1. Developing Marketing Strategies and Plans Marketing Management, 13 th ed 2

2. Questions on Last Week ? Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-2

3. Group Names & Strap Lines Group NameStrap LineReference 3-in-1Choice of all ! Fantastic 3Deadly Smart ! Optimus Prime Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-3

4. Group Names & Case Allocation Group NameCase/Article NamelessMarketing Myopia aHeadersMovie Test Audiences CASHMarketing to Older Optimus PrimeOnline Music Distbn. Fun BallMarket Segmentation 4-in-1Exclusive Brands External Search Easy Cinema The SwishPrice & Brand Name Fantastic 3FCUK Yuniikue- Marketing

5. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-5 Today’s Questions How does marketing affect customer value? How is strategic planning carried out at different levels of the organization? What does a marketing plan include?

6. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-6 Three V’s Approach to Marketing Define the value segment Define the value proposition Define the value network

7. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-7 Core Business Processes Market-sensing process New-offering realization process Customer acquisition process Customer relationship management process Fulfillment management process

8. Group Question What is the difference between a Core Competency and a Unique Selling Proposition ? Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-8

9. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-9 Figure 2.1 A Holistic Marketing Framework

10. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-10 Levels of a Marketing Plan Strategic Target marketing decisions Value proposition Analysis of marketing opportunities Tactical Product features Promotion Merchandising Pricing Sales channels Service

11. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-11 Figure 2.2 The Strategic Planning, Implementation, and Control Processes

12. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-12 Major Competitive Spheres Industry Products Market segment Geographical Competence Vertical channels

13. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-13 Table 2.3 Product Orientation vs. Market Orientation CompanyProductMarket Missouri-Pacific Railroad We run a railroadWe are a people- and-goods mover XeroxWe make copying equipment We improve office productivity Standard OilWe sell gasolineWe supply energy Columbia PicturesWe make moviesWe entertain people

14. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-14 Dimensions That Define a Business Customer groups Technology Customer needs

15. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-15 Figure 2.3 The Strategic Planning Gap

16. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-16 Figure 2.4 Ansoff’s Product-Market Expansion Grid

17. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-17 Figure 2.5 The Business Unit Strategic Planning Process

18. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-18 Figure 2.6 Opportunity Matrix

19. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-19 Figure 2.6 Threat Matrix

20. Porter’s Generic Strategies Overall Cost Leadership Differentiation Focus

21. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-21 Categories of Marketing Alliances Product or Service Alliances Promotional Alliances Logistics Alliances Pricing Collaborations

22. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 2-22 Marketing Plan Contents Executive summary Table of contents Situation analysis Marketing strategy Financial projections Implementation controls