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Planning, Implementing, and Controlling Marketing Strategies Chapter 2 Chris Schrage

Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

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Page 1: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

Planning, Implementing, and Controlling Marketing

StrategiesChapter 2

Chris Schrage

Page 2: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

Chris Schrage

Page 3: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

Strategic Planning

Marketing Strategy

Marketing Plan

• The analysis of meeting target market’s needs

• Written documentation concerning implementation and control

Page 4: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

SWOT

Strengths Weaknesses

Opportunities Threats

Internal

External

Page 5: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

Strategy Levels

Mission Statement

Corporate Strategy

Business-Unit Strategy

Marketing Strategy

Marketing Mix Elements

Page 6: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

PEPSICO

Our Mission

Our mission is to be the world's premier consumer products company focused on convenient foods and beverages. We seek

to produce financial rewards to investors as we provide opportunities for growth and enrichment to our employees,

our business partners and the communities in which we operate. And in everything we do, we strive for honesty,

fairness and integrity.

PepsicoAmericas Foods

Frito-Lay

North America Brands

International Brands

Quaker Oats

North American Brands

International Brands

Latin America Foods and

Snacks

Sabritas

Gamesa

PepsicoAmericas Beverages

PepsiCo Beverages Americas

Pepsi Beverage Company

Pepsico EuropePepsico Asia, Middle East,

Africa

Page 7: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s
Page 8: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

BCG Matrix

Star ?

Cash

CowDog

Page 9: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

Target Market

The group or groups of individuals that a company feels most appropriate for

selling its product

MassNiche

Segments

Page 10: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

Organization

• Structuring the method of grouping resources and processes

• Allows for efficient use of resources in customer service

Page 11: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

ALTERNATIVE THEORIEN DER ORGANISATIONSSTRUKTUR

TRADITIONELL RUSSISCH POLNISCH AMERIKANISCH

ARABISCH CHINESISCH FRAUENBEWEGUNG KOLONIAL-AFRIKAN

VATIKAN LATINAMERIKANISCH ITALIENISCH SAP AG

.

.

.

Page 12: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

Appropriate Organization

Design

Environment•Stable/unstable•Differentiation/

integration

Size & life

cycle•Birth•Youth •Mid-life•Stable-maturity

Techology•Unit or small batch•Mass production•Continuous process

People•Values•Corporate culture•Preferences

Strategy

Page 13: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

Functional

Human

Resources

Accounting Manufacturing Marketing

Page 14: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

Divisional

H.R. Accounting Manufacturing Marketing

Product

Division 1

H.R. Accounting Manufacturing Marketing

Product

Division 2

TypesProductRegionalCustomerProcess

Page 15: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

Control Process

Page 16: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

Total Quality Management (TQM)

• Employee involvement

• Focus on the customer

• Benchmarking

• Continuous Improvement

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Page 17: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

TOOLS of TQM

• Check Sheets

• Scatter Diagrams

• Cause-and-Effect Diagrams– Fish bone chart

• Pareto Charts

• Flowcharts

• Histograms

• SPC-Statistical Process Control

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Page 18: Planning, Implementing, and Controlling Marketing Strategiesschragec/Chapter 2.pdf · 2011. 8. 30. · Marketing Strategy Marketing Plan •The analysis of meeting target market’s

Armand V. Feigenbaum

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Originator of Total Quality Management

Continuous Management Innovation