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Definitions of marketing ,[object Object],[object Object]
‘ The right product, in the right place, at the right time, and at the right price’  Adcock et al
‘ Marketing is the human activity directed at satisfying human needs and wants through an exchange process’ Kotler 1980
‘ Marketing is a social and managerial process by which individuals and groups obtain what they want and need through creating, offering and exchanging products of value with others’ Kotler 1991
Implications of marketing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The marketing concept ,[object Object],[object Object],[object Object],[object Object],[object Object]
Successful marketing requires: ,[object Object],[object Object],[object Object],[object Object],[object Object]
Marketing management process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why is marketing planning necessary? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Why is marketing planning necessary? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Criticisms of marketing planning ,[object Object],[object Object],[object Object],[object Object]
Objectives of the marketing plan ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object]
The contents and structure of the marketing plan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Cautionary notes for effective planning ,[object Object],[object Object],[object Object]
Behavioural planning problems ,[object Object],[object Object],[object Object],[object Object]
Standard Planning Framework ,[object Object],[object Object],[object Object],[object Object],[object Object]
Marketing Information Systems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Marketing Research ,[object Object],[object Object]
The Marketing Research Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Terminology of Marketing Research ,[object Object],[object Object],[object Object],[object Object],[object Object]
Marketing Research Techniques ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What is MKIS? ,[object Object],[object Object]
The components of a computerised MKIS Model Bank Data Bank Statistical Bank MKIS Display unit Marketing Manager
The components of a computerised MKIS ,[object Object],[object Object],[object Object],[object Object]
The Marketing Environment and Competitor Analysis ,[object Object],[object Object],[object Object]
SWOT analysis ,[object Object],[object Object],[object Object],[object Object]
 
PEST analysis ,[object Object],[object Object],[object Object],[object Object]
Political/legal ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Economic Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Sociocultural factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Technological ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Source: Adapted from M. E. Porter, Competitive Strategy, Free Press, 1980, p. 4.  Threat of substitutes Potential entrants Threat of entrants Suppliers Bargaining power Substitutes Buyers Bargaining power COMPETITIVE RIVALRY Five forces analysis
Five Forces Analysis: Key Questions and Implications ,[object Object],[object Object],[object Object],[object Object],[object Object]
Buyer Behaviour ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Dominant Family Purchase - Cozenza 1985
Demographic Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Consumer Buying Process ,[object Object],[object Object],[object Object],[object Object],[object Object],Consumer Purchase Decisions Product Choice Location Choice Brand Choice Other Choices Psychological Inputs Culture Attitude Learning Perception Based on Cohen (1991)
Maslow’s Hierarchy of Needs Physiological Safety Social Esteem Self  Actualisation
UK socioeconomic classification scheme
Types of buyer behaviour ,[object Object],[object Object],[object Object],[object Object]
The Buying Decision Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organisational Buyer Behaviour ,[object Object],[object Object]
Characteristics of organisational buyer behaviour ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Development ,[object Object],[object Object],[object Object]
 
Five stages of the PLC ,[object Object],[object Object],[object Object],[object Object]
[object Object]
PLC exercise ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Source: Based on the work of Cliff Bowman. See C.Bowman and D.Faulkner.  Competitive and Corporate Strategy, Irwin, 1996. Bowman’s Strategy Clock
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The Strategy Clock: Bowman’s Competitive Strategy Options
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
New- Product Development Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Products Decisions ,[object Object],[object Object],[object Object],[object Object],[object Object]
Product and Service Classification System ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Few: Few: trial of trial of early early adopters adopters Growing adopters: Growing adopters: trial of trial of product/service product/service Entry of  Entry of  competitors competitors Growing selectivity Growing selectivity of purchase of purchase May be many May be many Saturation of Saturation of users users Repeat purchase Repeat purchase reliance reliance Fight to maintain Fight to maintain share share Drop-off Drop-off in usage in usage Exit of some Exit of some competitors competitors Development Development Growth Growth Maturity Maturity Decline Decline The life product cycle model
Market Share Market Growth High Low High Low 1. Stars 3. Question Mark (Problem Child) 2. Cash Cows 4. Dogs The Boston Matrix (Growth/Share Matrix)
Market Share Market Growth High Low High Low FUSE Maverick Miniature Heroes KIT KAT MARS BAR TOPIC BOUNTY The Boston Matrix - Chocolate Bars
Diversification Market Penetration Market Development Product Development Existing Markets New Markets Existing Products New Products Ansoff’s Matrix (Product/Market Matrix)
Diversification - related or unrelated E.g. Realignments of the marketing mix E.g. Geographical  expansion Same outlets and  sales strategy  - new product Existing Markets New Markets Existing Products New Products Ansoff’s Matrix (Product/Market Matrix)
Products Decisions ,[object Object],[object Object],[object Object],[object Object]
Pricing Decisions ,[object Object],[object Object],[object Object]
Low High Low High Economy Strategy e.g. Tesco  spaghetti Penetration e.g. Telewest  cable phones Skimming e.g. New film or  album Premium e.g. BA first  class Price Quality
Pricing strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ten ways to ‘increase’ prices without increasing price - Winkler ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
Channel and Distribution Tactics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]
Negotiation Promotion Contact Transporting and storing Financing Packaging Money Goods Today’s system of exchange Producers Users
Channel intermediaries - Wholesalers ,[object Object],[object Object],[object Object],[object Object],[object Object]
Channel intermediaries - Agents ,[object Object],[object Object],[object Object],[object Object],[object Object]
Channel intermediaries - Retailer ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Channel intermediaries - Internet ,[object Object],[object Object],[object Object],[object Object],[object Object]
Six basic channel decisions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Selection consideration ,[object Object],[object Object],[object Object],[object Object],[object Object]
Potential Influence Strategies- Frazier and Sheth (1989) ,[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Frazier and Summers (1984) Frequencies of use of Influence Strategies
Promotions Decisions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Media Message Sender Encoding Response Feedback Noise Decoding Receiver Elements in the Communication Process
[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
Promotions Mix ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Promotional Message ,[object Object],[object Object],[object Object],[object Object],[object Object]
Execution styles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
Media choice? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Exercise - What beliefs and expectations do you have about the following brands? How far are these due to promotion as opposed to personal experience ? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Promotional objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Implementation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Marketing Strategy Tactical  Decisions Implementing the Marketing Mix Monitoring  Results Internal  Factors External Factors Adaptation of  strategy/tactics The Marketing Implementation Process Berman and Evans 1985
Implementation problems ,[object Object],[object Object],[object Object],[object Object],[object Object]
Implementing a programme -  an action checklist ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Total Quality and Marketing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Managing the organisation/stakeholder interface ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Activities to establish and build customer relationships ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Relationship marketing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Mckinsey 7-S framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Marketing Planning

  • 1.
  • 2. ‘ The right product, in the right place, at the right time, and at the right price’ Adcock et al
  • 3. ‘ Marketing is the human activity directed at satisfying human needs and wants through an exchange process’ Kotler 1980
  • 4. ‘ Marketing is a social and managerial process by which individuals and groups obtain what they want and need through creating, offering and exchanging products of value with others’ Kotler 1991
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
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  • 15.
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  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26. The components of a computerised MKIS Model Bank Data Bank Statistical Bank MKIS Display unit Marketing Manager
  • 27.
  • 28.
  • 29.
  • 30.  
  • 31.
  • 32.
  • 33.
  • 34.
  • 35.
  • 36. Source: Adapted from M. E. Porter, Competitive Strategy, Free Press, 1980, p. 4. Threat of substitutes Potential entrants Threat of entrants Suppliers Bargaining power Substitutes Buyers Bargaining power COMPETITIVE RIVALRY Five forces analysis
  • 37.
  • 38.
  • 39. Dominant Family Purchase - Cozenza 1985
  • 40.
  • 41.
  • 42. Maslow’s Hierarchy of Needs Physiological Safety Social Esteem Self Actualisation
  • 44.
  • 45.
  • 46.
  • 47.
  • 48.
  • 49.  
  • 50.
  • 51.
  • 52.
  • 53. Source: Based on the work of Cliff Bowman. See C.Bowman and D.Faulkner. Competitive and Corporate Strategy, Irwin, 1996. Bowman’s Strategy Clock
  • 54.
  • 55.
  • 56.
  • 57.
  • 58.
  • 59.
  • 60. Few: Few: trial of trial of early early adopters adopters Growing adopters: Growing adopters: trial of trial of product/service product/service Entry of Entry of competitors competitors Growing selectivity Growing selectivity of purchase of purchase May be many May be many Saturation of Saturation of users users Repeat purchase Repeat purchase reliance reliance Fight to maintain Fight to maintain share share Drop-off Drop-off in usage in usage Exit of some Exit of some competitors competitors Development Development Growth Growth Maturity Maturity Decline Decline The life product cycle model
  • 61. Market Share Market Growth High Low High Low 1. Stars 3. Question Mark (Problem Child) 2. Cash Cows 4. Dogs The Boston Matrix (Growth/Share Matrix)
  • 62. Market Share Market Growth High Low High Low FUSE Maverick Miniature Heroes KIT KAT MARS BAR TOPIC BOUNTY The Boston Matrix - Chocolate Bars
  • 63. Diversification Market Penetration Market Development Product Development Existing Markets New Markets Existing Products New Products Ansoff’s Matrix (Product/Market Matrix)
  • 64. Diversification - related or unrelated E.g. Realignments of the marketing mix E.g. Geographical expansion Same outlets and sales strategy - new product Existing Markets New Markets Existing Products New Products Ansoff’s Matrix (Product/Market Matrix)
  • 65.
  • 66.
  • 67. Low High Low High Economy Strategy e.g. Tesco spaghetti Penetration e.g. Telewest cable phones Skimming e.g. New film or album Premium e.g. BA first class Price Quality
  • 68.
  • 69.
  • 70.
  • 71.
  • 72.
  • 73.
  • 74.
  • 75.
  • 76. Negotiation Promotion Contact Transporting and storing Financing Packaging Money Goods Today’s system of exchange Producers Users
  • 77.
  • 78.
  • 79.
  • 80.
  • 81.
  • 82.
  • 83.
  • 84.
  • 85. Frazier and Summers (1984) Frequencies of use of Influence Strategies
  • 86.
  • 87. Media Message Sender Encoding Response Feedback Noise Decoding Receiver Elements in the Communication Process
  • 88.
  • 89.
  • 90.
  • 91.
  • 92.
  • 93.
  • 94.
  • 95.
  • 96.
  • 97.
  • 98. Marketing Strategy Tactical Decisions Implementing the Marketing Mix Monitoring Results Internal Factors External Factors Adaptation of strategy/tactics The Marketing Implementation Process Berman and Evans 1985
  • 99.
  • 100.
  • 101.
  • 102.
  • 103.
  • 104.
  • 105.
  • 106.