Amstrong 02

Download as pptx, pdf, or txt
Download as pptx, pdf, or txt
You are on page 1of 47

Principles of Marketing

Kotler and Armstrong

Chapter 2:
Company and Marketing
Strategy
Partnering to Build Customer
Engagement, Value, and
Relationships

Copyright © 2016 Pearson Education, Inc . 2-1


Company and Marketing Strategy

Learning Objectives
• Objective 1: Explain company-wide strategic planning
and its four steps.

• Objective 2: Discuss how to design business portfolios


and develop growth strategies.

• Objective 3: Explain marketing’s role in strategic


planning and how marketing works with its partners to
create and deliver customer value.
Copyright © 2016 Pearson Education, Inc. 2-2
Company and Marketing Strategy
Learning Objectives

• Objective 4: Describe the elements of a


customer value-driven marketing strategy and
mix, and the forces that influence it.

• Objective 5: List the marketing management


functions, including the elements of a marketing
plan, and discuss the importance of measuring
and managing marketing return on investment.

Copyright © 2016 Pearson Education, Inc. 2-3


Why did Gojek and
Tokopedia decide to
join? what are the
advantages for both?

4
Company and Marketing Strategy
Learning Objective 1

• Explain company-wide strategic planning and its four


steps.
Company-Wide Strategic Planning: Defining
Marketing’s Role
- Strategic Planning
- Steps in Strategic Planning
- Defining a Market-Oriented Mission
- Setting Company Objectives and Goals

Copyright © 2016 Pearson Education, Inc. 2-5


Company-Wide Strategic Planning
Strategic Planning

Strategic planning is the process of developing and


maintaining a strategic fit between the organization’s
goals and capabilities, and its changing marketing
opportunities.

Copyright © 2016 Pearson Education, Inc . 2-6


Selecting Marketing-Oriented Strategy vs.
Production-Oriented Strategy

Production-oriented manager sees Marketing-oriented manager sees


everyone as basically similar and everyone as different and
practices “mass marketing” practices “target marketing”
Company and Marketing Strategy
Learning Objective 1

Steps in strategic Planning:

Business Unit, product and


Corporate level Marketing Level

Designing the Setting Company Designing the Planning Marketing and


Company Objective and Goals Business other function strategies
Mission Portfolio

Copyright © 2016 Pearson Education, Inc. 2-8


Company and Marketing Strategy
Learning Objective 1
• Defining a Market Orientation Mission:

Mission Statement
A statement of the organizational purpose – what it wants
to accomplish the larger environment
• Mission Statement should answer:
• Who is our business?
• Who is the customer?
• What do customer value?
• What should our business do?
2-9
Copyright © 2016 Pearson Education, Inc.
Company and Marketing Strategy
Learning Objective 1

Example Astra Honda Motor Mission Statement

AHM ingin menjadi pemimpin pasar sepeda motor di Indonesia dan


menjadi pemain kelas dunia, dengan mewujudkan impian konsumen,
menciptakan kegembiraan bagi konsumen dan berkontribusi kepada
masyarakat Indonesia melalui menciptakan solusi mobilitas bagi
masyarakat dengan produk dan pelayanan terbaik.

2-10
Copyright © 2016 Pearson Education, Inc.
Company and Marketing Strategy
Learning Objective 1

• Mission statements should . . .


• Serve as a guide for what the organization wants to accomplish.
• Be “market-oriented” rather than “product-oriented”.
• Realistic and specifics.
• Fit with the market environment.
• Be motivating.

Copyright © 2016 Pearson Education, Inc. 2-11


Company and Marketing Strategy
Learning Objective 1

• Mission statements guide the development of


objectives and goals.
• Objectives are developed at each level in the organization
hierarchy.
• Strategies are developed to accomplish these objectives.

Copyright © 2016 Pearson Education, Inc. 2-12


Company and Marketing Strategy
Learning Objective 2

• Discuss how to design business portfolios and


develop growth strategies.

Designing the Business Portfolio

Copyright © 2016 Pearson Education, Inc. 2-13


Designing the Business Portfolio

The business portfolio is the collection of businesses and


products that make up the company.
Portfolio analysis is a major activity in strategic planning
whereby management evaluates the products and
businesses that make up the company.

Copyright © 2016 Pearson Education, Inc . 2-14


Designing the Business Portfolio

Strategic business units can be a


• Company division
• Product line within a division
• Single product or brand

2-15
Copyright © 2016 Pearson Education, Inc .
Designing the Business Portfolio

Analyzing the Current Business Portfolio

Growth-share matrix is a portfolio-planning


method that evaluates a company’s SBUs in
terms of market growth rate and relative
market share.

Copyright © 2016 Pearson Education, Inc . 2-16


Designing the Business Portfolio
Analyzing the Current Business Portfolio

BCG Growth-share matrix

High Question
Market Stars
Marks
Growth

Low Cash
Dogs
Market Cows
Growth

High Relative Low Relative


Market Share Market Share

Copyright © 2016 Pearson Education, Inc . 2-17


Designing the Business Portfolio

• Determine the future role of each SBU


and choose the appropriate resource
allocation strategy:
• Build Question Mark
• Hold Star
• Harvest Cash Cow
• Divest Dog
• SBUs change positions over time

Copyright © 2016 Pearson Education, Inc . 2-18


Designing the Business Portfolio
Problems with Matrix Approaches

• Difficulty in defining SBUs and measuring market


share and growth
• Time consuming
• Expensive
• Focus on current businesses, not future planning

Copyright © 2016 Pearson Education, Inc . 2-18


Designing the Business Portfolio

Developing Strategies for Growth and Downsizing

Product/market expansion grid looks at new products,


existing products, new markets, and existing markets
for company growth opportunities.

Copyright © 2016 Pearson Education, Inc . 2-20


Designing the Business Portfolio

Developing Strategies for Growth and Downsizing

Existing Products New Products

Existing Market Penetration Product Development


Markets

New
Market Development Diversification
Markets

Copyright © 2016 Pearson Education, Inc . 2-21


Designing the Business Portfolio
Developing Strategies for Growth and Downsizing

Copyright © 2016 Pearson Education, Inc. 2-22


Designing the Business Portfolio

Developing Strategies for Growth and Downsizing

Downsizing is when a company must prune, harvest,


or divest businesses that are unprofitable or that no
longer fit the strategy.

Copyright © 2016 Pearson Education, Inc . 2-23


Company and Marketing Strategy

Learning Objective 3

• Explain marketing’s role in strategic planning and


how marketing works with its partners to create
and deliver customer value.

Planning Marketing: Partnering to Build


Customer Relationships

Copyright © 2016 Pearson Education, Inc . 2-24


Planning Marketing: Partnering to Build
Customer Relationships
Partnering with Other Company Departments

Value chain is a series of departments that carry


out value-creating activities to design, produce,
market, deliver, and support a firm’s products.

Copyright © 2016 Pearson Education, Inc . 2-25


Planning Marketing: Partnering to Build
Customer Relationships
Partnering with Other Company Departments

Copyright © 2016 Pearson Education, Inc . 2-26


Planning Marketing: Partnering to Build
Customer Relationships
Partnering with Other Company Departments

Copyright © 2016 Pearson Education, Inc . 2-27


Planning Marketing: Partnering to Build
Customer Relationships

Partnering with Others in the Marketing System


Value delivery network is made up of the
company, suppliers, distributors, and ultimately
customers who partner with each other to
improve performance of the entire system.

Copyright © 2016 Pearson Education, Inc . 2-28


Planning Marketing: Partnering to Build
Customer Relationships
Partnering with Others in the Marketing System

Copyright © 2016 Pearson Education, Inc . 2-29


Company and Marketing Strategy

Learning Objective 4

• Describe the elements of a customer value-driven


marketing strategy and mix, and the forces that
influence it

Marketing Strategy and the Marketing Mix

Copyright © 2016 Pearson Education, Inc . 2-30


Marketing Strategy and the Marketing Mix

Customer Value-Driven Marketing Strategy

Marketing strategy is the marketing logic by


which the company hopes to create customer
value and achieve profitable customer
relationships.

Copyright © 2016 Pearson Education, Inc . 2-31


Marketing Strategy and the Marketing Mix
Customer Value-Driven Marketing Strategy

Market segmentation is the division of a market into distinct groups


of buyers who have different needs, characteristics, or behaviors
and who might require separate products or marketing mixes.

Market segment is a group of consumers who respond in a similar


way to a given set of marketing efforts.

Copyright © 2016 Pearson Education, Inc . 2-32


Marketing Strategy and the Marketing Mix
Customer Value-Driven Marketing Strategy

Market targeting is the process of evaluating each market segment’s


attractiveness and selecting one or more segments to enter.

Market positioning is the arranging for a product to occupy a clear,


distinctive, and desirable place relative to competing products in
the minds of target consumers.

Differentiation begins the positioning process.

Copyright © 2016 Pearson Education, Inc . 2-33


Marketing Strategy and the Marketing Mix

Developing an Integrated Marketing Mix

Marketing mix is the set of controllable, tactical marketing


tools—product, price, place, and promotion—that the
firm blends to produce the response it wants in the target
market.

Copyright © 2016 Pearson Education, Inc . 2-34


Marketing Strategy and the Marketing Mix

Developing an Integrated Marketing Mix

• Strategy leads to tactics by way of the marketing


mix:
• The “Four Ps” – product, price, place, promotion
(seller viewpoint)
• The “Four Cs” – customer solution, cost, convenience,
and communication (customer viewpoint)

Copyright © 2016 Pearson Education, Inc . 2-35


Marketing Strategy and the Marketing Mix
Developing an Integrated Marketing Mix
• Product means goods and services combination the company offers to
the target market

• Price amount of money customer have to pay to obtain the product

• Place include company activities that make the product available to


target market

• Promotion means activities that communication the merits of product


and persuade target customer to buy
Copyright © 2016 Pearson Education, Inc . 2-36
Marketing Strategy and
The Marketing Mix
Developing an Integrated Marketing Mix

Copyright © 2016 Pearson Education, Inc . 2-37


Copyright © 2016 Pearson Education, Inc . 2-38
Company and Marketing Strategy
Learning Objective 5

• List the marketing management functions, including the


elements of a marketing plan, and discuss the importance
of measuring and managing marketing return on
investment.

Managing the Marketing Effort


Measuring and Managing Return on Marketing
Investment

Copyright © 2016 Pearson Education, Inc . 2-39


Managing the Marketing Effort

Copyright © 2016 Pearson Education, Inc . 2-40


Managing the Marketing Effort

SWOT analysis

A overall evaluation of the company’s Strength (S),


Weaknesses (W), Opportunity (O) and Threats (T)

Copyright © 2016 Pearson Education, Inc . 2-41


Managing the Marketing Effort
SWOT analysis

Copyright © 2016 Pearson Education, Inc . 2-42


Managing the Marketing Effort
Marketing Implementation

• Turning marketing strategies and plans into


marketing actions to accomplish strategic
marketing objectives

• Addresses what, who, where, when, and how

Copyright © 2016 Pearson Education, Inc . 2-43


Managing the Marketing Effort

Marketing Control
Process of measuring and evaluating the result of marketing
strategic and plan and taking correction action to ensure that
objective are achieved

• Evaluating results
• Taking corrective action
• Operating control
• Strategic control

Copyright © 2016 Pearson Education, Inc . 2-44


Managing the Marketing Effort

Marketing Audit
A comprehensive, systematic, independent and periodic
examination of a company’s environment, objective,
strategies and activity to determine problem areas and
opportunities and to recommend a plan of action to improve
the company’s marketing performance

Copyright © 2016 Pearson Education, Inc . 2-45


Measuring and Managing
Return on Marketing Investment

Return on Marketing Investment (Marketing ROI)


• Net return from a marketing investment divided by
the costs of the marketing investment

• Measurement of the profits generated by


investments in marketing activities

Copyright © 2016 Pearson Education, Inc . 2-45


Measuring and Managing
Return on Marketing Investment

Copyright © 2016 Pearson Education, Inc . 2-47

You might also like