Chap02ppt.ppt ggggfdsffdgggggjjjgtreygfd

On the evening news you have just heard that the bond market has been
booming. Does this mean that interest rates will fall so that it is easier for you
to finance the purchase of a new computer system for your small retail business?
Will the economy improve in the future so that it is a good time to
build a new building or add to the one you are in? Should you try to raise
funds by issuing stocks or bonds, or instead go to the bank for a loan? If you
import goods from abroad, should you be concerned that they will become
more expensive?
This book provides Module 1 introduces you to political economy of banking. Module 2 discusses universal banking. Module 3 discuss introduction to banking while Module 4 discuss role of central bank and non-banking system.There are eighteen study units in the course and each unit consists of one week’s work which requires about three to four hours (3-4 hrs) to complete there are specific objectives, guidance for
the study, reading materials, self assessment exercises and tutor marked assignments to assist you in achieving the learning objectives in each individual study unit and the course in general.5.0. HOW TO GET THE MOST FROM THIS COURSE
In distance learning, the study units replace the lecturer. There is the advantage of reading and working through the course material at the pace that suits the learner best. You are advised to think of it as reading the lecture as against listening to the lecturer. The study units provide exercises for you to do at appropriate periods instead of receiving exercises in the class.
Each unit has common features which are designed purposefully to facilitate your reading. The first feature being an introduction to the unit, the manner in which each unit is integrated with other units and the entire course. The second feature is a set of learning objectives which let the learner to know what should be done by the time the unit is completed. These objectives should guide your study. After completing the unit, you should go back and check whether you have achieved the objectives or not. The next feature is self assessment exercises, study questions which are found throughout each unit. The exercises are designed basically to help you recall what you have studied and to assess your learning by yourself. You should do each self assessment exercise and the study question as you come to each in the study unit. The next features are conclusion and summary at the end of each unit. These help you to recall all the main topics discussed in the main content of each unit. There are also tutor-marked assignments at the end of appropriate units. Working on these questions will help you to achieve the objectives of the unit and to prepare for the assignments which you will submit and the final examination.There are many ways of learning as an open distant learner. You learn when you interact with the content in your course material just as a student interacts with the teacher in a conventional g

1. Chapter 2- slide 1
Chapter Two
Company and Marketing Strategy
Partnering to Build Customer
Relationships

2. Chapter 2- slide 2
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Company and Marketing Strategy
•Companywide Strategic Planning: Defining
Marketing’s Role
•Designing the Business Portfolio
•Planning Marketing: Partnering to Build Customer
Relationships
•Marketing Strategy and the Marketing Mix
•Managing the Marketing Effort
•Measuring and Managing Return on Marketing
Investment
Topic Outline

3. Chapter 2- slide 3
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Companywide Strategic Planning
Strategic planning is the process of
developing and maintaining a strategic fit
between the organization’s goals and
capabilities and its changing marketing
opportunities
Strategic Planning

4. Chapter 2- slide 4
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Companywide Strategic Planning
•The mission statement is
the organization’s
purpose, what it wants to
accomplish in the larger
environment
•Market-oriented mission
statement defines the
business in terms of
satisfying basic customer
needs
Defining a Market-Oriented Mission

5. Chapter 2- slide 5
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Companywide Strategic Planning
Setting Company Objectives and Goals

6. Chapter 2- slide 6
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Companywide Strategic Planning
The business portfolio is the collection of
businesses and products that make up the
company
Portfolio analysis is a major activity in
strategic planning whereby management
evaluates the products and businesses that
make up the company
Designing the Business Portfolio

7. Chapter 2- slide 7
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Companywide Strategic Planning
Strategic business unit (SBU) is a unit of the
company that has a separate mission and
objectives that can be planned separately
from other company businesses
•Company division
•Product line within a division
•Single product or brand
Analyzing the Current Business Portfolio

8. Chapter 2- slide 8
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Companywide Strategic Planning
Analyzing the Current Business Portfolio

9. Chapter 2- slide 9
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Companywide Strategic Planning:

10. Chapter 2- slide 10
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Companywide Strategic Planning
•Difficulty in defining SBUs and measuring
market share and growth
•Time consuming
•Expensive
•Focus on current businesses, not future
planning
Problems with Matrix Approaches

11. Chapter 2- slide 11
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Companywide Strategic Planning
Product/market expansion grid is a tool for
identifying company growth opportunities
through market penetration, market
development, product development, or
diversification
Developing Strategies for Growth and Downsizing

12. Chapter 2- slide 12
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Companywide Strategic Planning
Developing Strategies for Growth and Downsizing Product/Market Expansion Grid Strategies

13. Chapter 2- slide 13
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Companywide Strategic Planning
Developing Strategies for Growth and Downsizing
Product/market expansion grid strategies

14. Chapter 2- slide 14
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Companywide Strategic Planning
Market penetration is a growth strategy
increasing sales to current market segments
without changing the product
Market development is a growth strategy that
identifies and develops new market segments
for current products
Developing Strategies
for Growth and Downsizing

15. Chapter 2- slide 15
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Companywide Strategic Planning
Product development is a growth strategy
that offers new or modified products to
existing market segments
Diversification is a growth strategy through
starting up or acquiring businesses outside
the company’s current products and
markets
Developing Strategies
for Growth and Downsizing

16. Chapter 2- slide 16
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Companywide Strategic Planning
Downsizing is the reduction of the business
portfolio by eliminating products or
business units that are not profitable or
that no longer fit the company’s overall
strategy
Developing Strategies
for Growth and Downsizing

17. Chapter 2- slide 17
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Planning Marketing
Partnering to Build Customer Relationships
Value chain is a series of departments
that carry out value-creating activities
to design, produce, market, deliver, and
support a firm’s products

18. Chapter 2- slide 18
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Planning Marketing
Partnering to Build Customer Relationships
Value delivery network is made up of the
company, suppliers, distributors, and
ultimately customers who partner with each
other to improve performance of the entire
system

19. Chapter 2- slide 19
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Marketing Strategy and the Marketing
Mix

20. Chapter 2- slide 20
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Marketing Strategy and the
Marketing Mix
Market segmentation is the division of a
market into distinct groups of buyers who
have distinct needs, characteristics, or
behavior and who might require separate
products or marketing mixes
Market segment is a group of consumers who
respond in a similar way to a given set of
marketing efforts
Customer-Driven Marketing Strategy

21. Chapter 2- slide 21
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Marketing Strategy and the
Marketing Mix
Market targeting is the process of evaluating
each market segment’s attractiveness and
selecting one or more segments to enter
Customer-Centered Marketing Strategy

22. Chapter 2- slide 22
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Marketing Strategy and the Marketing
Mix
Customer-Centered Marketing Strategy
Market positioning is the arranging for a
product to occupy a clear, distinctive, and
desirable place relative to competing
products in the minds of the target
consumer

23. Chapter 2- slide 23
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Marketing Strategy and the Marketing
Mix
Marketing mix is the set of controllable
tactical marketing tools—product, price,
place, and promotion—that the firm blends
to produce the response it wants in the
target market
Developing an Integrated Marketing Mix

24. Chapter 2- slide 24
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Marketing Strategy and the Marketing
Mix
Developing an Integrated Marketing Mix

25. Chapter 2- slide 25
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Managing the Marketing Effort

26. Chapter 2- slide 26
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Managing the Marketing Effort
Marketing Analysis – SWOT Analysis

27. Chapter 2- slide 27
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Managing the Marketing Effort
Market Planning—Parts of a Marketing Plan

28. Chapter 2- slide 28
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Managing the Marketing Effort
Implementing is the process that turns
marketing plans into marketing actions to
accomplish strategic marketing objectives
•Successful implementation depends on how
well the company blends its people,
organizational structure, decision and reward
system, and company culture into a cohesive
action plan that supports its strategies
Marketing Implementation

29. Chapter 2- slide 29
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Managing the Marketing Effort
Marketing Department Organization

30. Chapter 2- slide 30
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Managing the Marketing Effort
•Controlling is the measurement and
evaluation of results and the taking of
corrective action as needed
•Operating control
•Strategic control
Marketing Control

31. Chapter 2- slide 31
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
Measuring and Managing
Return on Marketing Investment
Return on Marketing Investment (Marketing ROI)
Return on marketing investment (Marketing
ROI) is the net return from a marketing
investment divided by the costs of the
marketing investment. Marketing ROI provides
a measurement of the profits generated by
investments in marketing activities.

32. Chapter 2- slide 32
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice Hall
All rights reserved. No part of this publication may be reproduced, stored in a
retrieval system, or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher. Printed in the United States of America.
Copyright © 2010 Pearson Education, Inc.
 
Copyright © 2010 Pearson Education, Inc.
 
Publishing as Prentice HallPublishing as Prentice Hall