Kotler22_basic.ppt 105KB Aug 31 2008 08:53:52 PM

MARKETING MANAGEMENT
12th edition
22
Managing a Holistic
Marketing
Organization

Kotler

Keller

Chapter Questions









What are important trends in marketing
practices?
What are the keys to effective internal marketing?
How can companies be responsible social
marketers?
How can a company improve its marketing
implementation skills?
What tools are available to help companies
monitor and improve their marketing activities?
22-2

Trends in Marketing Practices







Reengineering

Outsourcing
Benchmarking
Supplier partnering
Customer partnering
Merging







Globalizing
Flattening
Focusing
Accelerating
Empowering

22-3

Organizing the Marketing Department
Functionally
 Geographically
 By product
 By brand
 By market
 Matrix
 By corporate/division


22-4

Tasks Performed by Brand Managers











Develop long-range and competitive strategy for each
product.
Prepare annual marketing plan and sales forecast.
Work with advertising and merchandising agencies to
develop campaigns.
Increase support of the product among channel
members.
Gather continuous intelligence on product performance,
customer attitudes.
Initiate product improvements.

22-5

Role of Marketing at the
Corporate Level
To promote a culture of customer

orientation
 To be an advocate for the customer
 To assess market attractiveness
 To develop firm’s overall value proposition,
the vision, and articulation of how it
proposes to deliver superior value to
customers


22-6

Corporate Social Responsibility
Legal behavior
 Ethical behavior
 Socially responsible behavior


22-7

Top-Rated Companies for

Social Responsibility








Johnson & Johnson
Coca-Cola
Wal-Mart
Anheuser-Busch
Hewlett-Packard
Walt Disney
Microsoft










IBM
McDonald’s
3M
UPS
FedEx
Target
Home Depot

22-8

Cause-Related Marketing
Marketing that links the firm’s contributions
to a designated cause to customers
engaging directly or indirectly in
revenue-producing transactions

with the firm.

22-9

Corporate Social Marketing
Marketing efforts that have at least
one non-economic objective related
to the social welfare and uses the
resources of the company
and/or its partners.

22-10

Branding a Cause Marketing Program
Self-branded: Create Own Cause Program
 Co-branded: Link to Existing Cause
Program
 Jointly branded: Link to Existing Cause
Program


22-11

Social Marketing Campaigns
Cognitive
 Action
 Behavioral
 Value


22-12

Social Marketing Planning Process
Where are we?
 Where do we want to go?
 How will we get there?
 How will we stay on course?


22-13

Necessary Skills for Implementing
Marketing Programs
 Diagnostic

skills
 Identification of company level
 Implementation skills
 Evaluation skills

22-14

The Control Process
What do we want to achieve?
 What is happening?
 Why is it happening?
 What should we do about it?


22-15

Types of Marketing Control
Annual plan control
 Profitability control
 Efficiency control
 Strategic control


22-16

Marketing Audit
Comprehensive, systematic, independent
periodic examination of a company’s
or business unit’s marketing
environment, objectives, strategies, and
activities with a view to determining
problem areas and opportunities,
and recommending
a plan of action to improve
the company’s marketing performance.
22-17

Characteristics of Marketing Audits
(See Table 22.5)
Comprehensive
 Systematic
 Independent
 Periodic


22-18