MARKETING MANAGEMENT 12th edition 22 Managing a Holistic Marketing

							     MARKETING MANAGEMENT
           12th edition


                              22
              Managing a Holistic
                      Marketing
                   Organization




Kotler                      Keller
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
implementation skills?
What tools are available to help companies
monitor and improve their marketing activities?

                                                22-2
Trends in Marketing Practices
 Reengineering         Globalizing
 Outsourcing           Flattening
 Benchmarking          Focusing
 Supplier partnering   Accelerating
 Customer partnering   Empowering
 Merging




                                      22-3
Organizing the Marketing Department

 Functionally
 Geographically
 By product
 By brand
 By market
 Matrix
 By corporate/division

                                      22-4
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.                22-5
Role of Marketing at the
Corporate Level
 To promote a culture of customer
 orientation
 To be an advocate for the customer
 To assess market attractiveness
 To develop firm’s overall value proposition,
 the vision, and articulation of how it
 proposes to deliver superior value to
 customers
                                           22-6
Corporate Social Responsibility

 Legal behavior
 Ethical behavior
 Socially responsible behavior




                                  22-7
Top-Rated Companies for
Social Responsibility
 Johnson & Johnson   IBM
 Coca-Cola           McDonald’s
 Wal-Mart            3M
 Anheuser-Busch      UPS
 Hewlett-Packard     FedEx
 Walt Disney         Target
 Microsoft           Home Depot



                                  22-8
Cause-Related Marketing


  Marketing that links the firm’s contributions
     to a designated cause to customers
       engaging directly or indirectly in
       revenue-producing transactions
                 with the firm.




                                                  22-9
Corporate Social Marketing


     Marketing efforts that have at least
     one non-economic objective related
      to the social welfare and uses the
          resources of the company
              and/or its partners.




                                            22-10
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




                                      22-11
Social Marketing Campaigns

 Cognitive
 Action
 Behavioral
 Value




                             22-12
Social Marketing Planning Process

 Where are we?
 Where do we want to go?
 How will we get there?
 How will we stay on course?




                                    22-13
Necessary Skills for Implementing
Marketing Programs

 Diagnostic skills
 Identification of company level
 Implementation skills
 Evaluation skills



                                    22-14
The Control Process

 What do we want to achieve?
 What is happening?
 Why is it happening?
 What should we do about it?




                               22-15
Types of Marketing Control

 Annual plan control
 Profitability control
 Efficiency control
 Strategic control




                             22-16
Marketing Audit

   Comprehensive, systematic, independent
      periodic examination of a company’s
           or business unit’s marketing
   environment, objectives, strategies, and
       activities with a view to determining
        problem areas and opportunities,
                and recommending
            a plan of action to improve
    the company’s marketing performance.

                                               22-17
Characteristics of Marketing Audits
(See Table 22.5)
 Comprehensive
 Systematic
 Independent
 Periodic




                                      22-18