1. Strategic Marketing Management
Professor Dave Beaty,
The Power of Brands
Executing Strategic
Marketing
Strategies
Marketing Strategically in
B2B Industrial Markets
Targeting Strategic
Markets
Strategic Marketing and
Customer Value
Formulating
Strategic
Marketing Plans
Overview & Strategic Marketing Management

2. Overview of Strategic Marketing
Sessions One and Two
Overview of Strategic Marketing

3. Questions for the Luxor Case
Describe the external & internal environment of Luxor, and changes that occurred in the environments, from the start of the case - to the end of the case?
Describe the history of George’s career from the start of the case - to the end-of the case.
Who’s to blame for the problems that occurred? George? Luxor?
What did the leadership in Luxor do – or not do - that could have led to the problems that George encountered? (consider the Sales/Marketing dilemma)
What did George do - or not do - that could have led to the problems with his career? (consider the Sales/Marketing dilemma)
As a member of the board, at the end-of the case, what do you recommend Luxor do with George? Why do you say this?

4. Why do Managers Resist Change and Transformation?
Out-of-Touch and Disconnected
Threat to Status, Position and Power Structures
Inability to Manage Conflict

5. Discussion Questions
Define the terms “Selling” and “Strategic Marketing”
In terms of your definitions, how do you compare and contrast “Selling” and ”Marketing”? What do you think is the difference between ‘Marketing’ and ‘Selling’?

6. Selling Defined
The tricks and techniques to get people to exchange cash for your product
(Source: Harvard Business Review, 2013)

7. STRATEGIC MARKETING DEFINED
Creating value for “Customers” and “Stakeholders” while integrating ALL the functions of an organisation to focus on satisfying customers
Stop relying on product sales – and start cultivating relationships with the right customers and stakeholders and put them at the centre of your business and organization (Harvard Business review, 2013)

8. POTENTIAL FOR CONFLICT
Why do you think there could be the potential for conflict between individuals working in Marketing and those working in Sales in an organisation
What complaints do sales people have about Marketing people?
What complaints do Marketing people have about Sales people?
How would you propose to manage these conflicts? (Mountain Challenge)

9. THE EVOLUTION OF THE MARKETING CONCEPT
The marketing concept has changed over time
Production: Focus on manufacturing for the cost of Product – not customer needs (Ford)
Sales: Focus on “sales” typically short-term relations – not meeting all of customer
needs and adding Value which is typically a long-term relationship
Marketing: Needs to focus on moving from Marketing policies to satisfying customers/
stakeholders

10. WHO IS THE FOCUS OF MARKETING?
People
Those involved in the marketing process, including customers, personnel and stakeholders who are present when exchanges took place
They are the focal point of all marketing activities

11. Target Market TARGET MARKET
A specific group of customers/stakeholders on whom an organisation focuses its marketing efforts
Target Market
Target Market
Appealing to target markets Special K appeals to health-conscious customers

12. THE MARKETING MIX (Customer)
Marketers combine and balance these four elements when determining how to satisfy customers’ stakeholders’ needs for a product:
Product
Price
Place (Distribution)
Promotion
More recent marketing professionals have suggested expanding the marketing mix to include important variables:
People
Physical evidence
Processes
Partnerships
The ‘expanded marketing mix’ 8Ps
Sometimes called the 4Ps

13. EXPANDED MARKETING MIX: THE 8Ps
The expanded marketing mix refers to the set of actions, or tactics, that a company uses to
promote its brand or product in the market.

14. STRATEGIC MARKETING (THE ENVIRONMENT)
The six types of external forces that surround the customer and affect the marketing mix
Economic forces
Political forces
Legal and regulatory forces
Technological forces
Sociocultural forces
Competitive forces
Unlike the marketing-mix variables, an organisation has no control over these forces bg

15. Discussion Question
Discuss how 1 of the 6 forces in the strategic marketing environment (that you don’t control) would impact on your marketing strategy for 1 of the following products:
Cigarettes
Alcohol
Diesel cars
Another example?

16. Questions for the Luxor Case
Describe the external & internal environment of Luxor, and changes that occurred in the environments, from the start of the case - to the end of the case?
Describe the history of George’s career from the start of the case - to the end-of the case.
Who’s to blame for the problems that occurred? George? Luxor?
What did the leadership in Luxor do – or not do - that could have led to the problems that George encountered? (consider the Sales/Marketing dilemma)
What did George do - or not do - that could have led to the problems with his career? (consider the Sales/Marketing dilemma)
As a member of the board, at the end-of the case, what do you recommend Luxor do with George? Why do you say this?

17. Questions for the Luxor Case
Describe the external & internal environment of Luxor, and changes that occurred in the environments, from the start of the case - to the end of the case?
Describe the history of George’s career from the start of the case - to the end-of the case.
Who’s to blame for the problems that occurred? George? Luxor?
What did the leadership in Luxor do – or not do - that could have led to the problems that George encountered? (consider the Sales/Marketing dilemma)
What did George do - or not do - that could have led to the problems with his career? (consider the Sales/Marketing dilemma)
As a member of the board, at the end-of the case, what do you recommend Luxor do with George? Why do you say this?

18. How many of you have ever experienced: a
How many of you have ever experienced: a. Rejection or disappointment in a customer service experience? b. A positive customer service experience
EXERCISE
Individually and silently, think about either a positive or negative customer experience you might have had in the past? Then, describe the experience to members in your group.
If you selected a negative experience and could go back in time, what should have happened differently that could have avoided disappointment and the negative experience?
If you selected a positive experience, what lessons could you share with members in your group about the factors needed to achieve a positive customer satisfaction?
Each group member shares their experiences with the group.
What do you learn about “Relationships” and “Marketing” from these incidents

19. RELATIONSHIP WITH STAKEHOLDERS
Constituents who have a ‘stake’, or claim, in some aspect of an organisation’s products, operations, markets, services, industry and outcomes - and who could potentially either help or hurt you from achieving your results or goals.
Staff and management (Internal)
Government
NGO’s
Municipalities
Provinces
Trade Unions Shareholders
Vendors and suppliers
Regulatory bodies and agencies
Industry ombudsmen and associations
How you structure your relationships with these constituents will be crucial for your long-term growth

20. Group Assignment: Stakeholder Mapping
You are the Marketing Director for an NGO or Trade Union.
Do a Stakeholder map!
You want to establish a close relationship
with each stakeholder group. Describe what you believe
each stakeholder would value (and need from you)
should they wish to form a relationship with you and
your NGO/Trade Union.
Describe how you would initiate and build a relationship
to each different stakeholder group?