22

Managing a Holistic
Marketing Organization
Marketing Management

Prepared by:

Mark Joseph A. Mesa

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Objectives
At the end of this presentation, we should be able to answer the following questions:

What are important trends in marketing practices?

What are the keys to effective internal marketing?
How can companies be responsible social marketers?
How can a company improve its marketing skills?
What tools are available to help companies monitor and
improve their marketing activities?

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Trends in Marketing Practices

Reengineering
Outsourcing
Benchmarking
Supplier partnering
Customer partnering
Merging

Globalizing
Flattening
Focusing
Accelerating
Empowering

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The New Marketing Strategy

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What is Internal Marketing?

Requires that
everyone in the
organization accept
the concepts and
goals of marketing
and engage in
choosing, providing,
and communicating
customer value.

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Organizing the Marketing Department

Functional Organization
Geographic Organization
Product- or Brand-Management
Organization
Market-Management Organization
Matrix-Management Organization

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Functional Organization

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Geographical Organization

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Tasks Performed by Brand Managers

Develop long-range and competitive strategy for each product
Prepare annual marketing plan and sales forecast
Work with advertising and merchandising agencies to develop
campaigns
Increase support of the product among channel members
Gather continuous intelligence on product performance,
customer attitudes
Initiate product improvements

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Figure 22.3 Vertical Product Team

PM = Product Manager
APM = Associate PM
PA = Product Assistant

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Figure 22.3 Triangular Product Team

PM = Product Manager
R = Market Researcher
C = Communication Specialist

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Figure 22.3 Horizontal Product Team

PM = Product Manager
R = Market Researcher
C = Communication Specialist
S = Sales Manager
D = Distribution Specialist
F = Finance Specialist
E = Engineer

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Building a Creative
Marketing Organization
Developing a company-wide
passion for customers
Organizing around customer
segments instead of products
Understanding customers
through qualitative and
quantitative research

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

How Can CEOs Create a

Marketing-Focused Company?
Convince senior management of the need to
become customer focused
Appoint a senior marketing officer and marketing
task force
Get outside guidance
Change the companys reward measurement and
system
Hire strong marketing talent

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

How Can CEOs Create a

Marketing-Focused Company?
Develop strong in-house marketing training programs
Install a modern marketing planning system
Establish an annual marketing excellence recognition
program
Shift from a department focus to a process-outcome
focus
Empower the employees

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Corporate Social Responsibility

Socially
responsible
behavior
Ethical behavior
Legal behavior
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Top-Rated Companies for

Social Responsibility

Microsoft
Johnson & Johnson
3M
Google
Coca-Cola
General Mills
UPS

Sony
Toyota
Procter & Gamble
Amazon.com
Whole Foods
Walt Disney
Honda Motor
Fed Ex

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Corporate Social Responsibility of Microsoft

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

What is Cause-Related Marketing?

Cause-related
marketing is
marketing that links
the firms
contributions to a
designated cause to
customers engaging
directly or indirectly
in revenue-producing
transactions with the
firm.

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Cause-Related Marketing?

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Effect of Corporate
Social Responsibility to Customers

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Key Success Factors for

Social Marketing Programs
Study the literature and previous campaigns
Chose target markets that are ready to
respond
Promote a single, doable behavior in clear,
simple terms
Explain the benefits in compelling terms
Make it easy to adopt the behavior
Develop attention-grabbing messages
Consider an education-entertainment
approach

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Table 22.4
Social Marketing Planning Process
Where are we?
Where do we want to go?
How will we get there?
How will we stay on course?

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Figure 22.5 The Control Process

What do we want to achieve?
What is happening?
Why is it happening?
What should we do about it?

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Types of Marketing Control

Annual plan control
Profitability control
Efficiency control
Strategic control

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Approaches to Annual Plan Control

Sales analysis
Market share analysis
Sales-to-expense ratios
Financial analysis
Market-based scorecard analysis

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Figure 22.6 The Control-Chart Model

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Table 22.8 Simplified

Profit-and-Loss Statement

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Table 22.9 Mapping Natural Expenses into

Functional Expenses

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Table 22.10 Bases for Allocating Functional

Expenses to Channels

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Table 22.11 Profit-and-Loss Statements for

Channels

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

What is a Marketing Audit?

A marketing audit is a
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.

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Marketing Debate
Is marketing management an art or a
science?
Take a position:
Marketing management is largely an artistic
exercise and therefore highly subjective.
or
Marketing management is largely a
scientific exercise with well-established
guidelines and criteria.

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Questions?

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Thank you.
Content References:
World Wide Web
www.Youtube.com
https://brandspace.acceture.com
2010 Cone Cause Evolution Study;
www.coneinc.com/2010-cone-cause-evolution-study
http://careers.accenture.com/Microsites/uk-graduate/life/corporate-socialresponsibility/Pages/s2s.aspx
http://www.dragonsearchmarketing.com/common-online-marketing-campaigngoal-objective-examples/
http://www.investopedia.com/terms/b/brandmanagement.asp#ixzz3YbGmOh5r
http://www.businessdictionary.com/definition/market-focusedorganization.html#ixzz3YbI4aBf7
http://www.businessdictionary.com/definition/matrixorganization.html#ixzz3YbIPNMxc
Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall