CHAPTER 1: CREATING CUSTOMER VALUE AND ENGAGEMENT

Objective 1.1 Define marketing and outline the steps in the marketing
process.

Marketing is engaging customers and managing profitable customer relationships.

Goals of Marketing: - Attract new customers by promising superior value.
- Keep and grow current customers by delivering satisfaction.

Forms of Marketing
Traditional
• Making a sale
• Abundance (a large quantity) of products in the nearby shopping centres.
• Television, magazine, and direct-mail ads
Contemporary (Occurring currently/ in present)
• Satisfying customer needs
• Imaginative Web sites and mobile phone apps, blogs, online videos, and social media
• Reach customers directly, personally, and interactively.

The Marketing Process: Creating and Capturing Customer Value

Create value for customers and build customer relationships.
Step 1: Understand the marketplace (pasaran) and customer needs and wants.
Step 2: Design a customer value-driven (delivering products and services by continuously
learning who our customers are and what they value) marketing strategy.
Step 3: Construct an integrated (different things are now together, especially things that
used to be apart) marketing program that delivers superior value.

Step 4: Engage customers, build profitable relationships, and create customer delight
(kesenangan).
Capture value from customers in return
Step 5: Capture value from customers to create profits and customer equity.
In the first four steps, companies work to understand consumers, create customer value, and build
strong customer relationships. In the final step, companies reap the rewards of creating superior
customer value. The rewards are in the form of sales, profits, and long-term customer equity.
Objective 1.2 Explain the importance of understanding the marketplace
(pasaran) and customers and identify the five core marketplace concepts.
Understanding the Marketplace and Customer Needs
Five core customer and marketplace concepts:
1. Needs, wants, and demands.
Needs
• States of felt deprivation (Keadaan kekurangan dirasakan.)
– Physical needs—food, clothing, warmth, and safety
– Social needs—belonging and affection.
– Individual needs—knowledge and self-expression

Wants
• Form taken by human needs when shaped by culture and individual personality or by
one’s society and are described in terms of objects that will satisfy those needs.
For example, an American needs food but wants a Big Mac, French fries, and a soft
drink.

Demands
• Human wants that are backed by buying power.
When backed by buying power, wants become demands. Given their wants and
resources, people demand products and services with benefits that add up to the most
value and satisfaction.

2. Market offerings
 Products, services, information, or experiences
- Offered to satisfy a need or want.
For example, the Ad Council and the National Highway Traffic Safety Administration
created a “Stop the Texts. Stop the Wrecks” campaign that markets the idea of
eliminating texting while driving. The campaign points out that a texting driver is 23
times more likely to get into a crash than a non-texting driver.

 Marketing myopia – seller paying more attention to the specific products than to the
benefits and experiences produced by these products.
They forget that a product is only a tool to solve a consumer problem. These sellers
will have trouble if a new product comes along that serves the customer’s needs
better or less expensively. The customer will have the same need but will want the
new product.

3. Value and satisfaction

 Customers form expectations about the value and satisfaction that will be provided by
various market offerings.
– Satisfied customers buy again and tell others about their good experiences.
– Dissatisfied customers switch to competitors and criticize the product to
others.
  Marketers should set the right level of expectations.
– Low expectations may satisfy those who buy but may fail to attract buyers.
– High expectations may disappoint buyers.

4. Exchanges and relationships

 Exchange is the act of obtaining a desired object from someone by offering
something in return.

 Marketing consists of actions taken to create, maintain, and grow desirable exchange
relationships with target audiences involving a product, service, idea, or other object.
 Companies want to build strong relationships by consistently delivering superior
customer value.

For example, a political candidate wants votes; a church wants membership; an

orchestra wants an audience; and a social action group wants idea acceptance.

5. Markets
 Set of actual and potential buyers of a product or service.

 Sellers must search for buyers, identify their needs, design good market offerings, set
prices for them, promote them, store, and deliver them.

 Consumers engage in marketing when they search for products, interact with
companies to obtain information, and make their purchases. Customer-managed
relationships are important as customers are empowered by digital technologies. This
has made marketing a two-way affair.

Figure 1.2 A Modern Marketing System

This figure shows the main elements in a modern marketing system. Marketing involves
serving a market of final consumers in the face of competitors. Thus, a company’s success at
building profitable relationships depends not only on its own actions but also on how well the
entire system serves the needs of final consumers. For example, Walmart cannot fulfill its
promise of low prices unless its suppliers provide merchandise at low costs. For example,
Walmart cannot fulfill its promise of low prices unless its suppliers provide merchandise at
low costs.

Objective 1.3 Identify the key elements of a customer value-driven

marketing strategy and discuss the marketing management orientations
that guide marketing strategy.
 Customer value-driven marketing strategy
 Once a company fully understands its consumers and the marketplace, it must decide
which customers it will serve and how it will bring them value.”

 Marketing management: Choosing target markets and building profitable relationships.

 To design a winning marketing strategy: - Target market?

- Value proposition?
 Company must first select customers to serve.

 It does this by dividing: - the market into segments of customers (market segmentation)
- selecting which segments it will go after (target marketing).
Choosing a value proposition
 The company must decide how it will differentiate and position itself in the marketplace.

 Value proposition: set of benefits or values a brand promises to deliver to consumers to

satisfy their needs. For example, Facebook helps you “connect and share with the people
in your life.”

Marketing management orientations

– Selling concept
refers to the idea that consumers will not buy enough of the firm’s products unless the
firm undertakes a large-scale selling and promotion effort.

– Marketing concept
a philosophy in which achieving organizational goals depends on knowing the needs
and wants of target markets and delivering the desired satisfactions better than
competitors do.
– Production concept
holds that consumers will favor products that are available and highly affordable.

– Product concept
holds that consumers will favor products that offer the most quality, performance, and
features.

– Societal marketing concept

holds the idea that a company’s marketing decisions should consider consumers’
wants, the company’s requirements, consumers’ long-run interests, and society’s
long-run interests.

This figure shows that companies should balance three considerations in setting their
marketing strategies: company profits, consumer wants, and society’s interests.
For example, Cosmetics retailer Lush knows that doing what’s right benefits both
customers and the company. “We believe in happy people making happy soap,” says the
company’s mission statement.

Preparing an Integrated Marketing Plan and Program

• Major marketing mix tools

• Four Ps firm uses to implement its marketing strategy.
– Product: firm must first create a need-satisfying market offering
– Price: firm must then decide how much it will charge for the offering
– Place: firm must then decide how it will make the offering available to target
consumers
– Promotion: firm must communicate with target customers about the offering
and persuade them of its merits
 • Marketing mix tools should be blended into a comprehensive integrated marketing
program that communicates and delivers the intended value to chosen
customers.

Objective 1.4 Discuss customer relationship management and identify

strategies for creating value for customers and capturing value from
customers in return.
Customer Relationship Management
Delivering superior customer value and satisfaction to build and maintain profitable customer
relationships.
– Customer-perceived value: is a customer’s evaluation of the difference
between all benefits and all costs of a marketing offer compared to competing offers.
– Customer satisfaction: Extent to which a product’s perceived performance
matches a buyer’s expectations.

Customer Relationship Levels and Tools

Levels
• Basic relationships
• Low-margin customers
A company with many low-margin customers may seek to develop basic
relationships with them.
• Full partnerships
• High-margin customers
In markets with few customers and high margins, sellers want to create full
partnerships with key customers.

Marketing Tools (to develop stronger bonds with customers)

• Frequency marketing programs (reward customers who buy frequently or in large
amounts)
• Loyalty rewards programs (offer special benefits for customers who buy frequently)
• Club marketing programs (offer members special benefits and create member
communities.)
Customer-Engagement Marketing
 Customer-engagement marketing makes the brand a meaningful part of consumers’
conversations and lives.

 Greater consumer empowerment means that companies must practice marketing by

attraction which is creating market offerings and messages that engage consumers rather than
interrupt them.
For example, Starbucks has more than 38 million Facebook fans, and Coca-Cola has more
than 94 million.

 The key to engagement marketing is to find ways to enter consumers’ conversations

with engaging and relevant brand messages. Simply posting a humorous video,
creating a social media page, or hosting a blog isn’t enough. Successful engagement
marketing means making relevant and genuine contributions to consumers’ lives and
conversations.

Consumer-Generated Marketing
 Brand exchanges created by consumers
Consumers play an increasing role in shaping their own brand experiences and those
of other consumers.
 Uninvited and Invited
– Consumer-to-consumer exchanges
– Consumers invited by companies
• New product and service ideas
• Active role in shaping ads

Partner Relationship Management

• Working closely with partners both inside and outside the company to jointly bring
more value to customers.
– Partners inside the firm - cross-functional teams (Rather than letting each
department go its own way, firms must link all departments in the cause of
creating customer value)
– Partners outside the firm - suppliers, channel partners (Marketers must also
partner with suppliers, channel partners, and others outside the company)

Creating Customer Loyalty and Retention

• Keeping customers loyal makes good economic sense.
 • Customer lifetime value is the value of the entire stream of purchases a customer
makes over a lifetime of patronage.
• Customer defections can be costly.
– Can lose that customer’s lifetime value.
– May cause other customers to defect.

Growing Share of Customer

• Portion of the customer’s purchasing in their product categories
• Share of Customer is increased by:
– Good customer relationship management
– Offering greater variety to current customers
– Creating programs to cross-sell and up-sell to existing customers.
For example, Amazon is highly skilled at leveraging relationships with its 244
million customers to increase its share of each customer’s spending budget.

Building Customer Equity

• Total combined customer lifetime values of all of the company’s customers
• Measures the future value of the company’s customer base.
• Increases when the loyalty of the firm’s profitable customers increases.
• Better measure of a firm’s performance than current sales or market share
For example, though Cadillac had a huge share of the luxury car market, most of its
buyers were in the older age brackets and average customer lifetime value was falling.
Many Cadillac buyers were on their last cars. Thus, although Cadillac’s market share
was good, its customer equity was not. In recent years, Cadillac has struggled to
reinvent its target market by focusing on a younger generation of consumers. To
increase customer equity, Cadillac is making the classic car cool again among younger
buyers, encouraging consumers to “Dare Greatly.”

Objective 1.5 Describe the major trends and forces that are changing the
marketing landscape in this age of relationships.
The Changing Marketing Landscape
• Digital Age: Online, Mobile, and Social Media Marketing
– Digital and social media marketing: Engaging consumers via their digital devices
using digital marketing tools.
 – Mobile marketing: Using mobile channels to stimulate immediate buying, make
shopping easier, and enrich the brand experience. For example, Starbucks customers can
use their mobile devices for everything from finding the nearest Starbucks and learning about
new products to placing and paying for orders.
– Blending the new digital approaches with traditional marketing creates a smoothly integrated
marketing strategy and mix.
– Social Media marketing: Online social media provide a digital home for people to connect
and share important information and life’s moments. Social media offer an ideal platform for
real-time marketing and engagement. Facebook, Twitter, Snapchat, and smaller more focused
sites.

• Changing Economic Environment

– Marketers can now amass mountains of data
– Brands can use big data to:
• gain deep customer insights,
• personalize marketing offers,
• and improve customer engagements and service.
• Growth of Not-for-Profit Marketing
– Sound marketing can help not-for-profits attract membership, funds, and support.
For example, Alex’s Lemonade Stand Foundation is a not-for-profit organization
with a special mission: “Fighting childhood cancer, one cup at a time.”
• Rapid Globalization
Managers around the world are taking both local and global views of the company’s:
– Industry
– Competitors
– Opportunities
For example, a new Internet retailer finds itself receiving orders from all over the world,
while at the same time, an American consumer goods producer introduces new products
into emerging markets abroad.
• Sustainable Marketing
Corporate ethics and social responsibility have become important for every business.
CHAPTER 1 COMPANY AND MARKETING STRATEGY:
PARTNERING TO BUILD CUSTOMER ENGAGEMENT, VALUE AND
RELATIONSHIPS
Objective 1.1 Explain company-wide strategic planning and its four steps.

Strategic Planning
 Game plan for long-run survival and growth
 the process of developing and maintaining a strategic fit between the organization’s
goals, capabilities and its changing marketing opportunities.

Steps in Strategic Planning

At the corporate level, the company starts the strategic planning process by defining its
overall purpose and mission. The mission is turned into detailed supporting objectives that
guide the entire company. Then, headquarters decides what portfolio of businesses and
products is best for the company and how much support to give each one.
In turn, each business and product develop detailed marketing and other departmental plans
that support the company-wide plan. Thus, marketing planning occurs at the business-unit,
product, and market levels. It supports company strategic planning with more detailed plans
for specific marketing opportunities.

Mission Statement
 refers to the organization’s purpose.

 should be market oriented and defined in terms of satisfying basic customer needs.

 They should emphasize the company’s strengths and tell forcefully how it intends to
win in the marketplace.
For example, Google’s mission is to give people a window into the world’s
information, wherever it may be found.
  should focus on customers and the customer experience it seeks to create.
For example, Buffalo Wild Wings chain’s mission is to provide a total eating and
social environment that “fuels the sports fan experience.”

Product- versus Market-Oriented Business Definitions

Setting Company Objectives and Goals

• Detailed supporting objectives for each level of management

• Setting a hierarchy of objectives

– Business objectives
– Marketing objectives
For example, the renamed CVS Health, views itself as a “pharmacy innovation
company,” one that is “helping people on their path to better health.” The company’s
motto: “Health is everything.”
Objective 1.2 Discuss how to design business portfolios and develop
growth strategies.

Business Portfolio

 Collection of businesses and products that make up the company.

 Business portfolio planning involves two steps.

– First, the company must analyze its current business portfolio and determine
which businesses should receive more, less, or no investment.
– Second, it must shape the future portfolio by developing strategies for growth
and downsizing.
 Managing the business portfolio: Most people think Mars as a candy company, but it
also owns the Uncle Ben’s rice brand. Mars is also a world-leading pet nutrition and
health-care company. Mars sells more pet care products and services than candy.

Portfolio Analysis

 Management’s evaluation of the products and businesses that make up the company.

 Two steps for analyzing portfolios:

– First step is to identify the key businesses that make up the company, called
strategic business units (SBUs).
– Next assesses the attractiveness of its various SBUs and decides how much
support each deserves.
 Direct resources toward more profitable businesses and phase down or drop its
weaker ones.

Growth-Share Matrix

• Evaluates a company’s SBUs in terms of market growth rate and relative market
share.
• Problems with Growth-Share Matrix
– Difficult, time consuming, and costly
– Difficult to define and measure.
– Provides little advice for future planning.
The best-known portfolio-planning method was developed by the Boston Consulting Group
(BCG), a leading management consulting firm. This BCG Growth-Share matrix shows the
classification of company’s SBUs. Market growth rate provides a measure of market
attractiveness. Relative market share serves as a measure of company strength in the market.
The Growth-Share Matrix defines four types of SBUs:
Stars are high-growth, high-share businesses, or products.
Cash cows are low-growth, high-share businesses, or products.
Question marks are low-share business units in high-growth markets.
Dogs are low-growth, low-share businesses, and products.
The 10 circles in this growth-share matrix would represent a company’s 10 current SBUs.
The company must decide how much it will invest in each product or business SBU. It must
decide whether to build, hold, harvest or divest.

The Product/Market Expansion Grid

 portfolio-planning tool for identifying company growth opportunities through market

penetration, market development, product development, or diversification.

 Companies must first consider if they can achieve deeper market penetration. That
is, make more sales to current customers without changing the original products.
  Second, companies must consider possibilities for market development. This refers
to identifying and developing new markets for its current products.

 Third, companies could consider product development by offering modified or new

products to current markets.

 Finally, companies might consider diversification, which refers to starting up or

buying businesses beyond the firm’s current products and markets.

Developing Strategies for Growth

In only three decades, Starbucks has grown at an astounding pace from a small Seattle coffee
shop to an over $22 billion powerhouse with more than 27,000 retail stores in more than 75
countries.
Starbucks story emphasizes: Good marketing strategy means keeping your eye squarely on
delivering customer value. The objective isn’t just growth or sales or profits; it’s engaging
customers in a meaningful way and creating value for them.

Downsizing
• Products or business units that are unprofitable or no longer fit the company’s overall
strategy.
• When a firm finds brands or businesses that are unprofitable or that no longer fit its
overall strategy, it must carefully prune, harvest, or divest them.
• Reasons to abandon products or markets:
– Rapid growth of the company
– Lack of experience in a market
– Change in market environment.
– Decline of a particular product.

Objective 1.3 Explain marketing’s role in strategic planning and how

marketing works with its partners to create and deliver customer value.

Planning Marketing: Partnering to Build Customer Relationships

Marketing plays a key role in the company’s strategic planning in several ways.