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Marketing Basics

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Slide 1Slide 2Slide 3Slide 4Slide 5Slide 6Slide 7Slide 8Slide 9Slide 10Slide 11Slide 12Slide 13Slide 14Slide 15Slide 16Slide 17Slide 18Slide 19Slide 20Slide 21Slide 22Slide 23Slide 24Slide 25Slide 26Slide 27Slide 28Slide 29Slide 30Slide 31Slide 32Slide 33Slide 34Slide 35Slide 36Slide 37Slide 38© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-7MARKETING BASICS:DOING WHAT WORKS AND ALLOCATING RESOURCES•Finding and Using What Really Works Strategy: Focused Execution: Flawless Operations Culture: Performance-Oriented Structure: Fast, Flexible, and Flat© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-9MARKETING BASICS:DOING WHAT WORKS AND ALLOCATING RESOURCES•Allocating Marketing Resources Using Sales Response Functions Sales Response Function Maximizing Incremental Revenue Minus Incremental Cost A Numerical Example of Resource Allocation© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-10FIGURE 22-1 FIGURE 22-1 Sales response function showing the situation for two different years© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-12MARKETING BASICS:DOING WHAT WORKS AND ALLOCATING RESOURCES•Allocating Marketing Resources Using Sales Response Functions Allocating Marketing Resources in Practice• Share Points Resource Allocation and the Strategic Marketing Process© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-13FIGURE 22-2 FIGURE 22-2 The strategic marketing process: actions and information© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-14FIGURE A FIGURE A The strategic marketing phases and corresponding output reports© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-15THE PLANNING PHASE OF THE STRATEGIC MARKETING PROCESS Long-Range Marketing Plans Annual Marketing Plans•The Variety of Marketing Plans© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinFIGURE 22-3 FIGURE 22-3 Steps a large consumer packaged goods firm takes in developing its annual marketing planSlide 22-16© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-21THE PLANNING PHASE OF THE STRATEGIC MARKETING PROCESS Porter’s Generic Business Strategies•Marketing Planning Frameworks:The Search for Growth• Generic Business Strategy• Cost Leadership Strategy• Differentiation Strategy• Cost Focus Strategy• Differentiation Focus Strategy© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-22FIGURE 22-4 FIGURE 22-4 Porter’s four generic business strategies© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-23Wal-Mart and Volkswagen Which of Porter’s generic business strategiesdo these firms use?© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-24THE PLANNING PHASE OF THE STRATEGIC MARKETING PROCESS•Marketing Planning Frameworks:The Search for Growth• Market Penetration• Product Development• Market Development• Diversification Profit Enhancement Option: Increase Revenues© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-25FIGURE 22-5 FIGURE 22-5 Profit enhancement options for increasing a firm’s profits© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-26THE PLANNING PHASE OF THE STRATEGIC MARKETING PROCESS Profit Enhancement Option: Decrease Costs•Marketing Planning Frameworks:The Search for Growth• Economies of Scale/Experience Curve• Other Ways: Layoffs, Training, and/or Quality Profit Enhancement Option: Do Both© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-27THE PLANNING PHASE OF THE STRATEGIC MARKETING PROCESS Market-Product Synergies•Marketing Planning Frameworks:The Search for Growth• Marketing Synergies (Rows)• R&D–Manufacturing Synergies (Columns)© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-28THE PLANNING PHASE OF THE STRATEGIC MARKETING PROCESS Market-Product Synergies•Marketing Planning Frameworks:The Search for Growth• Market-Product Concentration• Market Specialization• Product Specialization• Selective Specialization• Full Coverage© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinMARKETING NEWSNETThe Strategy Issue for theNew Millennium—Finding SynergiesSlide 22-29© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinFIGURE 22-6 FIGURE 22-6 Market-product grid of alternative strategies for a lawnmower manufacturerSlide 22-30© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinFIGURE 22-7 FIGURE 22-7 An ideal merger for Great States to obtain full market-product coverageSlide 22-31© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-37THE PLANNING PHASE OF THE STRATEGIC MARKETING PROCESS• One-Handedness Convenience• Joint Ventures•Some Planning and Strategy Lessons Big G plus Pillsbury: Synergies, Segments, and Partners© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinMARKETING NEWSNETSlide 22-38Keeping Planning Simple at Big G: “One-Handed” ConveniencePlus Cover All the Bases© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-41THE PLANNING PHASE OF THE STRATEGIC MARKETING PROCESS• Value-Based Planning• Value-Driven Strategies•Some Planning and Strategy Lessons Balancing Value and Values in Strategic Marketing Plans© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-42THE IMPLEMENTATION PHASEOF THESTRATEGIC MARKETING PROCESS•Is Planning or Implementation the Problem?© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-44THE IMPLEMENTATION PHASEOF THESTRATEGIC MARKETING PROCESS•Increasing Emphasis on Marketing Implementation© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinMARKETING NEWSNETSlide 22-45GE’s Implementation Strategies—How Neutron Jack Became One of the Most Acclaimed CEOs of the 20th Century© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-46THE IMPLEMENTATION PHASEOF THESTRATEGIC MARKETING PROCESS• Product or Program Champion•Improving Implementation of Marketing Programs Communicate Goals and the Means of Achieving Them Have a Responsible Program Champion Willing to Act© 2006 McGraw-Hill Companies, Inc., McGraw-Hill/IrwinSlide 22-47THE IMPLEMENTATION PHASEOF THESTRATEGIC MARKETING PROCESS•Improving Implementation of Marketing Programs Foster Open Communication to Surface Problems Reward Successful Program Implementation Take Action and Avoid Paralysis by Analysis• Avoid the “NIH Syndrome”©


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