Marketing_Management_14th_Edition-min

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DEVELOPING MARKETING STRATEGIES AND PLANS | CHAPTER 2 37 TABLE 2.1 Some Examples of Master Marketers Amazon.com Electrolux Progressive Insurance Bang & Olufsen Enterprise Rent-A-Car Ritz-Carlton Barnes & Noble Google Samsung Best Buy Harley-Davidson Sony BMW Honda Southwest Airlines Borders IKEA Starbucks Canon LEGO Target Caterpillar McDonald’s Tesco Club Med Nike Toyota Costco Nokia Virgin Disney Nordstrom Walmart eBay Procter & Gamble Whole Foods Planning Implementing Controlling Corporate planning Division planning Organizing Implementing Measuring results Diagnosing results Business planning |Fig. 2.1| The Strategic Planning, Implementation, and Control Processes Product planning Taking corrective action target markets and the firm’s value proposition, based on an analysis of the best market opportunities. The tactical marketing plan specifies the marketing tactics, including product features, promotion, merchandising, pricing, sales channels, and service. The complete planning, implementation, and control cycle of strategic planning is shown in Figure 2.1. Next, we consider planning at each of these four levels of the organization. Corporate and Division Strategic Planning Some corporations give their business units freedom to set their own sales and profit goals and strategies. Others set goals for their business units but let them develop their own strategies. Still others set the goals and participate in developing individual business unit strategies. All corporate headquarters undertake four planning activities: 1. Defining the corporate mission 2. Establishing strategic business units 3. Assigning resources to each strategic business unit 4. Assessing growth opportunities We’ll briefly look at each process.
38 PART 1 UNDERSTANDING MARKETING MANAGEMENT Defining the Corporate Mission An organization exists to accomplish something: to make cars, lend money, provide a night’s lodging. Over time, the mission may change, to take advantage of new opportunities or respond to new market conditions. Amazon.com changed its mission from being the world’s largest online bookstore to aspiring to become the world’s largest online store; eBay changed from running online auctions for collectors to running online auctions of all kinds of goods; and Dunkin’ Donuts switched its emphasis from doughnuts to coffee. To define its mission, a company should address Peter Drucker’s classic questions: 13 What is our business? Who is the customer? What is of value to the customer? What will our business be? What should our business be? These simple-sounding questions are among the most difficult a company will ever have to answer. Successful companies continuously raise and answer them. Organizations develop mission statements to share with managers, employees, and (in many cases) customers. A clear, thoughtful mission statement provides a shared sense of purpose, direction, and opportunity. Mission statements are at their best when they reflect a vision, an almost “impossible dream” that provides direction for the next 10 to 20 years. Sony’s former president, Akio Morita, wanted everyone to have access to “personal portable sound,” so his company created the Walkman and portable CD player. Fred Smith wanted to deliver mail anywhere in the United States before 10:30 AM the next day, so he created FedEx. Good mission statements have five major characteristics. 1. They focus on a limited number of goals. The statement “We want to produce the highestquality products, offer the most service, achieve the widest distribution, and sell at the lowest prices” claims too much. 2. They stress the company’s major policies and values. They narrow the range of individual discretion so employees act consistently on important issues. 3. They define the major competitive spheres within which the company will operate. Table 2.2 summarizes some key competitive dimensions for mission statements. 4. They take a long-term view. <strong>Management</strong> should change the mission only when it ceases to be relevant. 5. They are as short, memorable, and meaningful as possible. <strong>Marketing</strong> consultant Guy Kawasaki advocates developing three- to four-word corporate mantras rather than mission statements, like “Enriching Women’s Lives” for Mary Kay. 14 Compare the rather vague mission statements on the left with Google’s mission statement and philosophy on the right: To build total brand value by innovating to deliver customer value and customer leadership faster, better, and more completely than our competition. We build brands and make the world a little happier by bringing our best to you. Google Mission To organize the world’s information and make it universally accessible and useful. Google Philosophy Never settle for the best. 1. Focus on the user and all else will follow. 2. It’s best to do one thing really, really well. 3. Fast is better than slow. 4. Democracy on the Web works. 5. You don’t need to be at your desk to need an answer. 6. You can make money without doing evil. 7. There is always more information out there. 8. The need for information crosses all borders. 9. You can be serious without a suit. 10. Great just isn’t good enough. 15
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Marketing Management 14 PHILIP KOTL
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This book is dedicated to my wife a
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Kevin Lane Keller is widely recogni
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Contents Preface PART 1 CHAPTER 1 x
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COLLECTING INFORMATION AND FORECAST
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Conducting Marketing Research Good
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CONDUCTING MARKETING RESEARCH | CHA
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Creating Long-term Loyalty Relation
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CREATING LONG-TERM LOYALTY RELATION
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Analyzing Consumer Markets The aim
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Analyzing Business Markets Business
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Identifying Market Segments and Tar
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IDENTIFYING MARKET SEGMENTS AND TAR
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Creating Brand Equity One of the mo
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Crafting the Brand Positioning No c
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Competitive Dynamics To be a long-t
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Setting Product Strategy At the hea
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Designing and Managing Services As
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Developing Pricing Strategies and P
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Designing and Managing Integrated M
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Managing Mass Communications: Adver
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MANAGING MASS COMMUNICATIONS | CHAP
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Managing Personal Communications: D
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MANAGING PERSONAL COMMUNICATIONS |
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Introducing New Market Offerings Ne
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INTRODUCING NEW MARKET OFFERINGS |
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Tapping into Global Markets With ev
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Managing a Holistic Marketing Organ
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MANAGING A HOLISTIC MARKETING ORGAN
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APPENDIX | CHAPTER 22 653 • Marke
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APPENDIX | CHAPTER 22 655 Step 1: I
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APPENDIX | CHAPTER 22 657 keeping a
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Appendix SONIC MARKETING PLAN AND E
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Targeted Segment Customer Need Corr
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Samsung Galaxy S - Captivate Apple
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in February. Also, we will create b
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Chapter 4 Your next task is to cons
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• As a start-up company, what com
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Chapter 20 Knowing that the smart p
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Endnotes Chapter 1 1. Michael Learm
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Harvard Business School Press, 2004
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30. Queena Sook Kim, “Fisher-Pric
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Tabor, “Contributing Factors; Sev
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29. For an empirical comparison of
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75. Michael D. Johnson, and Fred Se
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Perspectives in Consumer Behavior (
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Theory and Measurement (New York: J
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25. Piet Levy, “Reeling in the Hu
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Chapter 8 1. Jonathan Schneider,
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57. Jerry Harkavy, “Colgate Buyin
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in-depth examination of how brand n
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79. John Milewicz and Paul Herbig,
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22. Kerry Capell, “Thinking Simpl
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29. Theodore Levitt, “Innovative
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Chapter 12 1. John Frank, “Beep!
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Room for Growth in Printer Market,
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23. W. Earl Sasser, “Match Supply
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Jaishankar Ganesh, Mark J. Arnold,
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Cosmetics,” Journal of Economic P
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72. For an interesting discussion o
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29. “Nike Says No to Blue-Light S
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80. Susan Fournier and Lara Lee,
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43. Ben Paynter, “Happy Hour,”
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22. Michael R. Solomon, Consumer Be
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Tribune, May 12, 2007; Avery Johnso
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Split Cable T.V. Advertising Experi
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29. Julia Angwin and Tom McGinty,
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Marketing?” Marketing NPV 3 (2006
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9. Stefan Wuyts, Shantanu Dutta, an
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Innovations,” Journal of Marketin
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89. Jordan Robertson, “How Nike G
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41. For some research method issues
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Global Strategies: A Contingency Mo
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Takes on Coffee Giants Cup by Cup,
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Metrics: 50+ Metrics Every Executiv
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Glossary A activity-based cost (ABC
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customer lifetime value (CLV) the n
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J jobbers small-scale wholesalers w
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personal communications channels tw
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target market the part of the quali
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Image Credits Chapter 1 page 2: New
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Free; page 619: Lou Linwei/Alamy Im
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Index Name Aaker, David A., 203 Aak
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McCausland, Tom, 7 McDonald, Bob, 6
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Andersen Consulting, 208, 209 Andro
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Disney Channel, 44, 178, 179 Disney
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IKEA, 5, 35, 37, 83, 179-80, 219, 2
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Nordstrom Rack, 148 North American
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StubHub, 73, 74, 412 Suave, 306 Sub
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African Americans, 77, 224 Age in d
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Channel integration and systems, 41
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Customer relationship in services,
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Family of procreation, 154 Farm pro
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Legal issues in advertising campaig
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Master brand, 260 Master franchisee
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Price, selecting final, 402-3 compa
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Retail sector, 356 Retail store, de
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Telemarketers, 558 Telemarketing, 5
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