Strategic Marketing Flashcards

1
Q

Define marketing

A

“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 relation- ships in ways that benefit the organization and its stake- holders.

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2
Q

Explain what is meant by Integrated Marketing, how it relates to Holistic Marketing

A

Integrated Marketing - Ensuring that multiple means of creating, delivering, and communicating value are employed and combined in the best way.

Integrated Marketing is one of the four dimensions of Holistic Marketing (Internal, relationship, performance, integrated).

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3
Q

What are the five competing concepts under which organizations can choose to conduct their business?

A
production concept
product concept
selling concept
marketing concept 
holistic marketing concept. 

The first three are of limited use today

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4
Q

Explain Holistic Marketing

A

The holistic marketing concept is based on the devel- opment, design, and implementation of marketing pro- grams, processes, and activities that recognize their breadth and interdependencies. Holistic marketing rec- ognizes that everything matters in marketing and that a broad, integrated perspective is often necessary.

Four components of holistic marketing are 
relationship marketing
integrated marketing
internal marketing, and 
performance marketing.
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5
Q

What are the set of tasks necessary for successful marketing management?

A
  • developing marketing strategies and plans
  • capturing marketing insights
  • connecting with customers
  • building strong brands
  • creating, delivering, and communicating value
  • creating long-term growth
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6
Q

Discuss the Four P Components of the Marketing Mix

A

Product
Price
Place
Promotion

With Holistic markting though, these aren’t necessarily as relevant today - we arrive at a more representative set that encompasses modern marketing realities: people, processes, programs, and performance

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7
Q

Discuss 3 key trends that are creating opportunities and challenges for marketers. Use examples to illustrate your answer.

A
  • TECHNOLOGY: rapid rise of e-commerce, the mobile Internet, and Web penetration in emerging markets. EG,. Proctor & Gamble: uses the latest Web-based tools in all 80 countries where it sells products / pilot study of field salespeople increased revenue 1.5 percent merely by using iPads to show store customers the layouts of different floor displays
  • GLOBILIZATION: New transportation, shipping, and communication technologies have made it easier for us to know the rest of the world, to travel, to buy and sell anywhere. Countries increasingly multicultural.
    Globalization changes innovation and product development as companies take ideas and lessons from one country and apply them to another. EG. GE developed portable ultrasound scanner that addressed China’s unique market needs; then went on to sell in rest of developed world.
  • SOCIAL RESPONSIBILITY: increased ole of corporate social responsibility, responding to climate, war, poverty. Marketers must consider the ethical, environmental, legal, and social context of their activities. EG. The body shop actively helps enrich the biodiversity where they grow our ingredients, never test on animals, “Enrich Not Exploit” campaign.
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8
Q

What are the Four A’s of Marketing

A

Acceptability is the extent to which a firm’s total product offering exceeds customer expectations.

Affordability is the extent to which customers in the target market are able and willing to pay the product’s price. 2 dimensions: economic (ability to pay) and psychological (willingness to pay)

Accessibility, the extent to which customers are able to readily acquire the product. 2 dimensions: availability and convenience.

Awareness is the extent to which customers are informed regarding the product’s characteristics, persuaded to try it, and reminded to repurchase. 2 dimensions: brand awareness and product knowledge.

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9
Q

Briefly describe a marketing plan

A

Written doc, Contains tactical guidelines for the marketing programs and financial allocations over the planning period.

Documents how the organisation will achieve its strategic objectives through specific marketing strategies and tactics, with the customer as the starting point.

Can be for individual products, lines, brands, channels, or customer groups.

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10
Q

Briefly describe a marketing plan

A

Written doc, Summarises what the marketer has learned about the marketplace and indicates how the firm plans to reach its marketing objectives.

Contains tactical guidelines for the marketing programs and financial allocations over the planning period.

Documents how the organisation will achieve its strategic objectives through specific marketing strategies and tactics, with the customer as the starting point.

Can be for individual products, lines, brands, channels, or customer groups.

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11
Q

What are some questions to ask in evaluating a marketing plan.

A
  • Is the plan simple and succinct?
  • Is the plan complete?
  • Is the plan specific?
  • Is the plan realistic?
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12
Q

What are the key elements of a marketing plan

A
Executive summary and table of contents.
Situation analysis. 
	Marketing strategy. 
Marketing tactics.
Financial projections.
Implementation controls.
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13
Q

What are the key elements of a marketing plan

A
Executive summary and table of contents.
Situation analysis. 
Marketing strategy. 
Marketing tactics.
Financial projections.
Implementation controls.
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14
Q

What are the key customer markets?

A

Consumer- establish a strong brand image by developing a superior product or service, ensuring its availability, and backing it with engaging communications

Business - often face well-informed professional buyers skilled at evaluating competitive offerings

Global - navigate cultural, language, legal, and political differences, how to adapt product and service features.

Nonprofit - churches, universities, charitable organizations, and government agencies need to price carefully. Buyers often focus on practical solutions and favor the lowest bid

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15
Q

What is the SAVE version of the 4Ps?

A

Solution - defining offerings by the needs they meet rather than their features, etc

Access - Develop an integrated cross-channel presences that considers customers entire purchase journey rather than individual purchase locations & channels.

Value- Articulate the benefits relative to the price, rather than stressing how price relates to production costs, profit margins, or competitors prices

Education - Provide information relevant to customer’s specific needs at each point in the purchase cycle, rather than relying on advertising, PR, and personal selling that covers the waterfront.

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16
Q

Why could the 4Ps be rethought of as SAVE?

A

Product, Place, price and promotion have served consumer marketers well, but in the B2B world they field narrow, product-focused strategies that in increasingly at odds with the imperative to deliver solutions.

The 4Ps model leads marketers to stress product tech and quality, even though these are no longer differentiators but are simply the cost of entry.

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17
Q

Why would you perform a marketing audit?

A

To determine problem areas and opportunities and recommending a plan of action to improve the company’s marketing performance.

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18
Q

What are the four characteristics of a marketing audit?

A

Comprehensive - covers all the major marketing activities of a business, not just a few trouble spots. Usually has more luck identifying the real source of problems.

Systematic - orderly examination of the organization’s macro- and micromarketing environments, objectives and strategies, systems, and specific activities.

Independent - self-audits lack objectivity & independence.

Periodic - in good health as well as problematic

19
Q

What are the six major components of a marketing audit?

A
  1. Macro-Environment & Task Environment
  2. Marketing Strategy Audit
  3. Marketing Organisation Audit
  4. Marketing Systems Audit
  5. Marketing Productivity Audit
  6. Marketing Function Audits
20
Q

Marketing Audit: What is the component “Macroenvironment & Task Environment”?

A

Macro: (PEEDTC)

  • Political
  • Economic
  • Environmental
  • Demographic
  • Technological
  • Cultural

Task:

  • Customers
  • Distribution and Dealers
  • Facilitators and Marketing Firms
  • Markets
  • Publics
  • Suppliers
21
Q

Marketing Audit: What is the component “Marketing Strategy Audit”?

A

Strategy:

  • Business mission
  • Marketing objectives & goals
  • Strategy
22
Q

Marketing Audit: What is the component “Marketing Organization Audit”?

A

Organisation:

  • Formal Structure
  • Functional Efficiency
  • Interface Efficiency
23
Q

Marketing Audit: What is the component “Marketing Systems Audit”?

A

Systems:

  • Marketing info system
  • Marketing planning system
  • Marketing control system
  • New-Product Development System
24
Q

Marketing Audit: What is the component “Marketing Productivity Audit”?

A

Productivity:

  • Profitability Analysis
  • Cost-Effectiveness Analysis
25
Q

Marketing Audit: What is the component “Marketing Function Audit”?

A

Function:

  • Products
  • Price
  • Distribution
  • Marketing communications
  • Sales Force
26
Q

What is the formula/essence of strategic marketing?

A

Segmentation, Targeting, Positioning (STP)

27
Q

VALUE DELIVERY PROCESS:

We can divide the value creation and delivery sequence into three phases. What are they?

A
  1. CHOOSING THE VALUE: the “homework” marketers must do before any product exists. They must segment the market, select the appropriate target, and develop the offering’s value positioning (STP)
  2. PROVIDING THE VALUE: Marketing must identify specific product features, prices, and distribution.
  3. COMMUNICATING THE VALUE: utilizing the Internet, advertising, sales force, and any other communication tools to announce and promote the product.
28
Q

VALUE CHAIN PROCESS:

What are the nine strategically relevant activities—five primary and four support activities— that create value and cost in a specific business.

(Michael Porters Value Chain)

A

(1) inbound logistics, or bringing materials into the business
(2) operations, or converting materials into final products
(3) outbound logistics, or shipping out final products
(4) marketing, which includes sales
(5) service.

Specialized departments handle the support activities—(1) procurement

(2) technology development
(3) human resource management
(4) firm infrastructure

Examine costs and performance in each value-creating activity, benchmarking against competitors, and look for ways to improve

29
Q

What are porter’s generic strategies that provide a good starting point for strategic thinking?

A
  • Overall cost leadership. Firms work to achieve the lowest production and distribution costs so they can underprice competitors and win market share. They need less skill in marketing. The problem is that other firms will usually compete with still-lower costs and hurt the firm that rested its whole future on cost.
  • Differentiation. The business concentrates on achieving superior performance in an important cus- tomer benefit area valued by a large part of the market. The firm seeking quality leadership, for example, must make products with the best components, put them together expertly, inspect them carefully, and effectively communicate their quality.
  • Focus. The business focuses on one or more narrow market segments, gets to know them intimately, and pursues either cost leadership or differentiation within the target se
30
Q

According to the Marketing2020 Study, what did the research conclude?

A

Higher performers excelled in their ability to leverage customer insight, communicate a societal purpose, and deliver a rich customer experience. They also demonstrated superior cross-functional collaboration, strategic focus, organizational agility, and training. New, fluid organizational structures facilitate these capabilities.

31
Q

According to the Marketing2020 Study, what are the shared principles of high performers’ marketing approaches?

A

Big Data, deep insights: High performers in our study are distinguished by their ability to integrate data on what consumers are doing with knowledge of why they’re doing it, which yields new insights into consumers’ needs and how to best meet them.

Purposeful positioning: Top brands excel at delivering all three manifestations of brand purpose—
functional benefits, emotional benefits, and societal benefits. In addition to engaging customers and inspiring employees, a powerful and clear brand purpose improves alignment throughout the organization

Total experience: Some deepen the customer
relationship by leveraging what they know about
a given customer to personalize offerings. Others
focus on the breadth of the relationship by adding touchpoints. Our research shows that high performing brands do both—providing what we call “total experience.”

32
Q

According to the Marketing2020 Study, what are the five drivers of organizational effectiveness?

A
  1. Connect marketing to the business strategy and to the rest of the organization
  2. inspire their organizations by engaging all levels with the brand purpose
  3. focus their people on a few key priorities
  4. organize agile, cross-functional teams
  5. build the internal capabilities needed for success
33
Q

According to the Marketing2020 Study, what are the toughest leadership challenges?

A

Org structure, roles & processes, and the need for clarity about them is consistently underestimated or even ignored.

34
Q

What are the three components of a MIS?

A

(a) an internal records system, which includes information about the order- to-payment cycle and sales information systems;
(b) a marketing intelligence system, a set of procedures to obtain everyday information about the marketing environment;
(c) a marketing research system that allows for the systematic design, collection, analysis, and reporting of data and findings relevant to a specific marketing situation

35
Q

Because of the rapidly changing global picture, marketers must monitor six major environmental forces. What are these?

A

(SPENDT)

Social-cultural, 
Political-legal.
Economic,
Natural, 
Demographic, 
Technological,
36
Q

What must marketers be aware of in the demographic environment?

A

Worldwide population growth;

Changing mixes of Age, Ethnic composition, and Educational levels;

the Rise of nontraditional families;

Large geographic shifts in population.

37
Q

What must marketers be aware of in the Economic environment?

A

Income distribution and levels of savings, debt, and credit availability

38
Q

What must marketers be aware of in the social-cultural arena?

A

People’s views of themselves, others, organizations, society, nature, and the universe.

Their products must correspond to society’s core and secondary values and address the needs of different subcultures within a society.

39
Q

What must marketers be aware of in the environmental arena?

A

Acknowledging the public’s increased concern about the health of the natural environment, marketers are embracing sustainability and green marketing programmes

40
Q

What must marketers be aware of in the technological arena?

A

The accelerating pace of technological change, opportunities for innovation, varying R&D budgets, and the increased governmental regulation brought about by technological change.

41
Q

What must marketers be aware of in the political-legal environment?

A

Marketers must work within the many laws regulating business practices and with various special-interest groups.

42
Q

How would marketers estimate

  • Current Demand
  • Future Demand?
A

Current demand: companies attempt to determine total market potential, area market potential, industry sales, and market share.

Future demand, companies survey buyers’ intentions, solicit their sales force’s input, gather expert opinions, analyze past sales, or engage in market testing.

Mathematical models, advanced statistical techniques, and computerized data collection procedures are essential to all types of demand and sales forecasting

43
Q

A company can take eight possible actions to improve the quantity and quality of its marketing intelligence. What are they?

A
  1. Train and motivate the sales force to spot and report new developments.
  2. Take advantage of government-related data resources (e.g. census, surveys, etc)
  3. Motivate distributors, retailers, and other intermediaries to pass along important intelligence.
  4. Hire external experts to collect intelligence (e.g. mystery shopper)
  5. Network internally and externally (e.g. trade shows, buy competitors products, etc)
  6. Set up a customer advisory panel (e.g. focus groups)
  7. Purchase information from outside research firms and vendors
  8. Collecting Market Intelligence on the Internet
44
Q

What are the five places to find competitors’ product strengths and weaknesses online.

A

Independent customer goods and service review forums.

Distributor or sales agent feedback sites.

Combo sites offering customer reviews and expert opinions.

Customer complaint sites.

Public Blogs