INTRODUCTION TO

MARKETING
COMM 204
2015-2016
TERM 1

Prof: Melissa Strom

September 14th, 2015

AGENDA
Introduction
Course content
Discussion of course syllabus

Project: Marketing Plan!

Your introductions (student info sheet)
Start Chapters 1 and 2

SOCIAL MEDIA

ETHICS AND POSITIONING

ADVERTISING

Westfield Stratford City

PRODUCT DEVELOPMENT

WHO AM I ? BACKGROUND
IS.
Biology and Biotechnology!

WHO AM I?
Teaching this term:
Comm 204: Introduction to Marketing
Comm 447: Entrepreneurship and Small Business Management

WHO AM I?

eco
n
consultin
g

EXAMPLE 1: CRAFT BEER..

Source: http://www.marketingmag.ca/brands/crafting-small-market-identitywith-big-market-marketing-123200

EXAMPLE 2

TEXTBOOK
Marketing: An Introduction, 5th Canadian Edition

But, you can also use the 3rd or 4th Edition.

EMAILING
Please address me by:
Melissa, Ms. Strom, Prof. Strom, etc
Not, hey you, or hey

Also, please include your name

At least first name and initial of last name (Ex: Ryan D.)

EVALUATION CRITERIA
Marketing Plan: 45%
Phase 1 and 2 (done individually)- 10% each
Phase 3 (final report and presentation)- 17.5% and 7.5%
Phase 3 report and presentation done as a group and
has peer evaluation component

Midterm Exam 15%

Final Exam: 35%
Participation: 5%
Participation sheets, randomly given
Not marked for correctness

IN CLASS ACTIVITIES

MARKETING PLAN
Past Clients:

Midtown Plaza
Lululemon
JoJos Boreal Bars
Manitou Springs Resort and Mineral Spa
Club Mynx
Neechie Gear
Great Western Brewery

PRAIRIE PROUD

MARKETING PLAN
Phase 1:
Marking rubric posted
External research required
Prairie Proud Case provided
On blackboard shortly

Done individually

Phase 2:
Marking rubric posted
Done individually

MARKETING PLAN
Phase 3:
Done in groups
Written and presentation components
Marking rubric for report component is posted on blackboard
(presentation rubric to be)

STUDENT INFORMATION
SHEET
Please fill out and hand in.

IN-CLASS EXERCISE
You will be given 6 slips of paper
Look at what is written on the slip of paper
If you agree with what is written, keep the paper
If you disagree, trade the slip of paper with someone else
You want to end up with 6 slips of paper that describe you

INSIGHTS

Chapter 1
What is marketing?
Needs, wants and demands
Customer relationship management

Chapter 2
Strategic planning

DO CHURCHES USE MARKETING?

HOW ABOUT UNIVERSITIES?

MARKETING IS
Attracting new customers by promising and
delivering superior value.
Building long-term relationships with customers by
delivering continued customer satisfaction.
Creating, building and managing these relationships
profitably over time.

VALUE IS DEFINED DIFFERENTLY

BY EACH CONSUMER
www.dlightdesign.com
Moving Windmills
http://williamkamkwamba.typepad.com/

NEEDS, WANTS, DEMANDS

Needs are states of felt deprivation.
Physical.
Food, clothing, shelter, safety.

Social.

Belonging, affection.

Individual.

Learning, knowledge, self-expression.

Everyone has basic needs
We all need clothing, but we all want to wear
something different.

NEEDS, WANTS, DEMANDS

Our wants differ
Based on culture and personality
Our buying power creates demands.
Successful marketers understand the needs, wants and demands of
their customers

WHAT IS YOUR FAVOURITE?

Or, none of them?

PRODUCTS, SERVICES, EXPERIENCES

Products.
Anything that can be offered for acquisition, attention, use, or
consumption that might satisfy a need or want.

Services.
Activities or benefits offered that are essentially intangible and do
not result in ownership of anything.

Experiences.
Create, stage, and market brand experiences
Attending live theatre, music concert.

WHAT ARE THEY SELLING?

Hal Johnson and Joanne McLeod- Body Break
Hinterland Whos Who

MARKETING MANAGEMENT ORIENTATIONSTHE PRODUCTION CONCEPT

Run the risk of marketing myopia

Customers will favour products that are available and
highly affordable
Management focuses on production and distribution
efficiencies

MARKETING MANAGEMENT ORIENTATIONSTHE PRODUCT CONCEPT

Consumers favour products that offer the most in
quality, performance and innovative features.
Can lead to marketing myopia.

MARKETING MANAGEMENT ORIENTATIONSTHE SELLING CONCEPT

Idea that the company has to use large scale
promotional efforts to sell their products.

MARKETING MANAGEMENT ORIENTATIONSTHE MARKETING CONCEPT

Knowing the needs and wants of target

markets and delivering satisfaction better
than competitors do

MARKETING MANAGEMENT ORIENTATIONSTHE SOCIETAL MARKETING CONCEPT

Taking into consideration the long-run welfare of society
Company-profits
Consumers- want satisfaction
Society- human welfare

WOULD YOU SAY YOU HAD A

RELATIONSHIP WITH A
MARKETER?

CUSTOMER RELATIONSHIP
MANAGEMENT (CRM)
20% of customers create 80% of profit
Customer relationships are important!

Customer Perceived Value

Customers subjective view of the offers value compared to

competitive offers.
Example: Coca-Cola

Customer Satisfaction

Customers subjective view of the value received in return for

the purchase price.
Customer satisfaction versus customer loyalty

Customer Delight

Customers subjective view of the increased value received

above the purchase price.

CUSTOMER RELATIONSHIP MANAGEMENT (CRM)

Customer lifetime value

All the purchases by that customer over their lifetime.

Customer share

Share of customer is the percentage of customers that buy a

companys product of all customers purchasing in that
product category.

Customer equity

The total combined customer lifetime value of all of the

companys customers.
Often a more accurate measure of a companys value than
sales or market share.

INTRUSION VERSUS ATTRACTION

Kokanee Ranger

Commercial

www.kokanee.ca

Leads to consumergenerated marketing

IMPORTANT POINTS:
You want to build the right relationships with the right
customers

You cant be everything to everyone

CUSTOMER RELATIONSHIP GROUPS

Butterflies
High

Profitabili
ty
Low

Good fit between

companys offerings
and customers needs;
high profit potential

Strangers

True Friends
Good fit between
companys offerings
and customers needs;
highest profit potential

Barnacles

Little fit between

companys offerings
and customers needs;
lowest profit potential

Limited fit between

companys offerings
and customers needs;
low profit potential

Short-term
customers

Long-term
customers

Projected loyalty
1-44

WHAT IS STRATEGIC PLANNING?

Strategic Planning is the process of developing and

maintaining a strategic fit between the organizations goals
and capabilities and its changing marketing opportunities.

A&W ARTICLE
Read articles provided
In groups, discuss questions on sheet
One sheet per group to be handed in at end of
class
Once group discussion is complete, we will discuss
as a class

STEPS IN STRATEGIC PLANNING

MISSION STATEMENTS
A mission statement is a statement of the
organizations purpose what it wants to
accomplish in the larger environment
Example: Nikes mission is to bring inspiration and
innovation to every athlete* in the world. (*If you have
a body, you are an athlete.)

STRATEGIC BUSINESS UNIT (SBU)

A unit of the company that has a separate mission and
separate objectives and that can be planned
independently from other company businesses.
Can be a company division, a product line within a
division or sometimes a single product or brand.
What do Old Navy, The Gap and Banana Republic all
have in common?

BUSINESS PORTFOLIO
The business portfolio is the collection of
businesses and products that make up the
company.
The company must:
Analyze its current business portfolio or Strategic Business Units
(SBUs).
Decide which SBUs should receive more, less or no investment.
Develop growth strategies for growth or downsizing.

BCG (BOSTON CONSULTING GROUP)

GROWTH-SHARE MATRIX

High
Business
strength,
Growth
rate,
Cash useLow

Defend
position

Nurture
to feed
cash to?
High

Use
cash to
make
into
star

Fix or abandon
Low

Industry attractiveness,
Market share, Cash generation

PROBLEMS WITH MATRIX

APPROACHES
Several problems exist:
Can be difficult, time consuming, and costly to implement
Difficult to define SBUs and measure market share and growth rate
Focus is on current businesses; gives little help with future planning

As a result, many companies favour more customized

strategic planning approaches

ANALYZING OPPORTUNITIES
Product-Market Expansion Grid identifies
four potential growth areas

USING TIM HORTONS AS AN

EXAMPLE
Market penetration.
Make more sales to current customers without changing products.
Add new stores in current market areas; improve advertising,
prices, menu, service.

Market development.
Develop new markets for current products.
Review new demographic such as women, youth.
Examine large potential U.S. market.

USING TIM HORTONS AS AN EXAMPLE

Product development.
Offering modified or new products to current markets.
Add lunch offerings and iced drinks, sell coffee in supermarkets, cobrand products.

Diversification.
Start up or buy businesses outside current products and markets.
Making and selling CDs, testing restaurant concepts or branding
casual clothing.

EXAMPLE

PRODUCT/MARKET EXPANSION GRID

EXAMPLE

AlsoYouTube Video Rental

Source: http://auto.howstuffworks.com/smart-car.htm

QUESTIONS?