43
Categories of Marketing Alliances

Product
Product or
or Service
Service Alliances
Alliances

Promotional
Promotional Alliances
Alliances

Logistics
Logistics Alliances
Alliances

Pricing
Pricing Collaborations
Collaborations

2-44
Feedback and Control

2-45
Marketing Plan Contents

 Executive summary
 Table of contents
 Situation analysis
 Marketing strategy
 Financial projections
 Implementation controls

2-46
Evaluating a Marketing Plan

 Is the plan simple?

 Is the plan specific?
 Is the plan realistic?
 Is the plan complete?

2-47
Marketing Debate

 What good is a mission statement?

Take a position:
1. Mission statements are critical to a
successful marketing organization.
2. Mission statements rarely provide
useful marketing value.

2-48
Marketing Debate

 What implications do Porter’s value

chain and the holistic marketing
orientation model have for
marketing planning?

2-49