Strategic Marketing Chapter 3 Notes and Definitions

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Jan 9, 2024

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Strategic Marketing Chapter 3 Notes and Definitions 1. Benefits - The advantageous outcome from the advantage found in a product feature. 2. Utility - The want-satisfying power of a good or service. There are four types of utility: form utility, time utility, place utility, and ownership utility. 3. Customer Value Proposition (CVP) - A strategic tool facilitating communication of an organization’s ability to share resources and offer a superior value package to targeted customers. 4. Customer Satisfaction - The level of liking an individual harbors for an offering. 5. Customer Loyalty - A customer’s commitment to a company and its products and brands for the long run. 6. Customer Retention - Low propensity among a firm’s customer base to consider switching to other providers. 7. Value Chain - The synthesis of activities within a firm involved in designing, producing, marketing, delivering, and supporting its products or services. 8. Value-Creating Activities - Activities within a firm’s value chain that act to increase the value of its products and services for its customers. These can take the form of either primary activities or support activities. 9. The five primary activities in the value chain are: Inbound logistics —how the firm goes about sourcing raw materials for production. Operations —how the firm converts the raw materials into final products. Outbound logistics —how the firm transports and distributes the final products to the marketplace.
Marketing and sales —how the firm communicates the value proposition to the marketplace. Service —how the firm supports customers during and after the sale. 10. The four support activities in the value chain are: Firm infrastructure —how the firm is set up for doing business; are the internal processes aligned and efficient? Human resource management —how the firm ensures it has the right people in place, trains them, and keeps them. Technology development —how the firm embraces technology usage for the benefit of customers. Procurement —how the firm deals with vendors and quality issues. 11. Marketing Planning - The ongoing process of developing and implementing market-driven strategies for an organization. 12. Marketing Plan - The resulting document that records the marketing planning process in a useful framework. 13. Ultimately, the following three elements must be in place for effective marketing planning to occur: Everyone “owns” the customer. Align all internal processes around the customer. Top leadership has to set the tone—consistently.
14. Market-Driven Strategic Planning - The process at the corporate or strategic business unit (SBU) level of a firm that acts to marshal the various resource and functional areas toward a central purpose around the customer. 15. Strategic Business Unit (SBU) - A relatively autonomous division or organizational unit of a large company that operates independently but within the corporate umbrella, exercising control over most of the factors affecting its long-term performance. 16. Corporate-Level Strategic Plan - An umbrella plan for the overall direction of the corporation developed above the strategic business unit (SBU) level. 17. SBU-Level Strategic Plan - Planning that occurs within each of the firm’s strategic business units (SBUs) designed to meet individual performance requirements and contribute satisfactorily to the overall corporate plan. 18. Portfolio Analysis - A tool used in strategic planning for multibusiness corporations that views SBUs, and sometimes even product lines, as a series of investments from which it expects maximization of returns. 19. Boston Consulting Group (BCG) Growth-Share Matrix - A popular approach for in-firm portfolio analysis that categorizes business units’ level of contribution to the overall firm based on two factors: market growth rate and competitive position. 20. GE Business Screen - A popular approach for in-firm portfolio analysis that categorizes business units’ level of contribution to the overall firm based on two factors: business position and market attractiveness.
21. Within the BCG matrix you find four cells, each representing strategy recommendations: Stars (high share, high growth): important to building the future of the business and deserving any needed investment. Cash Cows (high share, low growth): key sources of internal cash generation for the firm. Dogs (low share, low growth): potential high cash users and prime candidates for liquidation. Problem Children , or Question Marks (low share, high growth): high cash needs that, if properly nurtured, can convert into stars. 22. Functional-Level Plans - Plans for each business function that makes up one of the firm’s strategic business units (SBUs). These include core business functions within each SBU such as operations, marketing, and finance, as well as other pertinent operational areas. 23. Mission Statement - The verbal articulation of an organization’s purpose, or reason for existence. 24. Strategic Vision - Often included within a firm’s mission statement, it is a discussion of what the company would like to become in the future. 25. Goals - General statements of what the firm wishes to accomplish in support of the mission and vision. 26. Objectives - Specific, measurable, and potentially attainable milestones necessary for a firm to achieve its goals. 27. SMART Objectives - An acronym to reminds folks doing marketing planning that their objectives should be specific, measurable, attainable, relevant, and time-defined.
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