3484-3205 Kotler MM 13e Media 22

22
Managing a Holistic Marketing Organization for the Long Run
Marketing Management
A South Asian Perspective, 13th ed
Chapter Questions
What are important trends in marketing practices? What are the keys to effective internal marketing? How can companies be responsible social marketers? How can a company improve its marketing skills? What tools are available to help companies monitor and improve their marketing activities?
Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.
22-2
GCMMF practices holistic marketing while empowering people
22-3
Trends in Marketing Practices

Reengineering Outsourcing Benchmarking Supplier partnering Customer partnering Merging Globalizing Flattening Focusing Accelerating Empowering
22-4
Organizing the Marketing Department

Functional Organization Geographic Organization Product- or Brand-Management Organization Market-Management Organization Matrix-Management Organization
22-5
Figure 22.1 Functional Organization
22-6
Tasks Performed by Brand Managers

Develop long-range and competitive strategy for each product Prepare annual marketing plan and sales forecast Work with advertising and merchandising agencies to develop campaigns Increase support of the product among channel members Gather continuous intelligence on product performance, customer attitudes Initiate product improvements
Copyright 2009 Dorling Kindersley (India) Pvt. Ltd. 22-7
Figure 22.2 The Product Managers Interactions
22-8
Figure 22.3 Vertical Product Team
PM = Product Manager APM = Associate PM PA = Product Assistant
22-9
Figure 22.3 Triangular Product Team

PM = Product Manager R = Market Researcher C = Communication Specialist
22-10
Figure 22.3 Horizontal Product Team
PM = Product Manager R = Market Researcher C = Communication Specialist S = Sales Manager D = Distribution Specialist F = Finance Specialist E = Engineer
22-11
Figure 22.4 Product/MarketingManagement Matrix System
22-12
Building a Creative Marketing Organization

Developing a company-wide passion for customers Organizing around customer segments instead of products Understanding customers through qualitative and quantitative research
22-13
How Can CEOs Create a Marketing-Focused Company?

Convince senior management of the need to become customer focused Appoint a senior marketing officer and marketing task force Get outside guidance Change the companys reward measurement and system Hire strong marketing talent
22-14
How Can CEOs Create a Marketing-Focused Company?

Develop strong in-house marketing training programs Install a modern marketing planning system Establish an annual marketing excellence recognition program Shift from a department focus to a processoutcome focus Empower the employees
22-15
Corporate Social Responsibility
Socially responsible behavior Ethical behavior Legal behavior

Top-Rated Companies for Social Responsibility

Microsoft Johnson & Johnson 3M Google Coca-Cola General Mills UPS Sony Toyota Procter & Gamble Amazon.com Whole Foods Walt Disney Honda Motor Fed Ex
22-17
Levis Eco Jeans Promotes Sustainability
22-18
What is Cause-Related Marketing?

Cause-related marketing is marketing that links the firms contributions to a designated cause to customers engaging directly or indirectly in revenue-producing transactions with the firm.
22-19
Cause-Related Marketing
22-20
Branding a Cause Marketing Program

Self-branded: Create Own Cause Program Co-branded: Link to Existing Cause Program Jointly branded: Link to Existing Cause Program
22-21
Possible Objectives for Social Marketing Campaigns
Cognitive
Action
Behavioral
Value
22-22
Key Success Factors for Social Marketing Programs

Study the literature and previous campaigns Chose target markets that are ready to respond Promote a single, doable behavior in clear, simple terms Explain the benefits in compelling terms Make it easy to adopt the behavior Develop attention-grabbing messages Consider an education-entertainment approach
Table 22.4 Social Marketing Planning Process Where are we? Where do we want to go? How will we get there? How will we stay on course?
22-24
Figure 22.5 The Control Process

What do we want to achieve? What is happening? Why is it happening? What should we do about it?
Types of Marketing Control

Annual plan control Profitability control Efficiency control Strategic control
Approaches to Annual Plan Control Sales analysis Market share analysis Sales-to-expense ratios Financial analysis Market-based scorecard analysis
22-27
Figure 22.6 The Control-Chart Model
22-28
Figure 22.7 Financial Model of Return on Net Worth
22-29
Table 22.8 Simplified Profit-and-Loss Statement
22-30
Marketing Profitability Analysis

Step 1: Identify functional expenses Step 2: Assign functional expenses to marketing entities Step 3: Prepare a profit-and-loss statement for each marketing entity
22-31
Table 22.9 Mapping Natural Expenses into Functional Expenses
22-32
Table 22.10 Bases for Allocating Functional Expenses to Channels
22-33
Table 22.11 Profit-and-Loss Statements for Channels
22-34
Types of Costs
Direct costs Traceable common costs Nontraceable common costs
22-35
Measures Tracked for Efficiency Control Logistics costs as a percentage of sales Percentage of orders filled correctly Percentage of on-time deliveries Number of billing errors
22-36
What is a Marketing Audit?

A marketing audit is a comprehensive, systematic, independent, periodic examination of a companys or business units marketing environment, objectives, strategies, and activities with a view to determining problem areas and opportunities, and recommending a plan of action to improve the companys marketing performance.
22-37
Characteristics of Marketing Audits

Comprehensive Systematic Independent Periodic
Marketing Debate
Is marketing management an art or a science? Take a position: 1. Marketing management is largely an artistic exercise and therefore highly subjective. or 2. Marketing management is largely a scientific exercise with well-established guidelines and criteria.
Marketing Discussion
How does cause or corporate social marketing affect your personal consumer behavior? Do you ever buy or not buy any products because of a companys environmental policies or programs? Why or why not?
22-40

3484-3205 Kotler MM 13e Media 22

Încărcat de

Informații document

Descriere originală:

Titlu original

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

3484-3205 Kotler MM 13e Media 22

Încărcat de

Drepturi de autor:

Formate disponibile

22

Managing a Holistic Marketing Organization for the Long Run

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

GCMMF practices holistic marketing while empowering people

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Trends in Marketing Practices

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Organizing the Marketing Department

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Figure 22.1 Functional Organization

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Tasks Performed by Brand Managers

Figure 22.2 The Product Managers Interactions

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Figure 22.3 Vertical Product Team

PM = Product Manager APM = Associate PM PA = Product Assistant

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Figure 22.3 Triangular Product Team

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Figure 22.3 Horizontal Product Team

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Figure 22.4 Product/MarketingManagement Matrix System

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Building a Creative Marketing Organization

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

How Can CEOs Create a Marketing-Focused Company?

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

How Can CEOs Create a Marketing-Focused Company?

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Corporate Social Responsibility

Socially responsible behavior Ethical behavior Legal behavior

Top-Rated Companies for Social Responsibility

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Levis Eco Jeans Promotes Sustainability

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

What is Cause-Related Marketing?

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Branding a Cause Marketing Program

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Possible Objectives for Social Marketing Campaigns

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Key Success Factors for Social Marketing Programs

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Figure 22.5 The Control Process

Types of Marketing Control

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Figure 22.6 The Control-Chart Model

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Figure 22.7 Financial Model of Return on Net Worth

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Table 22.8 Simplified Profit-and-Loss Statement

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Marketing Profitability Analysis

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Table 22.9 Mapping Natural Expenses into Functional Expenses

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Table 22.10 Bases for Allocating Functional Expenses to Channels

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Table 22.11 Profit-and-Loss Statements for Channels

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.

Copyright 2009 Dorling Kindersley (India) Pvt. Ltd.