MARKETING MODEL Based MANAGEMENT & STRATEGIC MARKETING MODELING
STRATEGIC MARKETING STATUS QUO
STRATEGIC MARKETING META-MODEL
STRATEGIC MARKETING MODEL BUILDING PROCESS
SUCCESSFUL MARKETING MODEL INNOVATIONS
ADOPT – ADAPT - IMPROVE
MODEL BASED MARKETING MANAGEMENT
MARKETING MODEL BASED AGILITY & CHANGE
MARKETING MODEL Based MANAGEMENT
is a representation, generally in miniature,
to show the construction or appearance of something.
A model catches and represents in a simplified and comprehensive way the complex nature ofthe environment in which the business is to be developed and managed.
Marketing Model depicts the fundamental idea and mechanism of how an organization creates,delivers, and captures value in economic, social, technological, cultural or other marketcontexts and frameworks.
Strategic Marketing Model
delivers a rationale and a system of interactions with markets/environment, including scenarios understanding, brand(s) purpose, vision, target customers, mission, market
positioning and portfolio proposal definitions, as well as marketing and development strategies.
Strategic Marketing Management Model,
in addition, indicates the organization value chain needed for the Strategic Marketing Model availment, within the company management processes.
MARKETING MODEL Based MANAGEMENT
Model Based Management
refers to the activity of managing and making decisions regarding the future direction
of a business, processes, or systems based on information obtained
from models that document a specific business context.
A Marketing Model,
in particular, designs a concept of the market multidimensional reality, putting the market and people perspective in the center of the whole sight. If introduced and employed within
management processes, it assures an absolute devotion to the customer and an automatic alignment between the company and customer value creation.
STRATEGIC MARKETING MODELING
Company Management Processes
Strategic & OperationalMarketing Modeling
The final MARKETING MOLECULE MODEL resulting from the previous MM ZOOMING activities includes four management areas:
• The Blue area – means the “future” and corresponds to the identification and formulation of the next previewed situation; it includes a vision statement, a definition of potential markets, and the setting of a company’s business objectives. “Blue Sky” is also a motivational area.• The Green area – depicts the “present” and the company’s comfort zone: current (and eventually past) internal and external business and social environments, main values, culture and heritage, core competencies, and the company’s achieved results and performance.
• The Red area – represents “value” and more precisely “value creation.” To the red area belongs: a mission statement and a proposition of a company’s values, through which the main target markets and the offering and its desired competitive positioning are described.
• The Orange area – acts for “action”; it defines all strategic and operational activities and behaviors that must be managed and carried out in order to bridge the present and the future and to create value for the company and its stakeholders. The “orange” components of the marketing model are: company/brand behaviors, strategic priorities, marketing and development strategies, and actionable projects, with their supporting front-end and backstage marketing processes and their interface and integration with the other processes in a company or business system.
ZOOM IN THE MARKETING MOLECULE MODEL
MARKETING MOLECULE MODEL
STRATEGIC MARKETING META-MODEL WORKING AREAS
Case-study evaluation, planning, organizational change, project activation, and monitoring add the execution area (the Grey area) to the marketing model. Within the Grey area, MOLECULAR MARKETING operational processes are defined, and altogether with green, blue, red, and orange areas, they define an MM MANAGEMENT MODEL.
The output of MM ZOOMING processes differs in many aspects from the “classic” result of traditional linear and hierarchical planning:
• First, it defines an MM MANAGEMENT MODEL and not simply a marketing plan; • Second, a modular structure of the MARKETING MOLECULE and project system allows higher flexibility within turbulent markets;• Third, an MM MODEL building process is not objective-driven, but vision-driven; • Fourth, there is no rigid distinction between strategic and operational levels.
MM ZOOMING DISTINGUISHED BENEFITS
STRATEGIC MARKETING MANAGEMENT META-MODEL WORKING AREAS
Management, unlike science, is entirely FUTURE-ORIENTED.
When all marketing efforts are aligned and create a unique bundled set, unprecedented system quality, efficiency, flexibility, and speed could become new competitive advantages for the company.
The best convergent lenses that offer such a “unified” effect and eventually exclude from the set (next defined as MARKETING MOLECULE) some improbable elements are: the brand, its positioning, and the mission statement. For this kind of filtering, the brand is perceived as an “umbrella” brand, a company brand that represents and integrates all selected MM ELEMENTS through its essence, personality, and tangible manifestations.
Correct brand management creates incredible economies of scale along with promotion and selling processes, and it accelerates and simplifies the introduction of new MM ELEMENTS into the offering.
Subsequently, a desired future positioning of the branded offering is specified. The main assumed competitors and benchmarking brands are identified and their potential impact and performance are evaluated.
A clear brand identity and its positioning, a company’s vision, purposes, values, heritage, and core competencies, are integrated (and reviewed) and allow for the formulation of a company (or project) mission statement.
STRATEGIC ALIGNMENT LENSES
I WORKING FIELD
COMPETITIVE ANALYSISII TARGETING
II WORKING FIELD
III WORKING FIELD
In the first step, a large depth of field (in photography, it means a very small diaphragm aperture) permits a relatively sharp rendering of the future and of the company vision; and in the second step, a shallow depth with a widely open camera focuses on the present.
The first aspect means that the whole MOLECULAR MARKETING planning process will start with a very clear vision or business idea, in terms of the internal company life and the external market perception (or even potential influence).
The second aspect of the “big picture” concerns the present and the partially past situation of a company in terms of its values, core competencies, and fundamental behaviors, as well as attitudes to which all company activities will be subordinated, from today to the distant future.
These activities delimit the company’s ethical area, its cultural and professional heritage, and the essential and long-lasting brand-identity dimensions
A “big picture” defines a first actionable management link between the future and the present, through the activation of a company’s shared behaviors that embody its values and motivational purposes and lead to the declared vision.
A BIG PICTURE; WIDE ANGLE ON THE PRESENT, DEEP DEPTH OF THE FUTURE FIELD