Name: M.

Haroon Aslam Class: BBA-18 Roll No: F-2531 Submitted To: Madam Fozia Subject: Strategic Marketing

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Marketing Management by Philip Kotler (12th Edition)
Table of Contents
Chapter 1: Defining Marketing for the 21st Century Chapter 2: Developing Marketing Strategies and Plans Chapter 3: Gathering Information and Scanning the Environment Chapter 4: Conducting Marketing Research and Forecasting Demand Chapter 5: Creating Customer Value, Satisfaction, and Loyalty Chapter 6: Analyzing Consumer Markets Chapter 7: Analyzing Business Markets Chapter 8: Identifying Market Segments and Targets Chapter 9: Creating Brand Equity Chapter 10: Crafting the Brand Positioning Chapter 11: Dealing with Competition Chapter 12: Setting Product Strategy Chapter 13: Designing and Managing Services Chapter 14: Developing Pricing Strategies and Programs Chapter 15: Designing and Managing Value Networks and Channels Chapter 16: Managing Retailing, Wholesaling and Logistics Chapter 17: Designing and Managing Integrated Marketing Communications Chapter 18: Managing Mass Communications: Advertising, Sales Promotions, Events and Public Relations Chapter 19: Managing Personal Communications: Direct Marketing and Personal Selling

Chapter 20: Introducing New Market Offerings Chapter 21: Tapping into Global Markets Chapter 22: Managing a Holistic Marketing Organization

Chapter 1: Defining Marketing for the 21st Century

SUMMARY:

From a Managerial point of view, marketing is the process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods and services to create exchanges that satisfy individual and organizational goals. Marketing management is the art and science of choosing target markets and getting, keeping, and growing customers through creating, delivering and communicating superior customer value. Marketers are skilled at managing demand: They seek to influence the level, timing and composition of demand. Marketers are involved in marketing many types of entities: goods, services, events, experiences, persons, places, properties, organizations, information and ideas. They also operate in four different marketplaces: consumer, business, global and nonprofit. Businesses today face a number of challenges and opportunities, including globalization, the effects of advances in technology, and deregulation. They have responded by changing the way they conduct marketing in very fundamental ways. There are five competing concepts under which organization can choose to conduct their business: the production concept, the product concept, the selling concept, the marketing concept, and the holistic marketing concept. The first three are of limited use today. The holistic marketing concept is based on the development, design, and implementation of marketing porgrams, processes, and activities that recognize their breadth and interdependencies. Holistic marketing recognizes that everything matters with marketing and that a broad, integrated perspective is often necessary. Four components of holistic marketing are relationship markeing, integrated marketing, internal marketing, and socially responsible marketing. Marketing management has experienced a number of shifts n recent years as companies seek marketing excellence.The set of tasks necessary for successful marketing management includes developing marketing strategies and plans, connecting with customers, building strong brands, shaping the market offerings, delivering and communicating value, capturing marketing insights and performance, and creating successful long-term growth.

Chapter 2: Developing Marketing Strategies and Plans

SUMMARY:

The value delivery process involves choosing (or identifying), providing (or delivering), and communicating superior value. The value chain is a tool for identifying key activities that create value and costs in a specific business. Strong companies develop superior capabilities in managing core business processes such as new-product realization, inventory management, and customer acquisition and retention. Managing these core processes effectively means creating a marketing network in which the company works closely with all parties in the production and distribution chain, from suppliers of raw materials to retail distributors. Companies no longer compete marketing networks do. Accoding to one iews, holistic marketing maximizes value exploration by understanding the relationships between the customers cognitive space, the companys competence space, and the collaborators resource space; maximizes value creation by indentifying new customer benefits from the customers cognitive space, utilizing core competencies from its business domain, and selecting and managing business partners from its collaborative networks; and maximizes value delivery by becoming proficient at customer relationship management, internal resource management, and business partnership management. Market oriented strategic planning is the managerial process of developing and maintaining a value fit between the organizations objectives, skills, and resources and its changing market opportunities. The aim of strategic planning is to shape the companys businesses and products so that they yield target profits and growth. Strategic planning takes place at four levels: corporate, division, business units and product. The corporate strategy establishes the framework within which the divisions and business units prepare their strategic plans. Setting a corporate strategy entails four activities: defining the corporate mission, establishing strategic business units (SBUs), assigning resources to each SBU based on its market attractiveness and business strengths, and planning new business and downsizing older businesses. Strategic planning for individual businesses entails the following activities: defining the business mission, analyzing external opportunities and threats, analyzing internal strengths and weaknesses, formulating goals, formulating strategy, formulating supporting programs, implementing the programs, and gathering feedback and exercising control. Each product level within a business unit must develop a marketing plan for achieving its goals. The marketing plan is one of the most important outputs of the marketing process.

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Strategic Marketing by David W. Cravens (9th Edition)
Table of Contents
Chapter 1: Imperactives for Market-Driven strategy Chapter 2: Markets and Competitive Space Chapter 3: Strategic Marketing Segmentation Chapter 4: Strategic CustomerRelationship Management Chapter 5: Capabilities for Learning About Customers and Markets Chapter 6: Market Targeting and Strategic Positioning Chapter 7: Strategic Relationships Chapter 8: Innovation and New product Strategy Chapter 9: Strategic Brand Management Chapter 10: Value Chain Strategy Chapter 11: Pricing Strategy Chapter 12: Promotion, Advertising, and Sales Promotion Strategies Chapter 13: Sales Force, Internet, and Direct Marketing Strategies Chapter 14: Designing Market-Driven Organizations Chapter 15: Marketing Strategy Implementation and Control

Chapter 1: Imperatives for Market-Driven Strategy

SUMMARY: The challenges facing business executives are framed by turbulence

in the business and competitive environment challenging the resilience of companies to prosper. This chapter aims, first, to examine the nature of market-driven strategy and the market oriented company; second, to explain the links between corporate strategy

and business and marketing strategy; and third, to underline some of the major challenges of the current marketing era, including globalization, technology change, and ethics and corporate social responsibility. A market-driven strategy requires that the market and customers should be the strating point in business strategy formulation. Market orientation provides the appropriate business perspective that makes the customer the focal point of the companys operations. A companys distinctive capabilities provide the skills and khowledge that are deployed to create value for customers. Becoming market-driven relies on market sensing and customer linking capabilities, and the alignment of structure and process with market-driven priorities. Corporate strategy involves management in deciding the long-term vision for the company, setting objectives, focusing on capabilities, choosing the businesses in which the corporation competes, and defining the business design and how it will create value. Business strategy focuses on the strategic plan for each unit. The marketing strategy process involves evaluating markets, segments, and value drivers, designing marketdriven strategies, developing market-driven programs, and implementing and managing strategies. The modern era for market-driven strategy involves many complex and challenging issues for executives. We underline the importance of escalating globalization, emerging Web 2.0 phenomena, technology diversity and uncertainty, and strategic mandates for ethical behavior and corporate social responsibility initiatives linked not simply to compliance but to new sources of competitive advantage.

Chapter 2: Markets and Competitive Space

SUMMARY: Analyzing markets and competition is essential to making sound

business and marketing decisions. The uses of product-market analyses are many and varied. An important aspect of market definition and analysis is moving beyond a product or industry focus by incorporating market needs into the analysts view point. Business strategies and markets are interrelated and companies which do not understand their markets ad how they are likely to change in the future are at a competitive disadvantage. Effective market sensing is essential in guiding business and marketing strategies. Disruptive innovation, the process of customers shifting their purchases to new products that better meet their needs, should be anticipated and coun terstrategies developed. An essential part of becoming market-orriented is identifying future directions of market change.This chapter examines the nature and scope of defining and analyzing product-market structure. By using different levels fo aggregation (generic, product-type, and product-variant), products and brands are positioned within more aggregate categories, thus helping to better understand customers, product interrelationships, industry structure, distribution approaches, and key competitors. This approach to product-market analysis offers a consistent guide to needed information,

regardless of the type of product-market being analyzed. Analyzing market opportunity includes (1) determining product-market boudaries and structure; (2) forming the product-market; (3) describing and analyzing end-users; (4) alanyzing competition; and (5) estimating market size and growth rates. After determining the product-market boundaries and structure, information on various aspects of the market is collected and examined. First, it is usefulto study the people or organizations who are the end-users in the product-market at each level (generic, product-type, and variant). These market profiles of customers help to evaluate opportunities and guide market targeting and positioning strategies. Next, we identify and analyze the firms that market products and services at each product-market level to aid strategy development. Industry and key competitor analysis considers the firms that compete with the company performing the market opportunity analysis. Thus, industry analysis for a personal computer producer would include the producers that make up the industry.The analysis should also include firms operating at all stages (levels) in the value-added chain, such as suppliers, manufacturers, distributors, and retailers. The next step is a comprehensive assessment of the major competitors. The competitor analysis should include both actual and potential competitors that management considers important. Competitor analysis includes: (1) describing the company; (2) evaluating the competitor; and (3) anticipating the future actions of competitors. It is also important to identify possible new competitors. Competitor analysis is an ongoing activity and requires coordinated information information collection and analysis. An important part of product-market analysis is estimating potential and forecasting sales. The forecast often used in product-market analysis include estimates of market potential, sales forecasts of total sales by firms competing in the product-market, and the sales forecast for the firm of interest. This information is needed for various purposes and is prepared for different units of analysis, such as product category, brands, and geographical areas. The forecasting approach and techniques should be matched to the organizations needs. The mounting evidence about markets points to the critical importance of understanding and anticipating changes in markets by developing a strategic vision about the future. In gaining these insights, it is useful to view cmpetition as a three-stage process of experimentation, partnering to set industry standards, and then pursuing market share and profits. Analyzing the forces of change provides a basis for anticipating how product-markets will change in the future.

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Strategic Marketing by Roger Kerin (12th Edition)
Table of Contents
Chapter 1: Foundations of Strategic Marketing Management Chapter 2: Financial Aspects of Marketing Management Chapter 3: Marketing Decision Making and Case Analysis Chapter 4: Opportunity Analysis and Market Targeting Chapter 5: Product and Service Strategy and Management Chapter 6: Integrated Marketing Communications Strategy and Management Chapter 7: Marketing Channel Strategy and Management Chapter 8: Pricing Strategy and Management Chapter 9: Marketing Strategy Reformulation: The Control Process Chapter 10: Global Marketing Strategy

Chapter 1: Foundations of Strategic Marketing Management

SUMMARY : Business Mission the organizations purpose customers,

products/services, markets, philosophy, and technology. Goals or objectives convert the organizations mission into tangible actions and results that are to be achieved, often within a specified time frame. Converting Environmental Opportunities into Organizational Opportunities. A formal framework for identifying and framing organizational growth opportunities in the mean of SWOT. Product-Market Strategies should also be addressed. Seeking a larger market share in a market in which organization already has an offering that is basically market penetration. Introducing its existing offerings to markets other than those that the organization is currently serving called as market development. Creating new offerings for existing markets is also an important part. Diversification strategy is also an aspect. Also use marketing mix and change it time to time. And in the end do Budgeting Marketing, Financial, and Production Resources. And do all this keeping in mind the ethical issues and responsibilities towards the people.

Chapter 2: Financial Aspects of Marketing Management

SUMMARY : Variable and fixed costs are expenses that are uniform
per unit of output within a relevant time period (budget year Fluctuate in direct proportion to the number of units produced. Fixed costs that do not fluctuate with output volume within a budget year. On a per-unit basis, decrease as the number of units over which they are allocated increase. Remain unchanged regardless of the number of units produced. Relevant and sunk costs are expected to occur in the future as a result of some marketing action. Differ among marketing alternatives being considered. Sunk are past expenditures for a given activity that are typically irrelevant in whole or in part to future decisions. Margins are the difference between the selling price and the cost of an offering. 3 types: gross profit and trade margins. Contribution analysis is the difference between total sales revenue and total variable costs. Pro forma income statement displays projected revenues, budgeted expenses, and estimated net profit for an organization, product, or service during a specific planning period, usually a year. Includes a sales forecast and a listing of variable and fixed costs that can be programmed or committed.

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Marketing Plans by Malcolm McDonald (4th Edition)
Table of Contents
Chapter 1: Understanding the marketing process Chapter 2: The marketing planning process: The main steps Chapter 3: The marketing planning process: Removing the myths Chapter 4: Completing the marketing audit: The customer and market audit Chapter 5: Completing the marketing audit: The product audit Chapter 6: Setting marketing objectives and strategies Chapter 7: The communication plan: The advertising and sales promotion plans Chapter 8: The communication plan: The sales plan Chapter 9: The pricing plan Chapter 10: The distribution plan and customer service plan Chapter 11: Marketing information, forecasting and organizing for marketing planning 409 Chapter 12: Implementation issues in marketing planning

Chapter 13: A step-by-step marketing planning system

Chapter 1: Understanding the marketing process

SUMMARY: Malcolm McDonald of Cranfield University School of Management, a

world authority on marketing planning, has produced numerous publications on the marketing planning process over the last 10 years. His bestselling book, Marketing Plans - How to prepare them: How to use them, now in the Fourth Edition, describes The Ten Steps of the Strategic Marketing Planning Process as follows: (1) Mission; (2) Corporate Objectives; (3) Marketing Audit; (4) SWOT Analysis; (5) Marketing Objectives and Strategies; (6) Detailed Implementation Program me; (7) Budget; (8) Identify Alternative Plans and Mixes; (9) Estimate Expected Results; and (10) Assumptions. The successful introduction and implementation of the Strategic Marketing Planning Process within an organization is dependent on management commitment and high quality process consultancy and training, as well as the EXMAR process support tools. This ensures that key members of staff are familiar with, and trained in, all the marketing processes and integrated techniques that have been developed in conjunction with Cranfield School of Management, and that a first class strategy is produced. Experience has shown that the most efficient and beneficial method of implementing the Strategic.

Chapter 2: The marketing planning process

SUMMARY: The Marketing Process has developed a wide range of marketing

consultancy offers and strategic planning tools to aid practitioners in the strategic planning field to develop marketing plans & strategies. Typically the process is designed to deliver real customer insight and improve profitability. The marketing planning process is broadly broken down into three stages, market mapping, market segmentation and marketing strategy & planning development. Each stage builds on the previous package of work. These individual phases may be undertaken as separate projects, but are usually combined under the EXMAR strategic marketing planning process. The market mapping process is designed to ensure capture of all the players and decision makers within a market. It is a vital first step in the marketing planning process. Correct market segmentation is crucial to a successful outcome for the strategic marketing planning process. The Marketing Process approach to segmentation focuses on customer needs and behavior in the marketplace. It is a powerful software tool that does the 'number crunching' and outputs the plans.