kotler22imMarketing management笔记.doc

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1、MANAGING A HOLISTIC MARKETING ORGANIZATION222 C H A P T E R LEARNING OBJECTIVESAfter reading this chapter, students should: q Know what are the important trends in marketing practicesq Know what are the keys to effective internal marketing q Know how companies can be responsible social marketersq Kn

2、ow how a company can improve its marketing implementation skillsq Know what tools are available to help companies monitor and improve their marketing activities CHAPTER SUMMARY The modern marketing department has evolved through the years from a simple sales department to an organizational structure

3、 where marketing personnel work mainly on cross-disciplinary teams. Modern marketing departments can be organized in a number of ways. Some companies are organized by functional specialization, although others focus on geography and regionalization. Still others emphasize product and brand managemen

4、t or market-segment management. Some companies establish a matrix organization consisting of both product and market managers. Finally, some companies have strong corporate marketing, others have limited corporate marketing, and still others place marketing only in the divisions. Effective modern ma

5、rketing organizations are marked by a strong cooperation and customer focus among the companys departments: marketing, R&D, engineering, purchasing, manufacturing, operations, finance, accounting, and credit. Companies must practice social responsibility through their legal, ethical, and social word

6、s and actions. Cause marketing can be a means for companies to productively link social responsibility to consumer marketing programs. Social marketing is done by a non-profit or government organization to directly address a social problem or cause. A brilliant strategic marketing plan counts for li

7、ttle if it is not implemented properly. Implementing marketing plans calls for skills in recognizing and diagnosing a problem, assessing the company level where the problem exists, implementation skills, and skills in evaluating the results. The marketing department has to monitor and control market

8、ing activities continuously. Efficiency control focuses on finding ways to increase the efficiency of the sales force, advertising, sales promotion, and distribution. Strategic control entails a periodic reassessment of the company and its strategic approach to the marketplace, using the rolls of th

9、e marketing effectiveness, excellence reviews, and the marketing audit. OPENING THOUGHTThis chapter sums up the concepts of marketing todaymarketing must be involved in all elements of the companys operations and work closely with its suppliers, channel partners, with the understanding that each ele

10、ment or function provides an opportunity to market the product to the ultimate consumer. In many ways, this chapter focuses on the “management” of marketing in terms of the ability of the marketing personnel to work with cooperation and to encourage customer focus by each discipline. Marketers today

11、 must also be concerned for the welfare of society as a whole. Finally, marketers must focus their attention to the implementation process of solving marketing opportunities. Students engaged in disciplines outside of marketing may present differing opinions of the value of their discipline to the o

12、verall health of the organization. The instructors challenge is to demonstrate how a holistic approach is preferable or even necessary in todays (and more so for the future) competitive environment. Companies that do not/will not adopt such a view are likely to find that they are not competitive in

13、the future. TEACHING STRATEGY AND CLASS ORGANIZATIONPROJECTS1. At this point in the semester-long marketing plan project, this chapter is the second of two parts of oral presentations of the students projects. Students should emphasize here how specifically, their marketing plans contain a holistic

14、view of the marketing process.2. The concept of “internal marketing” is prevalent now in popular books and magazines. Students should read and review at least four sources from the Web and comment on what additional information, techniques, and formulas for success they have discovered. How does thi

15、s information compare, contrast, or add to the information contained in the chapter. What is the future of “internal marketing” and why are companies so intent on succeeding? 3. Sonic PDA Marketing Plan The last step in completing a marketing plan is to provide for organizing, implementing, evaluati

16、ng, and controlling the total marketing effort. In addition to measuring progress toward financial targets and other objectives, marketers need to plan how to audit and improve their marketing activities.Sonic has asked you to plan the management of the marketing effort for the PDA product. Look bac

17、k at the objectives, strategies, and programs you have developed. Then answer these questions: What is the most appropriate organization for Sonics marketing and sales departments? What control measures should Sonic incorporate into its marketing plan? What can Sonic do to evaluate its marketing? Ho

18、w can Sonic evaluate its level of ethically and socially responsible marketing?Summarize your answers in a written marketing plan or enter the answers in the Marketing Organization and Implementation sections of Marketing Plan Pro.ASSIGNMENTSSmall Group Assignments1. Successful holistic marketers ha

19、ve integrated relationship marketing, internal marketing, and social marketing into their organizations. Students should chose three companies that they believe practice holistic marketing and then defend their choices by outlining the marketing programs of the selected companies. 2. Some companies

20、like the Newmans Own Brand, have built a business model on social responsibility. Students should find three other examples of such socially responsible firms and comment on whether or not they see “social responsibility” as a need component for marketing in the future. Specifically, knowing what we

21、 now know about consumer-buying behavior, is “socially responsible” a determinant for future successis it a mega-trend? Or just a “trend”? Individual Assignments1. In the Marketing Insight, entitled, Fueling Strategic Innovation, the author Professor Stephen Brown of Ulster University, criticizes ma

22、rketers that make too much of researching and satisfying consumers. Knowing what you know now about marketing and marketing management and citing material from all the chapters of the text, defend and then refute Professor Browns criticisms. 2. In the Marketing Memo entitled, Making a Difference, th

23、e authors define a process for executing and communicating a firms CSR program. Research known companies and identify one in particular that you feel presents a strong corporate social responsibility message. Discuss how you feel this firm is fulfilling the criteria presented in the Marketing Memo.

24、Think-Pair-Share1. Students should research and find two examples of a successful cause-marketing program currently available in their area and evaluate whether or not they believe that this cause-marketing program is (a) building the firms brand awareness; (b) enhancing brand image; (c) establishin

25、g brand credibility; (d) evoking brand feelings; (e) creating a sense of brand community; and (f) eliciting brand engagement. Students should be able to defend their opinions citing financial, market share, stock price growth, and other definitive measures. 2. Drawing a clear line between normal mar

26、keting practices and unethical behavior is not easy. Identify two firms, in your area, that you feel are or have demonstrated unethical behavior (although not per se illegal). Why do you believe that such practices will be not successful for the firm in the future? Do the other students in the class

27、 agree with your assertion? On the other hand, do they believe that the examples offered are just “creative” marketing? MARKETING TODAYCLASS DISCUSSION TOPICSThe chapter defines evolution of the marketing department from a sales department into one that must be involved in all of the functions of th

28、e company to successfully implement a holistic marketing focus for the firm. Questions: Is holistic marketing, as described in this chapter, to mean that the marketing executive be delegated a (or assume) a more important role in the firms hierarchy? For example, should a firm practicing holistic ma

29、rketing, have its chief marketing office as Co-CEO? Can a firm continue to have its functional responsibilities remain the same but still institute a holistic marketing program? Is holistic marketing really a management philosophy issue rather than a marketing one? END-OF-CHAPTER SUPPORTMARKETING DE

30、BATEIs Marketing Management An Art or a Science? Some marketing observers maintain that good marketing is something that is more than anything an art and does not lend itself to rigorous analysis and deliberation. Others strongly disagree and contend that marketing management is a highly disciplined

31、 enterprise that shares much in common with other business disciplines. Take a position: Marketing management is largely an artistic exercise and therefore highly subjective versus Marketing management is largely a scientific exercise with well-established guidelines and criteria. Pro: A well-crafte

32、d corporate mission statement reflects the values of the firm as they relate to the community at large, its stakeholders, its employees, and its customers. Once the firms positions are delineated in the mission statement, marketing can begin the process of setting its priorities, goals, and objectiv

33、es derived from the stated priorities of the firm. With the advent of holistic marketing, what the firm believes about the communities at large and the strategic direction the firm wishes to take should be defined through its mission statement.Con: Mission statements are written for public consumpti

34、on and rarely if ever do they reflect the actual goals, objectives, and mission of the firm. These statements are for public consumption and are written to placate the corporate stakeholders, employees, and consumers. Although most mission statements are written with good intentions, the real direct

35、ion of the firm must be found in the application of their business practices. Marketing should not make the mistake of deriving its goals, objectives, and strategies from these platitudes.MARKETING DISCUSSIONHow does cause or corporate societal marketing affect your personal consumer behavior? Do yo

36、u ever buy or not buy any products or services from a company because of its environmental policies or programs? Why or why not? Suggested Response:Student answers will vary according to their responses. MARKETING SPOTLIGHTMicrosoft Discussion Questions:1) What have been the key success factors for

37、Microsoft?a. Product innovation.b. Brand-extension strategy.c. Heavy advertising.d. Competitiveness toughness.e. Product expansion.f. Product integration.2) Where is Microsoft vulnerable? a. Overexposure of their trademarked name.b. Being the market leader or market innovator invites competition to

38、challenge their dominance.c. Use of internal associates to create new products- these people are not the target market for their products and as a result may not fully understand the market.3) What should Microsoft watch out for?a. Consumer shifts in usage of their products.b. New and/or cutting edg

39、e technology developing around them.c. Quality and functionality of their products versus key competitors.4) What recommendations would you make to senior marketing executives going forward?a. First, do not rest on past successescontinue your strategic direction of investing in new products and in t

40、he process of creating new products.b. Look at the potential of products in the far future. 5) What should the company be sure to do with their marketing? a. Continue to capitalize on their name and develop marketing programs that cements the name Microsoft in the minds of its consumers with the con

41、cept of innovation.b. Target innovators and heavy users in product launches for diffusion and adoption across to the whole market.DETAILED CHAPTER OUTLINE Healthy long-term growth for a brand requires that the marketing organization be managed properly. Holistic marketers must embrace the complexity

42、 of marketing. They must engage in a host of carefully planned, interconnected marketing activities Successful holistic marketing requires effective relationship marketing, integrated marketing, internal marketing, and social marketing. TRENDS IN MARKETING PRACTICESIn response to the rapidly changin

43、g marketing environment, companies have restructured their business and marketing practices in some of the following ways: A) Reengineering.B) Outsourcing.C) Benchmarking supplier partnering.D) Customer partnering.E) Merging.F) Globalizing.G) Flattening.H) Focusing.I) Accelerating.J) Empowering. K)

44、The role of marketing in the organization is changing. L) Traditionally, marketers have played the role of middlemen.M) In a networked enterprise every functional area can interact directly with customers.N) Marketing in an networked enterprise must integrate all the customer-facing processes so tha

45、t the customer sees a single face and hears a single voice when they interact with the firm. INTERNAL MARKETINGInternal marketing requires that everyone in the organization buy into the concepts and goals of marketing and engage in choosing, providing, and communicating customer value. A) A company

46、can have an excellent marketing department, yet fail at marketing.B) Much depends upon how the other company departments view customers.C) Only when all employees realize that their jobs are to create, serve, and satisfy customers does the company become an effective marketer.D) Many companies are n

47、ow focusing on key processes rather than departments to serve the customer.E) To achieve customer-related outcomes, companies appoint process leaders who manage cross-disciplinary teams.Organizing the Marketing DepartmentModern marketing departments may be organized in a number of different, sometim

48、es overlapping ways: functionally, geographically, by product or brand, by market, in a matrix, and by corporate division. Functional Organization The most common form of marketing organization consists of functional specialists reporting to a marketing vice president, who coordinates their activities. Figure 22.1 shows five specialists.A) Additional specialists might include: 1) Customer service manager.2) Marketing planning manager.3) Market logistic manager.4) Direct marketing manager.5) Internet marketing managerB) The main advantage of a functional marke