2

Developing Marketing
Strategies and Plans

Marketing Management, 13th ed

 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?

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-2

 Tranh luận tiếp thị

• Tiếp thị tạo ra nhu cầu hay thỏa mãn

nhu cầu?
• Quan điểm 1. Tiếp thị đáp ứng nhu cầu và
mong muốn của người tiêu dùng
• Quan điểm 2. Tiếp thị hình thành nhu cầu
và mong muốn của người tiêu dùng

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-3

 Three V’s Approach to Marketing

• Define the value segment:

• STP
• Define the value proposition:
• tạo giá trị
• Define the value network:
• chuyển giao giá trị

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-4

 What is the Value Chain?

The value chain is a tool for identifying

was to create more customer value
because every firm is a synthesis of
primary and support activities
performed to design, produce, market,
deliver, and support its product.

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-5

 What is the Value Chain?
Công cụ nhận diện cách tạo ra giá trị cho khách hàng

- Tác giả là GS. Michael Porter – Five Forces Model

- Nhận diện chi phí và giá trị thu được ở mỗi công đoạn
- Đối sánh với các công ty khác để cải thiện chính mình
 Core Business Processes
Quy trình then chốt của DN

• Market-sensing process
• New-offering realization process
• Customer acquisition process
• Customer relationship management
process
• Fulfillment management process

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 Characteristics of Core Competencies

• A source of competitive advantage

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

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 Table 2.1
Becoming a Vigilant Organization

• Can we learn from the past?

• How should the present be evaluated?
• What do we envision for the future?

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 What is Holistic Marketing?

Holistic marketing sees itself as

integrating the value exploration, value
creation, and value delivery activities
with the purpose of building long-term,
mutually satisfying relationships and
coprosperity among key stakeholders.

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-10

 What is a Marketing Plan?

A marketing plan is the central

instrument for directing and
coordinating the marketing effort.
It operates at a
strategic and tactical level.

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-11

 Levels of a Marketing Plan

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

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-12

 Corporate Headquarters’
Planning Activities

• Define the corporate mission

• Establish strategic business units
(SBUs)
• Assign resources to each SBU
• Assess growth opportunities

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 Companywide Strategic Planning
Hierachy of Planning
Corporate
strategic
planning

Strategic
Business
Planning

Annual
Marketing
(Business)
Plan
Companywide Strategic Planning
Steps in Strategic Planning

Business units
B2 B1: cosmetics
B1 B2: drugs
B3 B3: foods & drinks
 Good Mission Statements

• Focus on a limited number of goals

• Stress major policies and values
• Define major competitive spheres
• Take a long-term view
• Short, memorable, meaningful

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 Companywide Strategic Planning
Defining a Market-Oriented Mission

• The mission statement is

the organization’s
purpose, what it wants to
accomplish in the larger We help you organize the world’s
environment information and make it
universally accessible and useful.
• Market-oriented mission
statement defines the
business in terms of
satisfying basic customer
needs
 Ví dụ: Google
Defining a Market-Oriented Mission
 Some examples

Company Product-Oriented Market-Oriented

Definition Definition

Revlon We sell cosmetics We sell lifestyle and self-

expression; success and
status; memories, hopes,
and dreams
Disney We run American We create fantasies—a
style theme parks place where dreams come
true and America still works
the way it’s supposed to
Trung We offer the best We bring inspiration and
Nguyen coffee of Vietnam innovation to every coffee
Coffee keener*
 Major Competitive Spheres

• Industry
• Products
• Competence
• Market segment
• Vertical channels
• Geographic

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 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.”
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 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.”

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-22

 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.”

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-23

 Some examples

Company Product-Oriented Market-Oriented

Definition Definition

Revlon We sell cosmetics We sell lifestyle and self-

expression; success and
status; memories, hopes,
and dreams
Xerox We make copying We improve office
equipment productivity
Trung We offer the best We bring inspiration and
Nguyen coffee of Vietnam innovation to every coffee
Coffee keener*
 Dimensions that Define a Business

• Customer groups
• Customer needs
• Technology

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 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 and profitability

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 Ansoff’s Product-Market
Expansion Grid

• Market penetration strategy

• Market development strategy
• Product development strategy
• Diversification strategy

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 What is Corporate Culture?

Corporate culture is the shared

experiences, stories, beliefs, and norms
that characterize an organization.

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 Tactics for Managing Change

• Avoid the innovation title for the team

• Use the buddy system
• Set the metrics in advance
• Aim for quick hits first
• Get data to back up your gut

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 SWOT Analysis

• Strengths
• Weaknesses
• Opportunities
• Threats

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 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?

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 Market Opportunity Analysis (MOA)
(cont.)
• 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?

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 Goal Formulation and MBO

• Unit’s objectives must be hierarchical

• Objectives should be quantitative
• Goals should be realistic
• Objectives must be consistent

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 Porter’s Generic Strategies

• Overall cost leadership

• Differentiation
• Focus

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 Categories of Marketing Alliances

• Product or service alliance

• Promotional alliance
• Logistics alliances
• Pricing collaborations

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 Marketing Plan Contents

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

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 Evaluating a Marketing Plan

 Is the plan simple?

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

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