Marketing Management Arab World Edition Kotler Keller Hassan
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![Marketing Management Arab World Edition Kotler, Keller, Hassan, Baalbaki and Shamma Chapter 22 Managing Marketing Management Arab World Edition Kotler, Keller, Hassan, Baalbaki and Shamma Chapter 22 Managing](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-2.jpg)
Marketing Management Arab World Edition Kotler, Keller, Hassan, Baalbaki and Shamma Chapter 22 Managing a Holistic Marketing Organization for the Long Run
![Chapter Questions 1. What are important trends in marketing practices? 2. What are the Chapter Questions 1. What are important trends in marketing practices? 2. What are the](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-3.jpg)
Chapter Questions 1. What are important trends in marketing practices? 2. What are the keys to effective internal marketing? 3. How can companies be responsible social marketers? 4. How can a company improve its marketing skills? 5. What tools are available to help companies monitor and improve their marketing activities? Copyright © 2012 Pearson Education 22 -2
![Trends in Marketing Practices Chapter Question 1: What are important trends in marketing practices? Trends in Marketing Practices Chapter Question 1: What are important trends in marketing practices?](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-4.jpg)
Trends in Marketing Practices Chapter Question 1: What are important trends in marketing practices? To respond to the changing environment, companies can restructure their business and marketing practices by: • Reengineering • Globalizing • Outsourcing • Flattening • Benchmarking • Focusing • Supplier partnering • Accelerating • Customer partnering • Empowering • Merging Copyright © 2012 Pearson Education 22 -3
![Chapter Question 2: What are the keys to effective internal marketing? Internal Marketing • Chapter Question 2: What are the keys to effective internal marketing? Internal Marketing •](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-5.jpg)
Chapter Question 2: What are the keys to effective internal marketing? Internal Marketing • Internal marketing requires that everyone in the organization buys into the concepts and goals of marketing. • Companies can succeed at marketing only when all employees see their own job is to create, serve and satisfy customers. Copyright © 2012 Pearson Education 22 -4
![Organizing the Marketing Department Chapter Question 2: What are the keys to effective internal Organizing the Marketing Department Chapter Question 2: What are the keys to effective internal](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-6.jpg)
Organizing the Marketing Department Chapter Question 2: What are the keys to effective internal marketing? Marketing departments can be organized in different ways: 1. Functional organization Fig. 22. 1: Functional Organization 2. Geographic organization • Organizes sales force on geographic lines • May include area marketing specialists to support sales Copyright © 2012 Pearson Education 22 -5
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Organizing the Marketing Department Chapter Question 2: What are the keys to effective internal marketing? (list cont’d) 3. Product- or brand-management organization Kraft has category managers for its different cereals: nutritional, presweetened, family, and so on. Fig. 22. 2: The Product Manager’s Interactions Copyright © 2012 Pearson Education 22 -6
![Organizing the Marketing Department Chapter Question 2: What are the keys to effective internal Organizing the Marketing Department Chapter Question 2: What are the keys to effective internal](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-8.jpg)
Organizing the Marketing Department Chapter Question 2: What are the keys to effective internal marketing? (list cont’d) 3. Product- or brand-management organization Tasks performed by product or brand managers: • Develop long-range and competitive strategy for the 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 © 2012 Pearson Education 22 -7
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Organizing the Marketing Department (list cont’d) Chapter Question 2: What are the keys to effective internal marketing? 4. Market-management organization • Activities can be organized according to different markets or customer segments. 5. Matrix-management organization • Companies producing many products for many markets may adopt matrix organization Fig. 22. 4: Product. Market. Management Matrix System Copyright © 2012 Pearson Education 22 -8
![Building a Creative Marketing Organization Chapter Question 2: What are the keys to effective Building a Creative Marketing Organization Chapter Question 2: What are the keys to effective](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-10.jpg)
Building a Creative Marketing Organization Chapter Question 2: What are the keys to effective internal marketing? Becoming market- and customer-driven requires: • Developing a company-wide passion for customers. • Organizing around customer segments instead of products. • Understanding customers through qualitative and quantitative research. Copyright © 2012 Pearson Education 22 -9
![Building a Creative Marketing Organization Chapter Question 2: What are the keys to effective Building a Creative Marketing Organization Chapter Question 2: What are the keys to effective](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-11.jpg)
Building a Creative Marketing Organization Chapter Question 2: What are the keys to effective internal marketing? What steps can a CEO take to create a customer-focused company? 1. Convince senior management of the need to become customer focused. 2. Appoint a senior marketing officer and marketing task force. 3. Get outside guidance. 4. Change the company’s reward measurement and system. 5. Hire strong marketing talent. 6. Develop strong in-house marketing training programs. Copyright © 2012 Pearson Education 7. Install a modern marketing planning system. 8. Establish an annual marketing excellence recognition program. 9. Shift from a department focus to a process-outcome focus. 10. Empower the employees. 22 -10
![Building a Creative Marketing Organization Being customer-oriented isn’t enough on its own. The company Building a Creative Marketing Organization Being customer-oriented isn’t enough on its own. The company](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-12.jpg)
Building a Creative Marketing Organization Being customer-oriented isn’t enough on its own. The company must also be creative. Copyright © 2012 Pearson Education 22 -11 Chapter Question 2: What are the keys to effective internal marketing?
![Socially Responsible Marketing Corporate Social Responsibility Socially responsible marketing relies on proper: • Legal Socially Responsible Marketing Corporate Social Responsibility Socially responsible marketing relies on proper: • Legal](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-13.jpg)
Socially Responsible Marketing Corporate Social Responsibility Socially responsible marketing relies on proper: • Legal behavior • Ethical behavior • Social responsibility behavior • Sustainability Copyright © 2012 Pearson Education 22 -12 Chapter Question 3: How can companies be responsible social marketers?
![Chapter Question 3: How can companies be responsible social marketers? Cause-Related Marketing Cause-related marketing Chapter Question 3: How can companies be responsible social marketers? Cause-Related Marketing Cause-related marketing](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-14.jpg)
Chapter Question 3: How can companies be responsible social marketers? Cause-Related Marketing Cause-related marketing links the firm’s contributions to a designated cause to customers engaging directly or indirectly in revenue-producing transactions with the firm. Copyright © 2012 Pearson Education 22 -13
![Chapter Question 3: How can companies be responsible social marketers? Cause-Related Marketing Cause-Marketing Benefits Chapter Question 3: How can companies be responsible social marketers? Cause-Related Marketing Cause-Marketing Benefits](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-15.jpg)
Chapter Question 3: How can companies be responsible social marketers? Cause-Related Marketing Cause-Marketing Benefits and Costs Consumers may develop a strong, unique bond with the firm that transcends normal marketplace transactions. Cause marketing can 1. build brand awareness, 2. enhance brand image, 3. establish brand credibility, 4. evoke brand feelings, 5. create a sense of brand community, 6. elicit brand engagement. (RED) was a highly publicized effort to raise money for AIDS relief in Africa through partnerships with iconic brands. Copyright © 2012 Pearson Education 22 -14
![Chapter Question 3: How can companies be responsible social marketers? Social Marketing What is Chapter Question 3: How can companies be responsible social marketers? Social Marketing What is](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-16.jpg)
Chapter Question 3: How can companies be responsible social marketers? Social Marketing What is social marketing? • Cause-related marketing supports a cause. • Social marketing by nonprofit or government organizations furthers a cause, such as ‘exercise more and eat better. ’ • Social marketing campaigns may have objectives related to changing people’s cognition, values, actions or behaviors. Copyright © 2012 Pearson Education 22 -15
![Chapter Question 3: How can companies be responsible social marketers? Social Marketing Key success Chapter Question 3: How can companies be responsible social marketers? Social Marketing Key success](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-17.jpg)
Chapter Question 3: How can companies be responsible social marketers? Social Marketing Key success factors in developing a social marketing program: • Study the literature and previous campaigns. • Choose target markets that are ready to respond. • Promote a single, do-able behavior in clear, simple terms. • Explain the benefits in compelling terms. • Make it easy to adopt the behavior. • Develop attention-grabbing messages and media. • Consider an education-entertainment approach. Copyright © 2012 Pearson Education 22 -16
![Chapter Question 3: How can companies be responsible social marketers? Social Marketing Box 22. Chapter Question 3: How can companies be responsible social marketers? Social Marketing Box 22.](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-18.jpg)
Chapter Question 3: How can companies be responsible social marketers? Social Marketing Box 22. 4: Social Marketing Planning Process Copyright © 2012 Pearson Education 22 -17
![Marketing Implementation Chapter Question 4: How can a company improve its marketing skills? Marketing Marketing Implementation Chapter Question 4: How can a company improve its marketing skills? Marketing](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-19.jpg)
Marketing Implementation Chapter Question 4: How can a company improve its marketing skills? Marketing implementation is the process that turns marketing plans into action assignments and ensures they accomplish the plan’s stated objectives. Copyright © 2012 Pearson Education 22 -18
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Marketing Implementation Chapter Question 4: How can a company improve its marketing skills? Box 22. 5: Characteristics of a Great Marketing Company Copyright © 2012 Pearson Education 22 -19
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Chapter Question 5: What tools are available to help companies monitor and improve their marketing activities? Evaluation and Control Four types of marketing control: • Annual-plan control • Profitability control • Efficiency control • Strategic control Copyright © 2012 Pearson Education 22 -20
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Chapter Question 5: What tools are available to help companies monitor and improve their marketing activities? Evaluation and Control Table 22. 1: Types of Marketing Control Copyright © 2012 Pearson Education 22 -21
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Chapter Question 5: What tools are available to help companies monitor and improve their marketing activities? Annual-Plan Control • What do we want to achieve? • What is happening? • Why is it happening? • What should we do about it? Fig. 22. 5: The Control Process Copyright © 2012 Pearson Education 22 -22
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Chapter Question 5: What tools are available to help companies monitor and improve their marketing activities? Annual-Plan Control To check on plan performance, marketers use: • Sales analysis • Market share analysis • Marketing expense-to-sales analysis • Financial analysis Copyright © 2012 Pearson Education 22 -23
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Chapter Question 5: What tools are available to help companies monitor and improve their marketing activities? Annual-Plan Control Box 22. 5: Marketing Metrics Copyright © 2012 Pearson Education 22 -24
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Chapter Question 5: What tools are available to help companies monitor and improve their marketing activities? Annual-Plan Control Marketing Expense-to-Sales Analysis Fig. 22. 6: The Control-Chart Model Copyright © 2012 Pearson Education 22 -25
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Chapter Question 5: What tools are available to help companies monitor and improve their marketing activities? Annual-Plan Control Financial Analysis Fig. 22. 7: Financial Model of Return on Net Worth Copyright © 2012 Pearson Education 22 -26
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Chapter Question 5: What tools are available to help companies monitor and improve their marketing activities? Profitability Control 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 From this analysis, the company can form further questions to determine corrective action. Copyright © 2012 Pearson Education 22 -27
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Chapter Question 5: What tools are available to help companies monitor and improve their marketing activities? Profitability Control Direct Versus Full Costing When using profitability analysis, managers need to decide what types of costs to include, to give an accurate picture of performance: • Direct costs • Traceable common costs • Nontraceable common costs Copyright © 2012 Pearson Education 22 -28
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Chapter Question 5: What tools are available to help companies monitor and improve their marketing activities? Efficiency Control Some companies have a marketing controller role, to specialize in improving marketing efficiency. Should track measures such as: • Logistics costs as a percentage of sales • Percentage of orders filled correctly • Percentage of on-time deliveries • Number of billing errors Copyright © 2012 Pearson Education 22 -29
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Chapter Question 5: What tools are available to help companies monitor and improve their marketing activities? Strategic Control Each company should periodically reassess its strategic approach to the marketplace with a good marketing audit. The audit examines the company’s marketing environment, objectives, strategies and activities. The marketing audit should be: • Comprehensive • Systematic • Independent • Periodic Copyright © 2012 Pearson Education 22 -30
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Chapter Question 5: What tools are available to help companies monitor and improve their marketing activities? Strategic Control Box 22. 8: The Marketing Excellence Review: Best Practices Copyright © 2012 Pearson Education 22 -31
![The Future of Marketing Future trends are likely to result in: • The demise The Future of Marketing Future trends are likely to result in: • The demise](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-33.jpg)
The Future of Marketing Future trends are likely to result in: • The demise of the marketing department and the rise of holistic marketing. • The demise of free-spending marketing and the rise of ROI marketing. • The demise of marketing intuition and the rise of marketing science. • The demise of manual marketing and the rise of automated marketing. • The demise of mass marketing and the rise of precision marketing. Copyright © 2012 Pearson Education 22 -32
![The Future of Marketing Marketers need skills and competencies in areas such as: • The Future of Marketing Marketers need skills and competencies in areas such as: •](http://slidetodoc.com/presentation_image/846fe4d90ce36491a55203068a491c82/image-34.jpg)
The Future of Marketing Marketers need skills and competencies in areas such as: • Customer relationship management (CRM). • Partner relationship management (PRM). • Database marketing and datamining. • Contact center management and telemarketing. • Public relations marketing (including event and sponsorship marketing). • Brand-building and brand-asset management. • Experiential marketing. • Integrated marketing communications. • Profitability analysis by segment, customer, and channel. Copyright © 2012 Pearson Education 22 -33
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Credits • • • Slide 1 Alamy Images: Antony Nettle Slide 6 Rex Features: Richard Jones Slide 14 Press Association Images: M. Spencer Green / AP
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