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Company and Marketing Strategy: Partnering to Build Customer Relationships : 

Company and Marketing Strategy: Partnering to Build Customer Relationships Chapter 2

Road Map: Previewing the Concepts : 

2 - 2 Road Map: Previewing the Concepts Explain companywide strategic planning and its four steps. Discuss how to design business portfolios and growth strategies. Explain marketing’s role in strategic planning and how marketing works with its partners to create and deliver customer value.

Road Map: Previewing the Concepts : 

2 - 3 Road Map: Previewing the Concepts Describe the elements of a customer-driven marketing strategy and mix, and the forces that influence it. List the marketing management functions, including the elements of a marketing plan.

Strategic Planning : 

2 - 4 Strategic Planning The process of developing and maintaining a strategic fit between the organization’s goals and capabilities and its changing marketing opportunities.

Steps in Strategic Planning : 

2 - 5 Steps in Strategic Planning Defining the company mission Setting company objectives and goals Designing the business portfolio Planning marketing and other functional strategies

The Mission Statement : 

2 - 6 The Mission Statement A statement of the organization’s purpose What it wants to accomplish in the larger environment Should be market oriented and defined in terms of customer needs.

Mission Statement Should: : 

2 - 7 Mission Statement Should: Be realistic Be specific Fit the market environment Be based on distinctive competencies Be motivating

Designing the Business Portfolio : 

2 - 8 Designing the Business Portfolio The business portfolio is the collection of businesses and products that make up the company. The company must: analyze its current business portfolio or Strategic Business Units (SBUs), decide which SBUs should receive more, less, or no investment, develop growth strategies for growth or downsizing.

Portfolio Analysis : 

2 - 9 Portfolio Analysis An evaluation of the products and business making up the company. Resources are directed to more profitable businesses and weaker ones are phased down or dropped.

Strategic Business Unit (SBU) : 

2 - 10 Strategic Business Unit (SBU) A unit of the company that has a separate mission and objectives and that can be planned independently from other company businesses. Can be a company division, a product line within a division, or sometimes a single product or brand.

BCG Growth-Share Matrix : 

2 - 11 BCG Growth-Share Matrix Stars Cash Cows Question Marks Dogs

Problems with Matrix Approaches : 

2 - 12 Problems with Matrix Approaches Can be difficult, time consuming, and costly to implement Difficult to define SBUs and measure market share and growth Focus on current business, not future planning Can place too much emphasis on growth Can lead to poorly planned diversification

Product/Market Expansion Grid : 

2 - 13 Product/Market Expansion Grid Market Penetration Product Development Market Development Diversification

Marketing’s Role in Strategic Planning : 

2 - 14 Marketing’s Role in Strategic Planning Provide a guiding philosophy Provide inputs to strategic planners Design strategies to reach objectives

Value Delivery Network : 

2 - 15 Value Delivery Network Company’s value chain Distributors Suppliers Customers

Market Segmentation : 

2 - 16 Market Segmentation The process of dividing a market into distinct groups of buyers with different needs, characteristics, or behavior who might require separate products of marketing programs. A market segment consists of consumers who respond in a similar way to a given set of marketing efforts.

Target Marketing : 

2 - 17 Target Marketing Involves evaluating each market segment’s attractiveness and selecting one or more segments to enter. Target segments that can sustain profitability.

Market Positioning : 

2 - 18 Market Positioning Arranging for a product to occupy a clear, distinctive, and desirable place relative to competing products in the minds of target consumers. Begins with differentiating the company’s marketing offer so it gives consumers more value.

The Marketing Mix : 

2 - 19 The Marketing Mix The set of controllable, tactical marketing tools that the firm blends to produce the response it wants in the target market. Consists of the 4 Ps Product Price Place Promotion

The 4 P’s & the 4 C’s of theMarketing Mix : 

2 - 20 The 4 P’s & the 4 C’s of theMarketing Mix 4 P’s - Seller’s View Product Price Place Promotion 4 C’s - Buyer’s View Customer Solution Customer Cost Convenience Communication

Sections of Product/Brand Plan : 

2 - 21 Sections of Product/Brand Plan Executive summary Current marketing situation Analysis of threats and opportunities Objectives for the brand Marketing strategy Action programs Marketing budget Controls

Marketing Department Organization : 

2 - 22 Marketing Department Organization Functional Organization Geographic Organization Product Management Organization Market or Customer Organization Combination

Marketing Control Process : 

2 - 23 Marketing Control Process Set Goals Measure Performance Evaluate Performance Take Corrective Action

Rest Stop: Reviewing the Concepts : 

2 - 24 Rest Stop: Reviewing the Concepts Explain companywide strategic planning and its four steps. Discuss how to design business portfolios and develop strategies growth and downsizing. Assess marketing’s role in strategic planning and explain how marketers partner with others inside and outside the firm to build profitable customer relationships.

Rest Stop: Reviewing the Concepts : 

2 - 25 Rest Stop: Reviewing the Concepts Describe the elements of a customer-driven marketing strategy and mix, and the forces that influence it. List the marketing management functions, including the elements of a marketing plan.