Transcript Electrode Placement for Chest Leads, V1 to V6

C H A P T E R
2
Strategic Marketing
Management
Chapter 2 Strategic Marketing Management
Objectives
• To identify the key stakeholders in sport marketing
• Identify who creates the brand perception
• To know the core elements of market analysis, product
concept, and product position
• To know the distinctions among the six Ps
of sport marketing: product, price, place,
people, promotion, and public relations
Marketing Management Strategy
• Marketing-minded leaders are needed in today’s sport
organizations.
• Strong marketing management strategy requires both
– strategy (big-picture concepts) and
– tactics (the details of the plan).
Marketing Planning Process
• MPP builds a marketing plan but must also
integrate with an organization’s overall
strategic vision.
• The planning process comprises five steps.
• See figure 2.1.
EXAMPLES
Amazon.com
We sell books, videos,
CDs, toys, consumer
electronics and other
products online
We make the Internet
buying experience fast,
easy, and enjoyable—
we’re the place where you
can find and discover
anything you want to buy
online
Disney
We run theme parks
We create fantasies—a
place where dreams come
true and America still works
the way it’s supposed to
Nike
We sell athletic shoes and
apparel
We bring inspiration and
innovation to every athlete*
in the world
(* if you have a body, you
are an athlete)
Step 1: Develop Vision, Position,
and Purpose
• Core vision and ideology.
• Sport organizations must determine or establish core values
and ideology before moving forward with strategic marketing
efforts.
• Strategic planning is the process of developing and maintaining a
strategic fit between the organization’s goals and capabilities and its
changing marketing opportunities
Step 1: Develop Vision, Position,
and Purpose (continued)
• SWOT Analysis
– Sport organizations must systematically gather and
collect data about their consumers, often through
DBM and CRM systems.
– Sport organizations must scan their internal
(strengths and weaknesses) and external
(opportunities and threats) environments before
moving forward with strategic marketing efforts.
– SWOT analysis will assist sport organizations in
analyzing market trends and fads.
(continued)
SWOT
Step 1: Develop Vision, Position,
and Purpose (continued)
• After SWOT Analysis
– Following SWOT analysis,
sport organizations must
reevaluate their strategies
and potentially change
direction to ensure
alignment between their
planning and the
environment.
Step 2: Develop Strategic Goals
and Objectives
• The development and reassessment of
goals and objectives should emanate from
ongoing analysis.
• Clarifying goals and objectives is what sets
the manager apart from the caretaker.
Setting Company Objectives and Goals
BUSINESS OBJECTIVES
• Build profitable customer
relationships
• Invest in research
• Improve profits
MARKET GOALS
• Increase market share
• Create local partnerships
• Increase promotion
Step 3: a.Develop a Ticket Marketing,
Sales, and Service Plan
• Tickets and spectator attendance are the
trunk of the sport business money tree.
– Marketing of sport organizations should revolve
around generating revenue.
• At this stage in the planning process, sport
marketers must segment the market and
determine key targets.
(continued)
Step 3: b. Develop a Marketing Mix
Plan
• The escalator concept.
• Sport marketers are wise to invest more
resources in retaining current customers
(and growing their affinity) than in attracting
new fans.
• See figure 2.2.
(continued)
Marketing Strategy and the Marketing
Mix
Recognized and Use of the Five Ps of Marketing
• The six Ps of (sport) marketing:
– Product
– Price
– Promotion
– People
– Public Relations
– Place
Marketing mix
is the set of
controllable tactical
marketing tools—
product, price, place,
and promotion—that
the firm blends to
produce the response
it wants in the target
market
PRICING
 Pricing Strategy
 Importance of:
◦ knowing the market
◦ elasticity
◦ keeping an eye
on rivals
PROMOTION
 Strategies
to make the consumer aware of
the existence of a product
or service
 NOT just advertising
 Activity: Student Board
PLACE
 The means by which
products and services
get from producer to
consumer and where
they can be accessed
by the consumer
 The more places to buy
the product and the
easier it is made to buy
it, the better for the
business
People
Processes
Product
PUBLIC RELATION
• Page 315
• It is the function of
communicating an
organization’s message
externally.
• 1. What are the (7) attributes
a PR professional must
have?
• 2. What are the (9) skills a
PR professional should
practice?
Step 4: Integrate the Marketing Plan
Into a Broader, Strategic Resource
Allocation
• The marketer must ensure that senior
executives will support the plan.
• Structure follows strategy.
• Coordinate the five Ps with broad support from
the entire organization, top to bottom.
• Blend the five Ps to build packages valued by
the customer.
Step 5: Control and Evaluate
Implementation of the Plan
• Analysis, evaluation, and
control should be everyday
events.
• Consumer satisfaction =
product benefits − costs.
Consumer satisfaction =
product benefits − costs.
What are the indicators of
consumer satisfaction?
Evaluation of :
LAV
ROO
ROI
___________________________
Other Issues to
Consider:
1.
Ethical Principles: Florida
State University and the
Seminoles (class read
bottom of page 50-51.
2.
Social Responsibilities:
a. labor laws
b. sport laws
c. criminal laws
Activity 2.1 The Marketing Planning Process (MPP)
•
For this activity, assume you were just hired as the new director of marketing for the
Tulsa Shock. The Shock is a professional basketball team based in Tulsa, Oklahoma,
playing in the Women’s National Basketball Association (WNBA). As of 2012, they had
never qualified for the WNBA playoffs in their years in Tulsa. The Shock does not share a
city with an NBA counterpart.
•
•
Instructions
Briefly describe the Shock by consulting their website at
http://www.wnba.com/shock/index_new.html and by reviewing other relevant web
sources.
•
In your new role as director of marketing, answer the following questions:
1. How can the Shock convert its threats into opportunities?
•
2. Using SWOT analysis, discuss the opportunities and threats that may apply to Tulsa
Shock.
•
3. What information would you want to include when developing a Ticket Marketing Sales
and Service plan (TiMSS plan) for the Tulsa Shock? Describe the types of information
and explain why you would include it.
•
4. How can the Shock apply the escalator concept to keep ticketholders from defecting
and to increase customer satisfaction?
•