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    Ch22 Managing A Holistic Marketing Organization

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    Rina Fordan Bilog
    This document discusses organizing the marketing department and managing holistic marketing. It describes several ways to organize a marketing department, including functionally, geographically, by product, brand, market, and matrix. It also outlines the tasks of brand managers and roles of marketing at the corporate level. Finally, it discusses cause-related marketing, corporate social responsibility, social marketing campaigns, and types of marketing control including annual plan control, profitability control, efficiency control, and strategic control.

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    Ch22 Managing A Holistic Marketing Organization

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    Rina Fordan Bilog
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    This document discusses organizing the marketing department and managing holistic marketing. It describes several ways to organize a marketing department, including functionally, geographically, by product, brand, market, and matrix. It also outlines the tasks of brand managers and roles of marketing at the corporate level. Finally, it discusses cause-related marketing, corporate social responsibility, social marketing campaigns, and types of marketing control including annual plan control, profitability control, efficiency control, and strategic control.

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    Ch22 Managing a Holistic Marketing Organization

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    This document discusses organizing the marketing department and managing holistic marketing. It describes several ways to organize a marketing department, including functionally, geographically, by product, brand, market, and matrix. It also outlines the tasks of brand managers and roles of marketing at the corporate level. Finally, it discusses cause-related marketing, corporate social responsibility, social marketing campaigns, and types of marketing control including annual plan control, profitability control, efficiency control, and strategic control.

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    333 views2 pages

    Ch22 Managing A Holistic Marketing Organization

    Uploaded by

    Rina Fordan Bilog
    This document discusses organizing the marketing department and managing holistic marketing. It describes several ways to organize a marketing department, including functionally, geographically, by product, brand, market, and matrix. It also outlines the tasks of brand managers and roles of marketing at the corporate level. Finally, it discusses cause-related marketing, corporate social responsibility, social marketing campaigns, and types of marketing control including annual plan control, profitability control, efficiency control, and strategic control.

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    of 2

    Marketing Management

    Notes on Chapter 22 | MANAGING A HOLISTIC MARKETING ORGANIZATION [Kotler/Keller]


    Table 22.1 Important Shifts in Marketing and Business Practices
    Reengineering - Appointing teams to manage customer-value-building processes
    and break down walls between departments
    Outsourcing - Buying more goods and services from outside domestic or foreign
    vendors
    Benchmarking - Studying best practice companies to improve performance
    Supplier partnering - Partnering with fewer but better value-adding suppliers
    Customer partnering - Working more closely with customers to add value to their
    operations
    Merging - Acquiring or merging with firms in the same or complementary industries to
    gain economies of scale and scope
    Globalizing - Increasing efforts to think global and act local
    Flattening - Reducing the number of organizational levels to get closer to the
    customer
    Focusing - Determining the most profitable businesses and customers and focusing
    on them
    Justifying - Becoming more accountable by measuring, analyzing, and documenting
    the effects of marketing actions
    Accelerating - Designing the organization and setting up processes to respond more
    quickly to changes in the environment
    Empowering - Encouraging and empowering personnel to produce more ideas and
    take more initiative
    Broadening - Factoring the interests of customers, employees, shareholders, and
    other stakeholders into the activities of the enterprise
    Monitoring - Tracking what is said online and elsewhere and studying customers,
    competitors, and others to improve business practices

    INTERNAL MARKETING - It requires that everyone in the organization accept the


    concepts and goals of marketing and engage in choosing, providing, and
    communicating customer value.

    Organizing the Marketing Department

    Functionally Marketing VP with five specialists; advantage is administrative


    simplicity.

    Functional Organization Figure 22.1

    Geographically Company selling in national market organizes its sales force


    along geographic lines.
    By product Established in companies producing a variety of products
    By brand Established in companies producing a variety of brands.
    By market Desirable when customers fall into different user groups with
    distinct buying preferences and practices.
    Matrix Adopted by companies that are producing many products for many
    markets
    By corporate/division

    Tasks Performed by Brand Managers


    1. Develop long-range and competitive strategy for each product.
    2. Prepare annual marketing plan and sales forecast.
    3. Work with advertising and merchandising agencies to develop campaigns.
    4. Increase support of the product among channel members.
    5. Gather continuous intelligence on product performance, customer attitudes.
    6. Initiate product improvements.
    Roles of Marketing at a Corporate Level

    To promote a culture of customer orientation

    To be an advocate for the customer

    To assess market attractiveness

    To develop firms overall value proposition, the vision, and articulation of how it
    proposes to deliver superior value to customers
    Corporate Social Responsibility

    Legal behavior awareness and observation on relevant laws

    Ethical behavior adopt and disseminate written code of ethics, build


    tradition for ethical behavior and observe ethical guidelines

    Socially responsible behavior exercise social conscience in dealing with


    customers and stakeholders

    CAUSE-RELATED MARKETING - Marketing that links the firms contributions to


    a designated cause to customers engaging directly or indirectly in revenueproducing transactions with the firm.

    CORPORATE SOCIAL MARKETING - Marketing efforts that have at least one


    noneconomic objective related to the social welfare and uses the resources of
    the company and/or its partners.

    Branding a Cause Marketing Program

    Self-branded: Create Own Cause Program

    Co-branded: Link to Existing Cause Program

    Jointly branded: Link to Existing Cause Program

    Social Marketing Campaigns


    Cognitive: Ex. Nutritional value of
    foods, Importance of
    conservation

    Action: Ex. Motivate people


    to vote yes to an issue, inspire to
    donate blood

    Behavioral: Ex. Demotivate


    cigarette smoking or use of
    hard drugs

    Value: Ex. Alter ideas about


    abortion

    Table 22.6
    The Social Marketing Planning
    Process
    Where Are We?
    Determine program focus.
    Identify campaign purpose.
    Conduct an analysis of strengths, weaknesses, opportunities, and threats (SWOT).
    Review past and similar efforts.
    Where Do We Want to Go?
    Select target audiences.
    Set objectives and goals.
    Analyze target audiences and the competition.
    How Will We Get There?
    Product: Design the market offering.
    Price: Manage costs of behavior change.
    Distribution: Make the product available.
    Communications: Create messages and choose media.
    How Will We Stay on Course?
    Develop a plan for evaluation and monitoring.
    Establish budgets and find funding sources.
    Complete an implementation plan.
    Necessary Skills for Implementing Marketing Programs
    Diagnostic skills
    Identification of company level
    Implementation skills
    Evaluation skills

    Types of Marketing Control


    1. Annual plan control To examine whether the planned results are being
    achieved
    2. Profitability control To examine where the company is making and losing
    money
    3. Efficiency control To evaluate and improve the spending efficiency and
    impact of marketing expenditures
    4. Strategic control To examine whether the company is pursuing its best
    opportunities with respect to markets, products, and channels

    MARKETING AUDIT - Comprehensive, systematic, independent periodic


    examination of a companys or business units marketing environment,
    objectives, strategies, and activities with a view to determining problem areas
    and opportunities, and recommending a plan of action to improve the
    companys marketing performance.

    Characteristics of Marketing Audit

    Comprehensive It considers all factors affecting marketing performance, not


    just obvious trouble spots.

    Systematic It follows a logical, predetermined frameworkan orderly


    sequence of diagnostic steps.

    Independent To ensure objectivity, outside consultants may prepare the


    marketing audit

    Periodic Many organizations schedule regular marketing audits because


    marketing operates in a dynamic environment.

    Figure 22.4 The Control Process

    /rmfb 11.28.15

    34

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