Marketing Management 3 Week

MARKETING
MANAGEMENT
FİGEN ÖCAL
Nişantaşı University
PhD. FİGEN ÖCAL
Figen.ocal@nisantasi.edu.tr
2021
DR. Öğr. Üyesi FİGEN ÖCAL

Don’t Forget
Your Homework that you sent me;
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1. File name should include your name
2. You have to write your name, number and
faculty on your home works first page
DR. Öğr. Üyesi FİGEN ÖCAL Copyright © 2016 Pearson Education Ltd. 1-2
A dramatically changed marketplace
• New consumer capabilities
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• Can use the internet as a powerful information and purchasing aid
• Can search, communicate, and purchase on the move
• Can tap into social media to share opinions and express loyalty
• New consumer capabilities
• Can actively interact with companies
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• Can reject marketing they find
inappropriate
• New company capabilities

• Can use the internet as a powerful information and sales channel, including for
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individually differentiated goods
• Can collect fuller and richer information about markets, customers, prospects, and
competitors
• Can reach customers quickly and efficiently via social media and mobile
marketing, sending targeted ads, coupons, and information
• New company capabilities
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• Can improve purchasing, recruiting, training, and internal and external
communications
• Can improve cost efficiency
• Changing channels
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• Retail transformation
• Disintermediation
• Consumers have more choices is that
channels of distribution
• Heightened competition
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• Private brands
• Mega-brands
• Deregulation
• Privatization
Marketing in practice
• Marketing balance
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• Marketing accountability
• Marketing in the organization
Company Orientation toward the Marketplace
PRODUCTION
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PRODUCT
SELLING
MARKETING
Relationship marketing
CUSTOMERS
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MARKETING PARTNERS
FINANCIAL COMMUNITY

Performance marketing
FINANCIAL
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ENVIRONMENTAL IMPACT
ACCOUNTABILITY
SOCIAL IMPACT

Fig. 1.5
Marketing Mix Components (4 Ps)
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MODERN MARKETING MANAGEMENT
PEOPLE
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PROGRAMS
PERFORMANCE

MARKETING MANAGEMENT TASKS
• Developing market strategies and plans
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• Capturing marketing insights
• Connecting with customers
• Building strong brands

MARKETING MANAGEMENT TASKS
• Creating value
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• Delivering value
• Communicating value
• Creating successful long-term growth

Developing Marketing Strategies and Plans
1. How does marketing affect customer value?

2. How is strategic planning carried out at the corporate and divisional
3.
4.
levels?
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How is strategic planning carried out at the business unit level?
What does a marketing plan include?

Marketing and customer Value
• The value delivery process
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• The value chain
• Core competencies
• The central role of strategic planning

The Value chain
• A tool for identifying ways to create more customer value
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• Every firm is a synthesis of activities performed to design, produce,
market, deliver, and support its product

The Value Chain was introduced by Michael Porter in 1985
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Figure 1.11 A simplified version of the value chain
The Value chain (Primary Activities)
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(1) inbound
logistics, or
bringing
(2)
operations,or
converting
(3) outbound
logistics, or
shipping out
(4) marketing,
which (5) service
materials into materials into includes sales;
the business; final products; final products;

The Value chain (Support Activities)
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(1)
procurement,
(2) technology
development,
(3) human
resource
(4) firm
infrastructure.
management,

The value delivery process
CHOOSING THE VALUE
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PROVIDING THE VALUE
COMMUNICATING THE VALUE

Core business processes
• Market-sensing process
• New-offering realization process
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• Customer acquisition process
• Customer relationship management process
• Fulfillment management process

Core competencies
• A source of competitive advantage and makes a significant

contribution to perceived customer benefits
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• Applications in a wide variety of markets
• Difficult for competitors to imitate

Maximizing Core competencies
• (Re)define the business concept
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• (Re)shaping the business scope
• (Re)positioning the company’s brand identity

Strategic Planning
• Market Oriented
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• Market Opportunities

Strategic Planning
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Corporate Division
Business
Product
unit

Central role of strategic planning
• Managing the businesses as an investment portfolio
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• Assessing the market’s growth rate and the company’s position in that
market
• Establishing a strategy

Marketing plan
• The central instrument for directing and coordinating the marketing

effort
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• Strategic
• Tactical

Corporate and division strategic planning
• Defining the corporate mission
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• Establishing strategic business units
• Assigning resources to each strategic business unit
• Assessing growth opportunities

Defining the corporate mission
• What is our business?

• Who is the customer?
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• What is of value to the customer?
• What will our business be?
• What should our business be?

Product Orientation vs. Market Orientation
Company Product Market

Missouri-Pacific Railroad We run a railroad We are a people-and-goods
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mover
Xerox We make copying We improve office

equipment productivity
Standard Oil We sell gasoline We supply energy
Columbia Pictures We make movies We market entertainment

Good Mission statements
• Focus on a limited number of goals

• Stress the company’s major policies and values
operate FİGEN ÖCAL

• Define the major competitive spheres within which the company will
• Take a long-term view

• Are as short, memorable, and meaningful as possible

Thanks
FİGEN ÖCAL
@dijitalinsan

Marketing Management 3 Week

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MARKETING

DR. Öğr. Üyesi FİGEN ÖCAL

Your Homework that you sent me;

• New consumer capabilities

• Can search, communicate, and purchase on the move

• Can actively interact with companies

• New company capabilities

• New company capabilities

• Can improve cost efficiency

• Marketing in the organization

FİGEN ÖCAL EMPLOYEES

DR. Öğr. Üyesi FİGEN ÖCAL

DR. Öğr. Üyesi FİGEN ÖCAL

DR. Öğr. Üyesi FİGEN ÖCAL

FİGEN ÖCAL PROCESSES

DR. Öğr. Üyesi FİGEN ÖCAL

• Developing market strategies and plans

• Connecting with customers

• Building strong brands

DR. Öğr. Üyesi FİGEN ÖCAL

• Creating successful long-term growth

DR. Öğr. Üyesi FİGEN ÖCAL

1. How does marketing affect customer value?

DR. Öğr. Üyesi FİGEN ÖCAL

• The value delivery process

• The central role of strategic planning

DR. Öğr. Üyesi FİGEN ÖCAL

• A tool for identifying ways to create more customer value

DR. Öğr. Üyesi FİGEN ÖCAL

DR. Öğr. Üyesi FİGEN ÖCAL

DR. Öğr. Üyesi FİGEN ÖCAL

CHOOSING THE VALUE

COMMUNICATING THE VALUE

DR. Öğr. Üyesi FİGEN ÖCAL

DR. Öğr. Üyesi FİGEN ÖCAL

• A source of competitive advantage and makes a significant

DR. Öğr. Üyesi FİGEN ÖCAL

• (Re)define the business concept

• (Re)positioning the company’s brand identity

DR. Öğr. Üyesi FİGEN ÖCAL

DR. Öğr. Üyesi FİGEN ÖCAL

DR. Öğr. Üyesi FİGEN ÖCAL

• Managing the businesses as an investment portfolio

DR. Öğr. Üyesi FİGEN ÖCAL

• The central instrument for directing and coordinating the marketing

DR. Öğr. Üyesi FİGEN ÖCAL

• Defining the corporate mission

• Assigning resources to each strategic business unit

• Assessing growth opportunities

DR. Öğr. Üyesi FİGEN ÖCAL

• What is our business?

DR. Öğr. Üyesi FİGEN ÖCAL

Company Product Market

Xerox We make copying We improve office

Standard Oil We sell gasoline We supply energy

Columbia Pictures We make movies We market entertainment

DR. Öğr. Üyesi FİGEN ÖCAL

• Focus on a limited number of goals

operate FİGEN ÖCAL

• Take a long-term view

DR. Öğr. Üyesi FİGEN ÖCAL

DR. Öğr. Üyesi FİGEN ÖCAL

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