• All firms need marketing planning.
• Starts with an in-depth analysis of the firm's internal and external env. : determining SWOT, establish mission, goals, objectives, strategy then implementation and evaluation control

• Need to do it right- only 20% do
• Need to relate the environment to the firm- success
• Implementation key
• know what business the firm is in- meeting
• Ex. UPS supply chain mgmt not just shipping
• Need for good research

• situation analysis/mission statement
• SWOT analysis
• corporate goals/objectives
• corporate strategy
• marketing objectives
• marketing strategy
• marketing implementation (most important)

• get funding
• competitive advantage
• meet customer needs better
• better address environment
• be more profitable/more effective
• better coordination across departments

• put customer needs first rather than focus on production methods (production orientation) making the current products (product orientation) or attracting customers to buy current products (selling orientation)
• focus on identifying and satisfying customer needs while making a profit in the long-run (marketing concept def.) (marketing orientation)
• additionally, focus on customer relationship management, social responsibility, integrated marketing and internal marketing (holistic marketing orientation, synergy)

-Production- industrial revolution- D>S late 1700s

1. Product Orientation- how to produce

2. Sales Orientation- promotion S>D 1920s-30s

3. Marketing Orient.-  pressure seling bad rep WWII 1941-45

4. Wholistic Stage- customer relationship management getting long term relationship/data base management

Define Marketing and Marketing Orientation

-1935- Definition

-1985- Revised

-2004

-2007

(2007)- the activity, set of institutions, and processes for creating, communication, delivering, and exchanging offerings that have VALUE for customers, clients, partners, and society at large

(2004)- the process of planning and executing conception, pricing, promotion, and distribution of ideas, goods, and services to creat exchanges that satisfy individual and organizational objectives.

• Customer Relationship Management
• Customer Service
• Scocial Responsibility- Image, Corporate Citizens, Ethics
• Integrated Marketing- Synergy (orchestra)
• Internal Marketing- Promotion, Plan

1. Generate market intelligence pertaining to customers (current/future). figure out what your customer wants

2. share this across departments, and having the whole firm respond to it. empower employees to serve customers.

• there needs to be a consistent focus by all employees in all departments on customers needs to stay competitive.
• recognize that organizations cant please everyone- be professional to all but focus on target market(s) that firm can profit from
• must give employees the resources, training, and trust to do their job/serve customers.

-Near sided, short-term. -Globalization

ex. pansenger r.r. 1971 Amtrak- regulation of industry. "cant increase price because rights of every american to ride trains"

1. Top MGMT

2. Middle MGMT

3. Frontline people

4. Customers

Flipped \/- with customers on sides

1. Customers

2. frontline people

3. middle MGMT

4. top MGMT

Broader term than Marketing Plan, Strategic push for org.

• strategic plan, a plan for the entire firm
• three key groups: customers, employees, and investors
• includes all activities that develop organizational mission, objectives, and strategies.
• strategic marketing management includes planning, organizing, implementing, and controlling marketing activities

• analyze situational environments, recognize and opportunity
• design an appropriate strategy to take advantage of the opportunity, including:
• Establishing the marketing objectives, selecting the target market, developing the marketing mix for that target market

Strategic- marketers influence strategic planning process by providing informational inputs and keeping firm focused on customers

Marketing- marketers derive their mktg objectives and strategies from the overall corporate strategic plan.

-overall for a corporation, the pattern of objectives, resources needed, whats to be done

-"gameplan"

-the process (activity) of identifying what the firm is trying to do and relating it to what marketing needs to do

-ad that makes advertising part successful

OUTPUT- the output of the strategic marketing planning process. an outline/bluepring/map of what marketing is to do.

1. Scope (breadth of strategic domain-target)
2. Goals/Objectives (desired accomplishments) #Customers
3. Resource Deployments (what spent) whats needed: Money, Financial Resources
4. Identify a sustainable competitive advantage (posistioning)- price is not sustainable comp. adv.  :how we stand out, differentiate
5. Synergy (whole firm greater than sum of its parts)- family of product instead of one

Purpose of afirm and describes its reason for existence; what the firm represents and who it serves. (What is our goal)

- tends to be BROADER than goal/objective

-addresses what firm does, provides FOCUS as to what opportunities should be addressed; provides DIRECTION and relevance for employees.

-reflects internal characteristics; FIRM'S CULTURE

-addresses accomplishments, mgmt preferences, values, symbols, distinctive competencies.

-long run vision of what firm trying to become.

-helps differentiate firm.

-addresses external mkts (who serve) rather than internal products (as technology might become obsolete)

-needs to be achievable, motivational, specific.

-it means focused as opposed to outcomes focused.

MISSION STATEMENT "EVOLUTIONARY"

"Do a great job for our customers, employees, and stockholders by being the preeminent building block supplier to the computing industry worldwide."

-Differentiation, motivation= B2B vs B2C

-Deliverable

- desired accomplishments stated in QUALITATIVE terms

• indicates direction firm attempting to go; addresses firm's priorities in evaluating alternatives and allocating resources
• goals without objectives are meaningless since firms need to be able to measure progress

-specific, QUANTITATIVE benchmarks that can gauge progress. more lengthy

• performance dimension/attribute sought- what want to improve
• Measure for evaluating progress.- measurability key. how to measure improvement.
• target level to be achieved
• time frame (also address who and how)

• central means for utilizing corp resources for mission, meet overall goals/objectives.
• must fit what firm can do relative to competition
• from overall corporate strategy, a firm can then focus on what this means for marketing strategy.

-can better manage what firm currently doing/who serving OR find new things to do/new people to serve.

• market penetration
• market development
• product development
• diversification

-present products/present customers (expansion)

(more stores more hours)

-present products/ new customers (younger segment)

(ensure- baby and adult food)

-new products/present customers

(apple)

-new products/new customers (movie/entertainment)

(honda motors)

• cost leadership (low cost firm in industry
• product differentiation (unique along some dimension that target market values)

"why america needs an economic strategy"

-Organizational strategies based on value disciplines

• operational excellence (quality products with best price and least inconvenience)
• product leadership (best product performance)
• customer intimacy (cultivate customer relationships) CRM

Outline of Plan

• whats going on?
• what do we have to accomplish?
• what are we going to do to accomplish it?
• how do we physically do it?
• what is going to cost? is it worth it?
• how do we know if it worked?

(internal strengths and weaknesses, external opportunities

and threats; strategic implications)

Internal- only impact planning firm

• strengths: factors that give the firm an advantage in meeting target market needs
• weaknesses- firms deficiencies from customers' perspective

External- may affect all organizations

• opportunities- fav conditions, may reward
• threats- barriers to reaching objectives

• matching: strength + opportunity = capability
• converting: change a weakness/threat to a strength/opportunity-- limitations: W+O liabilities: W+T
• minimizing/avoiding: weaknesses or threats-- limitations: W+O liabilities: W+T

Marketing Outcomes: Goals/Objectives

Marketing Strategies (target mkt selection, mktg mix development)

• strategies need to match strengths with opportunities (source of competitive advantage), convert weaknesses/threats, minimize weaknesses/threats (address limitations and liabilities)
• discuss overall strategy/ why, target market, mktg mix, product/ market match

-Activities, responsibilities, and budget

-timeline/timetable

• firm evaluates current/future situation
• audits internal strengths/weaknesses
• evaluates external opportunities/threats
• produces strategies that guide optimal detailed planning/implementation
• provides means to control/correct operations