Marketing_L2(2013)
.pdf
II. Marke&ng Strategy
Strategic Marke&ng Process
• How Do We Allocate Our Resources to Get to Where We Want to Go?
• How Do We Convert
Our Plans into Ac&ons?
• How Do Our Results Compare
With Our Plans and Do
Devia&ons Require New Plans?
Customer-Driven Marke&ng Strategy
Developing an Integrated Marke&ng Mix
Marke&ng Analysis
Marke&ng Implementa&on
Marke&ng implementa&on is the process that turns marke&ng plans into marke&ng ac&ons to accomplish strategic marke&ng objec&ves.
Who? Where? When? How?
“doing things right” vs. “doing the right things”
Marke&ng Control
• |
evalua&ng the results of |
|
marke&ng |
and |
taking |
correc&ve |
to ensure that the objec&ves |
|
are achieved. |
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Opera&ng control involves checking ongoing performance against the annual plan and taking correc&ve ac&on when necessary.
looking at whether the company’s basic strategies are well matched to its opportuni&es.
IV. Measuring and Managing Return
on Marke&ng Investment
Return on marke&ng investment (or marke&ng ROI) is the net return from a marke&ng investment divided by the costs of the marke&ng investment.
Analyzing the Marke&ng Environment
• Environmental forces a ect the company’s ability to serve its customers.
• Changes in the demographic and economic environments a ect marke&ng decisions.
• The major trends in the firm’s natural and technological environments.
• The key changes in the poli&cal and cultural environments.