mkt 340 ch02 ppt
TRANSCRIPT
![Page 1: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/1.jpg)
Slide 2-1© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
![Page 2: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/2.jpg)
Slide 2-2© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Describe three kinds of organizations and the three levels of strategy in them.
Explain why managers use marketing dashboards and marketing metrics.LO 2-3
LO 2-2
LEARNING OBJECTIVES (LO)AFTER READING CHAPTER 2, YOU SHOULD BE ABLE TO:
LO 2-1
Describe core values, mission, organizational culture, business, and goals.
LO 2-4 Discuss how an organization assesses where it is now and where it seeks to be.
![Page 3: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/3.jpg)
Slide 2-3© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
LO 2-6
LEARNING OBJECTIVES (LO)AFTER READING CHAPTER 2, YOU SHOULD BE ABLE TO:
LO 2-5 Explain the three steps of the planning phase of the strategic marketing process.
Describe the four components of the implementation phase of the strategic marketing process.
LO 2-7 Discuss how managers identify and act on deviations from plans.
![Page 4: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/4.jpg)
Slide 2-4© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
STARTING A BUSINESS BY GETTING AN “A”IN AN ICE CREAM-MAKING COURSE!
Ben & Jerry’s
![Page 5: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/5.jpg)
Slide 2-5© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
TODAY’S ORGANIZATIONSKINDS OF ORGANIZATIONS
LO 2-1
Organization Offerings
For-Profit Organization (Business Firm)
Nonprofit Organization
Industry: Organizations that have similar offerings
Government AgencyLED Lightbulb
![Page 6: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/6.jpg)
Slide 2-6© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
MAKING RESPONSIBLE DECISIONSUsing Social Entrepreneurship to Help People
Social Entrepreneurship
Teach for AmericaSightLife
LO 2-1
![Page 7: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/7.jpg)
Slide 2-7© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
FIGURE 2-1 The board of directors oversees the three levels of strategy in organizations: corporate, business unit, and functional
![Page 8: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/8.jpg)
Slide 2-8© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Strategy
TODAY’S ORGANIZATIONSSTRATEGY AND ORGANIZATIONAL STRUCTURE
LO 2-1
Corporate Level:
Chief Marketing Officer (CMO) Strategic Business Unit
(SBU) – for related offerings. • Perfume • Leather
Goods• Luggage
Prada
Chief Executive Officer (CEO)
![Page 9: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/9.jpg)
Slide 2-9© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
TODAY’S ORGANIZATIONSSTRATEGY AND ORGANIZATIONAL STRUCTURE
LO 2-1
Functional Level: groups create value for the organization
Department: groups with a specific function (ex: marketing)
Cross-Functional Teams: Groups with a common purpose/task
![Page 10: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/10.jpg)
Slide 2-10© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
FIGURE 2-2 Visionary organizations:(1) establish a foundation, (2) set a direction, and (3) create strategies to successfully develop and market their offerings
![Page 11: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/11.jpg)
Slide 2-11© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
STRATEGY IN VISIONARY ORGANIZATIONSORGANIZATIONAL FOUNDATION (WHY)
LO 2-2
Core Values: Principles that guide an organization
OrganizationalCulture
Mission
![Page 12: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/12.jpg)
Slide 2-12© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Star Trek’s Star Ship EnterpriseWhy is a mission statement important?
LO 2-2
Example:Star Trek’s Star Ship Enterprise
Mission Statement“To explore strange new worlds, to
seek out new life and new civilizations, to boldly go where no
one has gone before.”
![Page 13: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/13.jpg)
Slide 2-13© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
STRATEGY IN VISIONARY ORGANIZATIONSORGANIZATIONAL DIRECTION (WHAT)LO 2-2
• What do we do?
• What businessare we really in?
Business
BusinessModel
Angry Birds
![Page 14: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/14.jpg)
Slide 2-14© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
STRATEGY IN VISIONARY ORGANIZATIONSORGANIZATIONAL DIRECTION (WHAT)
LO 2-2
• Profit
• Sales ($ or #)
• Market Share
• Customer Satisfaction
• Employee Welfare
• Social Responsibility
• Quality • Efficiency
Goals or Objectives: Targets of performance to achieve
![Page 15: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/15.jpg)
Slide 2-15© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Goals or Objectives
STRATEGY IN VISIONARY ORGANIZATIONSORGANIZATIONAL DIRECTION (WHAT)
LO 2-2
• Specific
• Measurable
• Relevant
• Attainable
• Time-Based
![Page 16: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/16.jpg)
Slide 2-16© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
STRATEGY IN VISIONARY ORGANIZATIONSORGANIZATIONAL STRATEGIES (HOW)
LO 2-2
Strategies and Plan Vary by Level:
And Vary by Offering
• Corporate • SBU • Functional
• Product • Service • IdeaMedtronicWeb site
![Page 17: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/17.jpg)
Slide 2-17© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
STRATEGY IN VISIONARY ORGANIZATIONSORGANIZATIONAL STRATEGIES (HOW)
LO 2-2
Marketing Plans
Business Plans
• Long-Range
• Annual Review
![Page 18: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/18.jpg)
Slide 2-18© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
STRATEGY IN VISIONARY ORGANIZATIONS TRACKING STRATEGIC PERFORMANCE
LO 2-3
Marketing Dashboards: Visual display of essential marketing information
Marketing Metric: Measures the value of an activity or result
Data VisualizationDundas
Dashboard
![Page 19: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/19.jpg)
Slide 2-19© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
FIGURE 2-3 An effective marketing dashboard helps managers assess a business situation at
a glance
Source: Dundas Data Visualization
![Page 20: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/20.jpg)
Slide 2-20© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
FIGURE 2-3A Marketing Dashboard: Website Traffic Sources
![Page 21: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/21.jpg)
Slide 2-21© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
FIGURE 2-3B Marketing Dashboard: Sales Performance by SBU
![Page 22: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/22.jpg)
Slide 2-22© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
FIGURE 2-3C Marketing Dashboard: Monthly Website Visits by State
![Page 23: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/23.jpg)
Slide 2-23© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
USING MARKETING DASHBOARDSHow Well is Ben & Jerry’s Doing?
LO 2-3
Dollar Sales and Dollar Market Share
![Page 24: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/24.jpg)
Slide 2-24© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
SETTING STRATEGIC DIRECTIONSWHERE ARE WE NOW?
LO 2-4
• Give a competitive Advantage
Competencies
Must Understand Customers’ Wants
Lands’ End
Medtronic
![Page 25: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/25.jpg)
Slide 2-25© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
SETTING STRATEGIC DIRECTIONSWHERE ARE WE NOW?
LO 2-4
Competitors
Who are Lands’ End’s Competitors?
![Page 26: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/26.jpg)
Slide 2-26© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
SETTING STRATEGIC DIRECTIONSWHERE DO WE WANT TO GO?
LO 2-4
Business Portfolio Analysis (BCG Matrix): Quantifies performance
Mar
ket G
row
th R
ate
Stars
Cash Cows Dogs
Question Marks
Relative Market Share
High
High Low
Low
Boston ConsultingGroup
![Page 27: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/27.jpg)
Slide 2-27© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Apple Consumer-Related ProductsWhat SBU type in the BCG growth-share matrix?
LO 2-4
TabletsSmartphones
MP3 PlayersDesktop/Laptop PCs
Apple.com
![Page 28: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/28.jpg)
Slide 2-28© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
FIGURE 2-4 BCG business portfolio analysis for Apples consumer SBUs
![Page 29: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/29.jpg)
Slide 2-29© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Diversification Analysis
• Market Penetration
• Market Development
• Product Development
• Diversification
SETTING STRATEGIC DIRECTIONSWHERE DO WE WANT TO GO?
LO 2-4
Ben & Jerry’sBonnaroo Buzz Ad
![Page 30: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/30.jpg)
Slide 2-30© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
FIGURE 2-5 Four alternative market-product strategies for Ben & Jerry’s to expand sales revenues using diversification analysis
![Page 31: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/31.jpg)
Slide 2-31© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
THE STRATEGIC MARKETING PROCESSLO 2-5
• How Do We AllocateOur Resources to Get toWhere We Want to Go?
Strategic Marketing Process
• How Do We ConvertOur Plans into Actions?
• How Do Our Results CompareWith Our Plans and DoDeviations Require New Plans?
![Page 32: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/32.jpg)
Slide 2-32© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
FIGURE 2-6 The strategic marketing process has three phases: planning, implementation, and evaluation
![Page 33: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/33.jpg)
Slide 2-33© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
THE STRATEGIC MARKETING PROCESSTHE PLANNING PHASE
LO 2-5
Weaknesses
Strengths
Threats
Opportunities
• Situation Analysis
• SWOT Analysis
Step 1: Situation (SWOT) Analysis
![Page 34: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/34.jpg)
Slide 2-34© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
THE STRATEGIC MARKETING PROCESSTHE PLANNING PHASE
LO 2-5
Step 1: Situation (SWOT) Analysis
Analyze Competitors
Identify Industry Trends
Research Present and Prospective Customers
Assess the Organization
• SWOT Analysis Study
![Page 35: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/35.jpg)
Slide 2-35© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
FIGURE 2-7 Ben & Jerry’s SWOT analysis that serves as the basis for management actions regarding growth
![Page 36: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/36.jpg)
Slide 2-36© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
THE STRATEGIC MARKETING PROCESSTHE PLANNING PHASE
LO 2-5
Step 1: Situation (SWOT) Analysis
Correct a Weakness
Build on a Strength
Avoid a Disaster- Laden Threat
Exploit an Opportunity
• SWOT Analysis Actions
![Page 37: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/37.jpg)
Slide 2-37© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
THE STRATEGIC MARKETING PROCESSTHE PLANNING PHASE
LO 2-5
• Market Segmentation: Group buyers by needs
• Points of Difference: Makes product superior
Step 2: Market-Product Focus and Goal Setting
![Page 38: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/38.jpg)
Slide 2-38© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
THE STRATEGIC MARKETING PROCESSTHE PLANNING PHASE
LO 2-5
• Set Marketing & Product Goals
• Select Target Markets
• Find Points of Difference
• Position the Product
Example: Medtronic’s Pacemaker
![Page 39: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/39.jpg)
Slide 2-39© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
THE STRATEGIC MARKETING PROCESSTHE PLANNING PHASE
LO 2-5
• Product Strategy
• Price Strategy
• Promotion Strategy
• Place (Distribution) Strategy
Step 3: Marketing Program
![Page 40: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/40.jpg)
Slide 2-40© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
FIGURE 2-8 The four Ps elements of the marketing mix must be blended to producea cohesive marketing program
![Page 41: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/41.jpg)
Slide 2-41© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
THE STRATEGIC MARKETING PROCESSTHE IMPLEMENTATION PHASE
LO 2-6
Obtaining Resources
Designing the Marketing Organization
Defining Precise Tasks, Responsibilities, and Deadlines
Executing the Marketing Program
• Marketing Strategy • Marketing Tactics
![Page 42: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/42.jpg)
Slide 2-42© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
THE IMPLEMENTATION PHASE OFTHE STRATEGIC MARKETING PROCESS
IS PLANNING OR IMPLEMENTATION THE PROBLEM?LO 2-6
• Poor• Excellent
The Implementation
The Plan and Strategy
Both
![Page 43: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/43.jpg)
Slide 2-43© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
FIGURE 2-B Results of good and bad marketing planning and implementation
![Page 44: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/44.jpg)
Slide 2-44© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
FIGURE 2-9 Organization of a typical manufacturing firm, showing a breakdownof the marketing department
![Page 45: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/45.jpg)
Slide 2-45© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
THE STRATEGIC MARKETING PROCESSTHE IMPLEMENTATION PHASE
LO 2-6
Defining Precise Tasks, Responsibilities, and Deadlines• Time-Based Agenda
![Page 46: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/46.jpg)
Slide 2-46© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
THE STRATEGIC MARKETING PROCESSTHE IMPLEMENTATION PHASE
LO 2-6
Defining Precise Tasks, Responsibilities, and Deadlines
• Gantt Chart
• Action Item List
![Page 47: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/47.jpg)
Slide 2-47© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
FIGURE 2-E Tasks and time needed to complete a term project
![Page 48: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/48.jpg)
Slide 2-48© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
FIGURE 2-10 Gantt chart for scheduling a term project that distinguishes sequential and concurrent tasks
![Page 49: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/49.jpg)
Slide 2-49© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
THE STRATEGIC MARKETING PROCESSTHE EVALUATION PHASE
LO 2-7
• Exploiting a Positive Deviation
• Correcting a Negative Deviation
Acting on Deviations
• Planning Gap: Compare goals vs. results
Comparing Results withPlans to Identify Deviations
![Page 50: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/50.jpg)
Slide 2-50© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
FIGURE 2-11 The evaluation phase requires that Apple compare actual results with goals to identify and act on deviations to fill in the “planning gap” by 2014
![Page 51: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/51.jpg)
Slide 2-51© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
THE EVALUATION PHASE OFTHE STRATEGIC MARKETING PROCESS
MARKETING ROI, METRICS, AND DASHBOARDSLO 2-7
Marketing ROI
Marketing Metrics
Marketing Dashboards
![Page 52: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/52.jpg)
Slide 2-52© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
IBM: USING STRATEGY TO BUILDA “SMARTER PLANET”
VIDEO CASE 2
IBM Video Case
![Page 53: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/53.jpg)
Slide 2-53© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
VIDEO CASE 2IBM
1. What is IBM’s “Smarter Planet” business strategy? How does this strategy relate to IBM’s mission and values?
![Page 54: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/54.jpg)
Slide 2-54© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
2. Conduct a SWOT analysis for IBM’s Smarter Planet initiative. What are the relevant trends to consider for the next three to five years?
VIDEO CASE 2IBM
![Page 55: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/55.jpg)
Slide 2-55© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
VIDEO CASE 2IBM
3. How can IBM communicate its strategy to companies, cities, and governments?
![Page 56: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/56.jpg)
Slide 2-56© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
VIDEO CASE 2IBM
4. What are the benefits of the Smarter Planet initiative to (a) society and (b) IBM?
![Page 57: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/57.jpg)
Slide 2-57© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
VIDEO CASE 2IBM
5. How should IBM measure the results of the Smarter Planet strategy?
![Page 58: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/58.jpg)
Slide 2-58© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
CALCULATING A“FOG INDEX” FOR
YOUR OWN WRITING
IN-CLASS ACTIVITY 2-1
![Page 59: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/59.jpg)
Slide 2-59© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
![Page 60: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/60.jpg)
Slide 2-60© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
MARKETING YOURSELF
IN-CLASS ACTIVITY 2-2
![Page 61: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/61.jpg)
Slide 2-61© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
ICA 2-2Marketing Yourself
![Page 62: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/62.jpg)
Slide 2-62© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
ICA 2-2Marketing Yourself
![Page 63: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/63.jpg)
Slide 2-63© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Profit
Profit is the money left after afor-profit organization subtracts its total expenses from its total revenues and is the reward for the risk it undertakes in marketing its offerings.
![Page 64: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/64.jpg)
Slide 2-64© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Strategy
Strategy is an organization’slong-term course of action designed to deliver a unique customer experience while achieving its goals.
![Page 65: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/65.jpg)
Slide 2-65© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Core Values
Core values are the fundamental, passionate, and enduring principles of an organization that guide its conduct over time.
![Page 66: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/66.jpg)
Slide 2-66© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Mission
A mission is a statement of the organization’s function in society that often identifies its customers, markets, products, and technologies. The term is often used interchangeably with vision.
![Page 67: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/67.jpg)
Slide 2-67© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Organizational Culture
An organizational culture consists of the set of values, ideas, attitudes, and norms of behavior that is learned and shared among the members ofan organization.
![Page 68: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/68.jpg)
Slide 2-68© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Business
A business describes the clear, broad, underlying industry or market sector of an organization’s offering.
![Page 69: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/69.jpg)
Slide 2-69© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Goals or Objectives
Goals or objectives are the statements of an accomplishment of a task to be achieved, often by a specific time.
![Page 70: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/70.jpg)
Slide 2-70© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Market Share
Market share is the ratio of sales revenue of the firm to the total sales revenue of all firms in the industry, including the firm itself.
![Page 71: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/71.jpg)
Slide 2-71© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Marketing Plan
A marketing plan is a road map for the marketing actions of an organization for a specified future time period, such as one year or five years.
![Page 72: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/72.jpg)
Slide 2-72© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Business Plan
A business plan is a road map for the entire organization for a specified future period of time, such as one year or five years.
![Page 73: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/73.jpg)
Slide 2-73© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Marketing Dashboard
A marketing dashboard is the visual computer display of the essential information related to achieving a marketing objective.
![Page 74: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/74.jpg)
Slide 2-74© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Marketing Metric
A marketing metric is a measure of the quantitative value or trend of a marketing action or result.
![Page 75: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/75.jpg)
Slide 2-75© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Business Portfolio Analysis
Business portfolio analysis is a technique that managers use to quantify performance measures and growth targets to analyze their firms’ strategic business units (SBUs) as though they were a collection of separate investments.
![Page 76: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/76.jpg)
Slide 2-76© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Diversification Analysis
Diversification analysis is a technique that helps a firm search for growth opportunities from among current and new markets as well as current and new products.
![Page 77: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/77.jpg)
Slide 2-77© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Strategic Marketing Process
The strategic marketing process is an approach whereby an organization allocates its marketing mix resources to reach its target markets.
![Page 78: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/78.jpg)
Slide 2-78© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Situation Analysis
A situation analysis involves taking stock of where the firm or product has been recently, where it is now, and where it is headedin terms of the organization’s marketing plans and the external forces and trends affecting it.
![Page 79: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/79.jpg)
Slide 2-79© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
SWOT Analysis
A SWOT analysis is an acronym describing an organization’s appraisal of its internal Strengths and Weaknesses and its external Opportunities and Threats.
![Page 80: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/80.jpg)
Slide 2-80© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Market Segmentation
Market segmentation involves aggregating prospective buyers into groups, or segments, that(1) have common needs and(2) will respond similarly to a marketing action.
![Page 81: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/81.jpg)
Slide 2-81© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Points of Difference
Points of difference are those characteristics of a product that make it superior to competitive substitutes.
![Page 82: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/82.jpg)
Slide 2-82© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Marketing Strategy
Marketing strategy is the means by which a marketing goal is to be achieved, usually characterizedby a specified target market anda marketing program to reach it.
![Page 83: MKT 340 Ch02 ppt](https://reader031.vdocuments.net/reader031/viewer/2022020921/58884ec51a28ab951c8b5af1/html5/thumbnails/83.jpg)
Slide 2-83© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Marketing Tactics
Marketing tactics are the detailed day-to-day operational marketing actions for each element of the marketing mix that contribute to the overall success of marketing strategies.