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Mark 220

by: Asli Acar

Mark 220 MARK 220-01

Asli Acar


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About this Document

These notes include material from the first week
Simon Blanchard
Class Notes
25 ?





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This 6 page Class Notes was uploaded by Asli Acar on Friday January 22, 2016. The Class Notes belongs to MARK 220-01 at Georgetown University taught by Simon Blanchard in Spring 2016. Since its upload, it has received 51 views. For similar materials see PRINCIPLES OF MARKETING in Marketing at Georgetown University.


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Date Created: 01/22/16
Company and Marketing Strategic Planning Strategic planning is the process of developing and maintaining a strategic fit between the organization’s goals and objectives and its changing marketing opportunities  1­Define the organization’s mission  What is our business?  Who is our customer?  What do our customer’s value?  What should our business be? Mission Statement: A statement of the organization’s purpose— what it wants to  accomplish in the larger environment.   Market­oriented and based on satisfying customer needs   Meaningful and specific, yet motivating   Emphasizes the company's strengths in the market   Should NOT be stated in terms of sales or profits  Compan y  Product­oriented Mission  Market­oriented Mission  We connect people around the world and  help them share important moments in their  Facebook We are an online social network.  lives. They try to create an environment that  will “connect” people Revlon  We make cosmetics.  We sell lifestyle and self­ expression.  Coca­ We refresh the world by inspiring moments  Cola  We make beverages.  of optimism and happiness.  Kodak  We produce photography equipment,  We help people easily and quickly record  cameras, films and photo printers.  their memories.  It is about the needs that the companies are satisfying. Starbucks doesn’t even  name “coffee” in their mission. The best mission statements reflect an external focus on customer needs, not an internal focus on the company’s current offering  Marketing myopia: Defining the company’s mission too narrowly can cause  managers to miss opportunities for growth  Under Armour's and Nike’s mission is very different even though they are both sports brands. Under Armour’s mission is to make all athletes better through passion, design, and the relentless pursuit of innovation. Every Under Armour product is doing  something for you; it's making you better. While, Nike is trying to encourage  everyone who has a body to be an athlete and buy their products. 2­ Set objectives  S.M.A.R.T. objectives—what the firm hopes to accomplish within a specific  time frame   Specific  Measurable  Attainable  Relevant  Time­bound  Organizational objectives should be consistent with, and support the  realization of, the company’s mission.   Objectives are not always monetary  Area of Performance Possible Objectives Profitability Achieve an annual rate of return on  investment of at least 15%. Market Share To make our brand #1 in terms of market  share within 5 years. Innovation To double the number of transistors on  our CPUs within2 years. Worker Performance and attitude To increase employee satisfaction by 20% this year. 3­Establish the business portfolio In designing their business portfolios, companies must:  • Analyze their current portfolio or strategic business units (SBUs) and decide which  SBUs should receive more, less, or no investment.  • Develop strategies for growth and downsizing that will shape the future business  portfolio.  Strategic business unit (SBU): A relatively autonomous division of a company that  operates as an independent enterprise with responsibility for a particular range of  products or activities  An SBU can be a company division, a product line within a division, or a single  product or brand.  Portfolio analysis: The process by which management evaluates the products and  businesses making up the company.  Resources are directed toward more profitable businesses while weaker ones are  phased out or sold.  BCG Growth/Share Matrix • The Boston Consulting Group (BCG) growth­share matrix is a portfolio­planning  tool for assessing and prioritizing SBUs   Focuses on the potential for existing products to generate cash that the firm  can use to invest in new or existing products   Two dimensions: • Market growth rate (~market attractiveness) • Relative market share (~competitive strength) SBU  Strategy  Stars  Build into cash cow via investment.  Cash Cows  Maintain or harvest for cash to finance new stars.  Question  Build into stars via investment OR reallocate funding and let become  Marks  dogs.  Dogs  Maintain or divest.  Iphone: CashCow Ipad: CashCow Mac: CashCow AppleTv: Question Mark Ipod: Dogs Limitations of BCG Matrix • Assumptions about dimensions: • Growth rate = Market attractiveness? • Relative market share = Competitive strength?  • It can be hard to obtain reliable measures of market share and growth  • Assumes growth is uncontrollable  4­Develop growth strategies: Companies must grow to:  Compete more effectively  Satisfy their stakeholders  Attract top talent Marketing shoulders the responsibility for achieving and managing profitable growth.  Product/Market Expansion Grid Market Penetration Increasing sales of current products to current market segments Encourage people to spend more buy more (toothpaste) Encourage non­users in the target market to buy Selling current products to new customer segments  • Common tactics:   Communicate different uses/benefits of the product   Advertise in different media   Add channels of distribution   Expand geographically  Off Label Drugs propecia, Viagra Product Development Selling new products to current market segments  • Offer new variations of the same product  • E.g. Mini Oreo’s, Pretzel M&M’s, “seasons”  • Some tactics: • Planned obsolescence  • Fashion  Diversification • Starting up or buying business outside of the firm’s current products and consumer  segments  • Some tactics: • Acquisitions: e.g., McDonalds purchased Aroma Cafe and Boston Market, Sara Lee  purchased Coach Leather Products, Altria purchased Post Cereals, Kraft Cheese, etc.  Under Armour • Option 1: changing the product positioning of its current products to a fashion brand  • Option 2: maintaining focus on performance apparel to be worn by athletes  • Option 3: developing a line of professional fitness equipment  Common Tactics:  Increase advertising  Cut­price sales promotion Frequent shopper programs Increase distribution


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