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Defining Marketing
for the 21st Century

Marketing Management, 13th ed


Chapter Questions
• Why is marketing important?
• What is the scope of marketing?
• What are some fundamental marketing
concepts?
• How has marketing management
changed?
• What are the tasks necessary for
successful marketing management?

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-2


What is Marketing?

Marketing is an organizational function


and a set of processes for creating,
communicating, and delivering value
to customers and for managing
customer relationships
in ways that benefit the
organization and its stakeholders.

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-3


What is Marketing Management?

Marketing management is the


art and science
of choosing target markets
and getting, keeping, and growing
customers through
creating, delivering, and communicating
superior customer value.

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-4


What is Marketing Management?

Marketing is societal process by


which individuals and groups obtain
What they need and want through
Creating, offering, and freely
Exchanging products and services
Of value with others

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-5


Exchange and Transaction

• Exchange is the process of obtaining a


desired product from someone by
offering something in return

• There are at least two parties


• Each party has something that might be of value to other
part
• Each party is capable of communication & delivery
• Each party is free to accept or reject
• Each party believes it is desirable to deal with other party.

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-6


Exchange and Transaction

• A transaction is trade of values


between two or more parties
• One of the traded value is not always
money…i.e. barter
• Transaction differs from transfer

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-7


What is Marketed?

• Goods • Places and


• Services properties
• Events and • Organizations
experiences • Information
• Persons • Ideas

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-8


Demand States

• Negative – Consumers dislike the product and


may even pay a price to avoid it

• Nonexistent – Consumers may be unaware or


uninterested in the product

• Latent – Consumers may share a strong need


that cannot be satisfied by an existing product

• Declining – Consumers begin to buy the product


less frequently

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-9


Demand States

• Irregular – Consumer purchases vary on a


seasonal, monthly, or daily basis
• Unwholesome – Consumers might be
attracted to a product with undesirable social
consequences
• Full – Consumers are buying all put for
selling in the marketplace

• Overfull – More consumers would like to buy


the product than can be satisfied
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Markets

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-11


Markets

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Key Customer Markets

• Consumer markets
• Business markets
• Global markets
• Nonprofit/Government markets

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Company Orientations

• Production
• Product
• Selling
• Marketing

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-14


Marketing Mix and the Customer

Four Ps Four Cs
• Product • Customer
• Price solution
• Place • Customer cost
• Promotion • Convenience
• Communication

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-15


Core Concepts

• Needs, wants, and • Marketing


demands channels
• Target markets, • Supply chain
positioning, • Competition
segmentation • Marketing
• Offerings and environment
brands • Marketing
• Value and planning
satisfaction

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-16


Marketing Management Tasks

• Developing • Shaping market


marketing offerings
strategies • Delivering value
• Capturing • Communicating
marketing insights value
• Connecting with • Creating long-
customers term growth
• Building strong
brands

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-17


Functions of CMOs

• Strengthening the brands


• Measuring marketing effectiveness
• Driving new product development
based on customer needs
• Gathering meaningful customer insights
• Utilizing new marketing technology

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-18


Figure 1.3 Improving CMO Success
(cont.)
• Make the mission and responsibilities clear
• Fit the role to the marketing culture and
structure
• Ensure the CMO is compatible with the CEO
• Remember that show people don’t succeed
• Match the personality with the CMO type
• Make line managers marketing heroes
• Infiltrate the line organization
• Require right-brain and left-brain skills

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-19


New Consumer Capabilities
• A substantial increase in buying power
• A greater variety of available goods and
services
• A great amount of information about
practically anything
• Greater ease in interacting and placing and
receiving orders
• An ability to compare notes on products and
services
• An amplified voice to influence public opinion

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-20


Internal Marketing

Internal marketing is the task of


hiring, training, and motivating able
employees who want to serve
customers well.

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-21


Performance Marketing

• Financial Accountability • Social Initiatives


• Social Responsibility • Corporate social
Marketing marketing
• Cause marketing
• Corporate philanthropy
• Corporate community
involvement
• Socially responsible
business practices

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-22


Marketing Management Tasks

• Develop market strategies and plans


• Capture marketing insights
• Connect with customers
• Build strong brands
• Shape market offerings
• Deliver value
• Communicate value
• Create long-term growth

Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1-23

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