Kotler22_media.ppt 1470KB Aug 31 2008 08:30:00 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
Figure 22.1 Functional Organization
22-5
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
22-6
Figure 22.2 The Product Manager’s
Interactions
22-7
Figure 22.3 Vertical Product Team
• PM = Product Manager
• APM = Associate PM
• PA = Product Assistant
22-8
Figure 22.3 Triangular Product
Team
• PM = Product Manager
• R = Market Researcher
• C = Communication Specialist
22-9
Figure 22.3 Horizontal Product
Team
•
•
•
•
•
•
•
PM = Product Manager
R = Market Researcher
C = Communication Specialist
S = Sales Manager
D = Distribution Specialist
F = Finance Specialist
E = Engineer
22-10
Dow Corning uses a
horizontal product team
22-11
Figure 22.4 Product/MarketingManagement Matrix System
22-12
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
22-13
Corporate Social Responsibility
Socially
responsible
Behavior
Ethical behavior
Legal behavior
22-14
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
22-15
Fetzer
emphasizes a
commitment
to social
responsibility
22-16
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.
22-17
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.
22-18
Cause-Related Marketing
22-19
Cause-Related Marketing
22-20
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
22-21
Co-Branded Cause
22-22
Social Marketing Campaigns
Cognitive
Action
Behavioral
Value
22-23
Social Marketing Planning Process
Where are we?
Where do we want to go?
How will we get there?
How will we stay on course?
22-24
Necessary Skills for Implementing
Marketing Programs
• Diagnostic skills
• Identification of
company level
• Implementation
skills
• Evaluation skills
22-25
Figure 22.5 The Control Process
What do we want to achieve?
What is happening?
Why is it happening?
What should we do about it?
22-26
Types of Marketing Control
Annual plan control
Profitability control
Efficiency control
Strategic control
22-27
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.
22-28
Characteristics of Marketing Audits
(See Table 22.5)
•
•
•
•
Comprehensive
Systematic
Independent
Periodic
22-29
Marketing Debate
Is marketing management an art
or a science?
Take a position:
1. Marketing management is largely an
artistic exercise and therefore highly
subjective.
2. Marketing management is largely a
scientific exercise with well-established
guidelines and criteria.
22-30
Marketing Discussion
How does cause or corporate social
marketing affect your personal
consumer behavior? Do you ever
buy or not buy any products because
of a company’ environmental policies
or programs? Why or why not?
22-31
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
Figure 22.1 Functional Organization
22-5
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
22-6
Figure 22.2 The Product Manager’s
Interactions
22-7
Figure 22.3 Vertical Product Team
• PM = Product Manager
• APM = Associate PM
• PA = Product Assistant
22-8
Figure 22.3 Triangular Product
Team
• PM = Product Manager
• R = Market Researcher
• C = Communication Specialist
22-9
Figure 22.3 Horizontal Product
Team
•
•
•
•
•
•
•
PM = Product Manager
R = Market Researcher
C = Communication Specialist
S = Sales Manager
D = Distribution Specialist
F = Finance Specialist
E = Engineer
22-10
Dow Corning uses a
horizontal product team
22-11
Figure 22.4 Product/MarketingManagement Matrix System
22-12
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
22-13
Corporate Social Responsibility
Socially
responsible
Behavior
Ethical behavior
Legal behavior
22-14
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
22-15
Fetzer
emphasizes a
commitment
to social
responsibility
22-16
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.
22-17
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.
22-18
Cause-Related Marketing
22-19
Cause-Related Marketing
22-20
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
22-21
Co-Branded Cause
22-22
Social Marketing Campaigns
Cognitive
Action
Behavioral
Value
22-23
Social Marketing Planning Process
Where are we?
Where do we want to go?
How will we get there?
How will we stay on course?
22-24
Necessary Skills for Implementing
Marketing Programs
• Diagnostic skills
• Identification of
company level
• Implementation
skills
• Evaluation skills
22-25
Figure 22.5 The Control Process
What do we want to achieve?
What is happening?
Why is it happening?
What should we do about it?
22-26
Types of Marketing Control
Annual plan control
Profitability control
Efficiency control
Strategic control
22-27
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.
22-28
Characteristics of Marketing Audits
(See Table 22.5)
•
•
•
•
Comprehensive
Systematic
Independent
Periodic
22-29
Marketing Debate
Is marketing management an art
or a science?
Take a position:
1. Marketing management is largely an
artistic exercise and therefore highly
subjective.
2. Marketing management is largely a
scientific exercise with well-established
guidelines and criteria.
22-30
Marketing Discussion
How does cause or corporate social
marketing affect your personal
consumer behavior? Do you ever
buy or not buy any products because
of a company’ environmental policies
or programs? Why or why not?
22-31