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Bandopadhyay
Professor (Marketing) & DirectorManagement Training & Development
Marketing Management
Marketers do not create needs: Needs pre-exist marketers. Marketers, along with other societal factors, influence wants. Marketers might promote the idea that a Mercedes would satisfy a persons need for social status. They do not, however, create the need for social status.
1. Stated needs (the customer wants an inexpensive car). 2. Real needs (the customer wants a car whose operating cost, not its initial price, is low). 3. Unstated needs (the customer expects good service from the dealer). 4. Delight needs (the customer would like the dealer to include an onboard navigation system). 5. Secret needs (the customer wants to be seen by friends as a savvy consumer).
What is Marketing?
Marketing deals with identifying and meeting human and social needs. One of the shortest definitions of marketing is meeting needs profitably.
Marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stake holders.
Marketing Management is the art and science of choosing target markets and getting, keeping, and growing customers through creating, communicating and delivering superior customer value. The aim of marketing is to know and understand the customer so well that the product or service fits him and sells itself. Ideally, marketing should result in a customer who is ready to buy. All that should be needed then, is to make the product or service available.
What is Marketed?
Goods Services Events Experiences Persons Places Properties (real or financial properties) Organizations Information Ideas
Who Markets?
A marketer is someone who seeks a response (attention, a purchase, a vote, a donation) from another party, called the prospect.
Marketers are responsible for demand management. Marketing managers seek to influence the level, timing and composition of demand to meet the organizations objectives.
Eight demand states are possible: Negative demand Nonexistent demand Latent Demand Declining Demand Irregular Demand Full Demand Overfull Demand Unwholesome Demand
Resources
Money
Taxes, Goods
Services, Money Money Taxes, Goods
Services
Money
Intermediary Markets
Information
The marketplace is physical as when you shop in a store; marketspace is digital, as when you shop on the Internet. Metamarket is the concept to describe a cluster of complementary products and services that are closely related in the minds of consumers but are spread across a diverse set of industries, e.g., automobile metamarket, travel metamarket etc.
The job is not to find the right customers for your products, but the right products for your customers. The marketing concept holds that the key to achieving organizational goals consists of the company being more effective than competitors in creating, delivering and communication superior customer value to its chosen target markets. Selling focuses on the needs of the seller; marketing on the needs of the buyer.
Reactive market orientation understanding and meeting customers expressed needs. Proactive marketing orientation - high-level innovation is possible if the focus is on customers latent needs. Companies that practice both a reactive and proactive marketing orientation are implementing a total market orientation and are likely to be the most successful.
MARKETING OVERVIEW
Marketing Orientation
Marketing Issues
Marketing Management
Firms objectives
DEFINITION - MARKETING
Marketing is the management process responsible for: identifying anticipating & satisfying customer requirements and profitably.
efficiently
Channels
Internal Marketing Holistic Marketing Socially Responsible Marketing Ethics Environment Legal Community Customers
Integrated Marketing
Relationship Marketing
Channel
Partners
Relationship Marketing
The operating principle is simple: Build an effective network of relationships with key stakeholders, and profits will follow.
Integrated Marketing
Four Ps Four Cs
Marketing Mix
Product Product Variety Quality Design Features Brand Name Packaging Sizes Services Warranties Returns
Target Market
Place Channels Coverage Assortments Locations Inventory Transport Promotion Sales Promotion Advertising Sales Force Public Relations Direct Marketing Personal Selling
Communications Mix
Advertising
Sales Promotion
Offering Mix
Company Products Services Prices
Distribution Channels
Target Customers
INTERNAL MARKETING Internal marketing is the task of hiring, training and motivating able employees who want to serve customers well. Other than various marketing functions working together, the various departments should also work together to serve the customers well. Xerox goes so far as to include in every job description an explanation of how that job affects the customer.
SOCIAL RESPONSIBILITY MARKETING Are companies that do an excellent job of satisfying customer wants, necessarily acting in the best long term interests of consumers and society? Example: selling ammonia free hair dye. Marketers should understand ethical, environmental, legal and social context of marketing activities.
Many consumers do not know what they want in a product. Consumers did not know much about cellular phones when they were first introduced. Nokia and Ericsson fought to shape consumer perceptions of cellular phones. Consumers were in a learning mode and companies forged strategies to shape their wants. Simply giving customers what they want isnt enough any more to gain an edge, companies must help customers learn what they want.
Marketing Channels
To reach a target market, the marketer uses three kinds of marketing channels. Communication channels deliver and receive messages from target buyers, and include newspapers, magazines, radio, television, mail, telephone, billboards, posters, fliers, CDs, audiotapes and the Internet. Beyond these, communications are conveyed by facial expressions and clothing, the look of retail stores, and many other media. Marketers are increasingly adding dialogue channels(e-mail and toll-free numbers) to counterbalance the more normal monologue channels (such as ads).
The marketer uses distribution channels to display, sell or deliver the physical product or service to the buyer or user. They include distributors, wholesalers, retailers and agents.
The marketer also uses service channels to carry out transactions with potential buyers. Service channels include warehouses, transportation companies, banks and insurance companies that facilitate transactions.
Supply Chain
Whereas marketing channels connect the marketer to the target buyers, the supply chain describes a longer channel stretching from raw materials to components to final products that are ultimately carried to final buyers.
Competition
Competition includes all the actual and potential rival offerings and substitutes that a buyer might consider.
Marketing Environment
The marketing environment consists of the task environment and the broad environment. The task environment includes the immediate actors involved in producing, distributing and promoting the offering. The main actors are the company, suppliers, distributors, dealers, and the target customers. Included in the supplier group are material suppliers and service suppliers such as marketing research agencies, advertising agencies, banking and insurance companies, transportation companies and telecommunications companies. Included with distributors and dealers are agents, brokers, manufacturer representatives and others who facilitate finding and selling to customers.
These environments contain forces that can have a major impact on the actors in the task environment. Market actors must pay close attention to the trends and developments in these environments and make timely adjustments to their marketing strategies.
Marketing Planning
The marketing planning process consists of:
analyzing marketing opportunities selecting target markets designing marketing strategies developing marketing programs managing the marketing effort.
From relying on old market positions - to uncovering new ones. From emphasizing tangible assets - to emphasizing intangible assets From building brands through advertising - to building brands through performance and integrated communications From attracting customers through stores and salespeople - to making products available online. From selling to everyone - to trying to be the best firm serving well-defined target markets.
From focusing on profitable transactions - to focusing on customer lifetime value. From a focus on gaining market share - to a focus on building customer share From being local - to being Glocal both global and local From focusing on the financial scorecard - to focusing on the marketing scorecard. From focusing on shareholders - to focusing on stakeholders.
Shaping the Marketing Offerings Delivering Value Communicating Value Creating Long Term Growth
4 Ps of Marketing
Product (or, service) Price Place Promotion
Product
Tangible product Intangible product (service)
Combination of both
Price
When setting prices, companies must think about the following aspects. Costs The level of competitors prices. The effect of price on consumers perceptions. Market conditions
Place
If you cannot get in touch with your customers, you cannot sell anything. For many products, organizations must rely on third parties to reach the customer. These third parties are collectively known as middlemen and the access they provide is called distribution channels. a) Merchants take title to the goods, that is they become owners of the goods. They then resell them. Wholesalers and retailers are in this category. b) Agents and brokers do not own the goods, but merely assist in the transfer of ownership from, say, the manufacturer to the customer.
Promotion
Marketing Communications :
Sales promotion activities Advertising Personal selling Publicity
Lack of Ownership
Additional 3Ps
Process
User-Friendly systems for selling and buying are essential.
Physical Evidence
Services tend to suffer from the intangible nature of the offering. Organizations in the service sector are increasingly using devices such as newsletters (often via e-mail) to maintain the customers desire to have the service.
People
For most services, a key element is the people who are an integral part of the process. If the staff who deal with customers are poorly motivated or badly trained, this can greatly affect the quality of the service.
The value delivery process begins before there is a product and continues while it is being developed and after it becomes available.
Zero customer feedback time Zero product improvement time. Zero Purchasing time. Zero setup time. Zero defects.
3 Vs approach to marketing: Define the value segment or customers (and his/her needs) Define the value proposition Define the value network that will deliver the promised service.
The market sensing process. The new offering realization process. The customer acquisition process. The customer relationship management process. The fulfillment management process.
As Wal-Mart stores sell their goods, sales information flows via computer not only to Wal-Marts headquarters, but also to Wal-Marts suppliers, who ship replacement merchandise to the stores almost at the rate it moves off the shelf.
At Xerox, a Customer Operations Group links sales, shipping, installation, service and billing so that these activities flow smoothly into one another. Winning companies are those that excel at managing core business processes through cross-functional teams.
Core Competencies
Many companies today outsource less critical resources if they can be obtained at better quality or lower cost.
Nike, for example, does not manufacture its own shoes, because certain Asian manufacturers are more competent in this task; Nike nurtures its superiority in shoe design and shoe merchandising, its two core competencies. We can say that a core competency has three characteristics: It is a source of competitive advantage in that it makes a significant contribution to perceived customer benefits It has applications in a wide variety of markets It is difficult for competitors to imitate.
Competitive advantage ultimately derives from how well the company has fitted its core competencies and distinctive capabilities into tightly interlocking activity systems.
Competitors find it hard to imitate companies such as Dell, or IKEA because they are unable to copy their activity systems.
Value Exploration
The customers cognitive space Existing and latent needs such as the need for participation, stability, freedom and change. The companys competence space Breadth: broad versus focused scope of business Depth: physical versus knowledge-based capabilities The collaborators resource space Horizontal partnerships, where companies choose partners based on their ability to exploit related market opportunities and vertical partnerships, where companies choose partners based on their ability to serve their value creation.
Value Creation
Defining the business concept (the big idea) Shaping the business scope (the lines of business) Positioning the companys brand identity (how customers should see the company)
Value Delivery
Customer Relationship Management Internal Resource Management Business partnership Management
The marketer can increase the value of the customer offering by some combination of raising functional or emotional benefits and /or reducing one or more of the various types of costs.
Ultimately, the company must operate on the philosophy that is trying to deliver a high level of customer satisfaction subject to delivering acceptable levels of satisfaction to the other stakeholders, given its total resources.
Customer Expectations
Some of todays most successful companies are raising expectations and delivering performances to match.
A customers decision to be loyal or to defect depends on the sum total of a large number of small encounters with the company. These encounters need to result in positive outcome and should lead to some memorable customer experience.
Measuring Satisfaction
A company would be wise to measure customer satisfaction regularly because one key to customer retention is customer satisfaction.
Companies can hire mystery shoppers to pose as potential buyers and report on strong and weak points experienced in buying the companys and competitors products. Such practice should also be done by company executives, keeping their identity secret. For customer-centered companies, customer satisfaction is both a goal and a marketing tool.
ROQ adherents advocate improving quality only on those dimensions that produce tangible customer benefits, lower costs or increased sales.
This bottom-line orientation forces companies to make sure that the quality of the product offerings is in fact the quality consumers actually want.
Customer Profitability
A profitable customer is a person, household or company that over time yields a revenue stream that exceeds by an acceptable amount the companys cost stream of attracting, selling and servicing that customer. Emphasis is on the lifetime stream of revenue and cost, not on the profit from a particular transaction.
More generally, marketers must segment customers into those worth pursing versus those potentially less lucrative customers that should receive less attention, if any at all. Moreover, customer portfolio should rather be managed as in case of Investment Portfolio and thus one should diversify the customer portfolio accordingly.
Competitive Advantage
Competitive advantage is a companys ability to perform in one or more ways that competitors cannot or will not match. Michael Porter urged companies to build a sustainable competitive advantage. At least it should be a leverageable advantage that can be used as springboard to new advantages.
Customer Equity
Value Equity is the customers objective assessment of the utility of an offering based on perceptions of its benefits relative to its costs. The sub-drives of value equity are quality, price and convenience objective assessment. Brand Equity is the customers subjective and intangible assessment of the brand, above and beyond its objectively perceived value. The subdrivers of brand equity are customer brand awareness, customer attitude toward the brand and customer perception of brand ethics subjective assessment.
Relationship Equity It is the customers tendency to stick with the brand, above and beyond objective and subjective assessments of its worth. Subdrivers of relationship equity include loyalty programs, special recognition and treatment program, community-building programs and knowledge-building programs. Relationship equity is especially important where personal relationships count for a lot and where customers tend to continue with suppliers out of habit or inertia.
Customer Relationship Management (CRM) Maximizing customer value means cultivating long term relationships. Customer relationship management (CRM) is the process of managing detailed information about individual customers and carefully managing all customer touch points to maximize customer Loyalty. A customer touch point is any occasion on which a customer encounters the brand and product.
For a hotel, the touch points include reservations, check-in and check-out, frequent-stay programs, room service, business services, exercise facilities, laundry service, restaurants and bars.
Based on what they know about each valued customer, companies can customize market offerings, services, programs, messages and media. CRM is important because a major driver of company profitability is the aggregate value of the companys customer base.
CRM enables companies to offer individualised market offerings through mass customisation.
principles
applied
to
CRM
Identify your prospects and customers Differentiate customers in terms of : - Their needs - Their value to your company. Interact with individual customers to improve your knowledge about their individual needs and to build stronger relationships. Customize products, services and messages to each customer
Increasing relationship.
the
longevity
of
the
customer
Enhancing the growth potential of each customer through share-of-wallet, cross selling and upselling. Harley-branded merchandise amounted to more than $211 million in company sales in 2003. Making low-profit customers more profitable or terminating them. Focusing disproportionate effort on high-value customers.
There are two main ways to strengthen customer retention. One is to erect high switching barriers. Customers are less inclined to switch to another supplier when this would involve high capital costs, high search costs or the loss of loyalcustomer discounts. The better approach is to deliver high customer satisfaction. This makes it harder for competitors to offer lower prices or inducements to switch. The best thing a company can do is to make it easy for the customer to complain. Suggestion forms, toll-free numbers, Web sites and e-mail addresses allow for quick, two-way communication. The 3M Company claims that over two-thirds of its product improvement ideas come from listening to customer complaints. Customers who have complained to an organization and had their complaints satisfactorily resolved tell an average of five people about the good treatment they received.
Building Loyalty
How much should a company invest in building loyalty so that the costs do not exceed the gains? We need to distinguish five different levels of investment in customer relationship building.
Basic Marketing Reactive Marketing Accountable Marketing. Proactive Marketing Partnership Marketing.
The company needs to estimate how much profit it loses when it loses customers. In the case of an individual customer, the lost profit is equal to the customers lifetime value.
The company needs to figure out how much it would cost to reduce the defection rate. As long as the cost is less than the lost profit, the company should spend the money.
Frequency programs (FPs) are designed to provide rewards to customers who buy frequently and in substantial amounts. Frequency marketing is an acknowledgment of the fact that 20 percent of a companys customers might account for 80 percent of its business. Frequency programs are seen as a way to build long-term loyalty with these customers, potentially creating cross-selling opportunities in the process. Airlines run tiered loyalty programs in which they offer different levels of rewards to different travelers. They may offer one frequent-flier mile for every mile flown to occasional travelers and two frequent-flier miles for every mile flown to top customers.
Adding Structural Ties Create long-term contracts. Charge a lower price to consumers who buy larger supplies. Turn the product into a long-term service.
Database marketing is the process of building, maintaining and using customer database and other databases (products, suppliers, resellers) for the purpose of contacting, transacting and building customer relationships.
Database marketing is most frequently used by business marketers and service providers (hotels, banks, airlines; and insurance, credit card and telephone companies) that normally and easily collect a lot of customer data. Other types of companies that are in the best position to invest in CRM are companies that do a lot of cross-selling and up-selling (e.g., GE and Amazon) or companies whose customers have highly differentiated needs and are of highly differentiated value to the company. It is used less often by packaged-goods retailers and consumer packaged goods companies.
Implementing
Organizing Organizing
Controlling
Measuring results Measuring results
Business Unit Business Unit Planning Planning Product Planning Product Planning
The marketing plan is the central instrument for directing and coordinating the marketing effort. Strategic marketing plan lays out the target markets and the value proposition that will be offered, based on an analysis of the best market opportunities.
Tactical marketing plan specifies the marketing tactics, including product features, promotion, merchandising, pricing, sales channels and service.
Defining the corporate mission Establishing strategic business units Assigning resources to each SBU Assessing growth opportunities
Company
Product Definition
Market Definition
We run a railroad.
Standard Oil
Columbia Pictures Encyclopaedia Britannica Carrier
We supply energy.
We market entertainment. We distribute information. We provide climate control in the home
Large Companies normally manage quite different businesses, each requiring its own strategy. Such different businesses are arranged as strategic business units (SBUs). An SBU has three characteristics: It is a single business or collection of related businesses that can be planned separately from the rest of the company. It has its own set of competitors. It has a manager who is responsible for strategic planning and profit performance and who controls most of the factors affecting profit. The purpose of identifying the companys strategic business units is to develop separate strategies and assign appropriate funding.
Market-development strategy
(Diversification strategy)
Integrative Growth
Sales and profits of a business can be increased through backward, forward or horizontal integration within its industry.
Diversification Growth
Diversification makes sense when a company finds a highly attractive new industry where it can leverage its strengths. The company could seek new products that have technological or marketing synergies with existing product lines appealing to a new group of customers (concentric diversification). The company can develop new products that are technologically unrelated to its current product line and could appeal to its current customers (horizontal diversification) The company may seek new opportunities which have no relation with its current technology, products or markets (conglomerate diversification).
SWOT Analysis
The overall evaluation of a companys strengths, weaknesses, opportunities and threats is called SWOT analysis.
A marketing opportunity is an area of buyer need and interest in which there is a high probability that a company can profitably satisfy that need.
There are three main sources of market opportunities. The first is to supply something that is in short supply. The second is to supply an existing product or service in a new or superior way. The third source often leads to a totally a new product or service.
To evaluate opportunities, companies can use Market Opportunity Analysis (MOA) to determine the attractiveness and probability of success:
Can the benefits involved in the opportunity be articulated convincingly to a defined target market (s)? Can the target market (s) be located and reached with costeffective media and trade channels? Does the company possess or have access to the critical capabilities and resources needed to deliver the customer benefits? Can the company deliver the benefits better than any actual or potential competitors? Will the financial rate of return meet or exceed the companys required threshold for investment?
Goal Formulation
Once the company has performed a SWOT analysis, it can proceed to develop specific goals for the planning period. This stage of the process is called goal formulation. Managers use the term goals to describe objectives that are specific with respect to magnitude and time.
They must be arranged hierarchically, from the most to the least important.
Objectives should be stated quantitatively whenever possible. Goals should be realistic based on opportunities & strengths.
Objectives must be consistent increasing R & D activities and simultaneously reducing product development costs may not be possible.
Strategy Formulation
Goals indicate what a business unit wants to achieve; strategy is a game plan for getting there.
Every business must design a strategy for achieving its goals, consisting of a marketing strategy; and a compatible technology strategy and sourcing strategy. Porters Generic Strategies: Overall cost leadership Differentiation Focus.
According to Porter, firms pursuing the same strategy directed to the same target market constitute a strategic group. The firm that carries out that strategy best will make the most profits.
Porter defines strategy as the creation of a unique and valuable position involving a different set of activities. A company can claim that it has a strategy when it performs different activities from rivals or performs similar activities in different ways.
Strategic Alliances
Many strategic alliances take the form of marketing alliances. These fall into four major categories. Product or service alliances HUL vs. Pepsi. Promotional alliances P&G (Ariel) vs. Bombay Dyeing Logistics alliances TCI & Mitsui vs. Toyota Kirloskar Pricing collaborations airlines, hotels etc.
In Implementing strategy, companies also must not lose sight of their multiple stakeholders and their needs.
It contains tactical guidelines for the marketing programs and financial allocations over the planning period. It is one of the most important outputs of the marketing process.
Contents of the Marketing Plan Executive summary and table of contents. Situation analysis
Marketing strategy.
Financial Projections. Implementation controls.