Transcript Comprehensive Marketing Programs

Chapter 10
Comprehensive Marketing
Programs
In this chapter, you will
learn about…
1. Marketing Program Fit
2. Marketing-Mix Sensitivities and
Interactions
3. Marketing Implementation
4. Marketing Organization
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◆ Comprehensive
Marketing Program
Choice of Markets to Pursue
Choice of Marketing Mix to Reach
Target Markets
Create Value for Customers
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◆ Major Marketing
Decisions
Where to Compete
How to Compete
When to Compete
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◆ Characteristics of a
Successful Marketing Program
Must effectively stimulate target markets
to buy
Must be consistent with organizational
capabilities
Must outmaneuver competition
Equal attention must be paid to strategy
implementation and formulation
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◆ Implementation of the
Marketing Program
Central Issues
Fit with the market, organization,
and competition
Target market’s sensitivities and
interactions with the marketing mix
Implementation
Organizational issues
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10.1 Marketing Program Fit
Determined by the extent to which the marketing mix
satisfies the unique needs and buyer requirements of a
chosen target market (DuPont’s Kevlar)
Depends on the match between an organization’s
marketing skills and financial position with the marketing
mix (Continental Airlines/Building on your strengths and
distinctive competencies and avoid stressing
weaknesses )
Fit with the competition depends on the strengths,
weaknesses, and marketing mixes of competitors (longdistance telephone companies/Import & Export
Companies)
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10.2 Marketing-Mix Sensitivities
and Interactions
Example of DuPont’s Dilemma
John Murray, marketing manager for DuPont’s
Sontara, a polyester fabric used for hospital
surgical gowns and drapes, was evaluating a
marketing program to:
1. Maintain market share
2. Gain the confidence of garment
makers
3. Numerous options were possible-Interaction between two or more
marketing elements must be considered.
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Marketing-Mix Sensitivities and Interactions
Example of DuPont’s Dilemma
1. If sales force/missionary expenses were raised from 0 to
$200,000, market share would increase to 33%.
2. If trade support/maintenance expenses were increased to
$100,000, a 33% market share would result.
3. If trade support/missionary expenses were increased to
$100,000, a 33% market share would result.
4. If advertising to intermediate users were increased to
$50,000, the effect would be a 1% increase in market share.
5. An increase to $300,000 in advertising to end users would
also result in a 1% share gain.
6. Raising all expenditures to their maximum reasonable levels
would increase market share to 39% in the short run.
Marketing-Mix Sensitivities and Interactions
Example of DuPont’s Dilemma
1. Reducing sales force/maintenance expenditures to 0 would
reduce market share to 22% during the next 12 months.
2. Reducing trade support/maintenance expenditures to 0
would reduce market share to 27%.
3. Reducing trade support/missionary expenditures to 0 would
reduce market share to 32%.
4. Reducing advertising to intermediaries to 0 would reduce
market share to 31%.
Marketing-Mix Sensitivities and Interactions
Example of DuPont’s Dilemma
5. Reducing advertising to end users to 0 would reduce market
share to 28%.
6. Reducing all above expenditures to 0 would reduce market
share to 22%.
▲ This example demonstrating the complex relationships that
exist among marketing-mix elements, and illustrates the role of
assumptions and judgment in considering marketing-mix
sensitivities and interactions. Increasingly, Marketing
managers are turning to carefully designed market tests
designed to measure marketing-mix sensitivities and
interactions.
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10.3 Marketing Implementation
Hampering Factors
Poor timing
Not considering the logistical
aspects of a marketing program
Failure to synchronize marketing
mix activities
Failing to monitor the price-cost plan
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10.3 Marketing Implementation
cont.
▲ formulating a comprehensive marketing program
is a formidable task that demands rigorous
analysis and judgment, often without the benefit
of complete information. Meanwhile, program
planning and design cannot be separated from
implementation issues. By assigning equal
attention to program formulation and program
implementation, marketing managers increase
the likelihood that their comprehensive
marketing programs will succeed.
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10.4 Marketing Organization
Emphasis on marketing implementation
focuses attention on organizational structure.
It is often said that
Strategy determines organizational
structure, which in turn determines
whether a marketing strategy is effective
and efficiently designed and implemented.
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10.4 Marketing Organization
A central issue in creating an effective and
efficient marketing organization is finding
the proper balance between centralization
and decentralization of marketing activities
Region-specific marketing (e.g., Frito-Lay) :
prompted increased decentralization of
strategic marketing decisions and practices.
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10.4 Marketing Organization
Global marketing: created elastic
organizational structures that simultaneously
strive for efficiencies through scale
economies in product development and
manufacturing, and for effectiveness through
customization of advertising, promotion,
pricing and distribution in separate countries.
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10.4 Marketing Organization
▲ Global marketing example: Coca-Cola
concentrated formula and ads theme are
standard worldwide, but the artificial
sweetener and packaging differ across
countries as do sales and distribution
programs)
 “Glocalization” is an attempt to
balance standardization with local
market requirements
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本章内容结束
谢谢大家！