Презентация на тему Marketing. Management. Marketing strategies and marketing planning

Objectives of business (sub)-divisions
3. Marketing audit
4. SWOT analysis
5. Propositions

and suppositions

6. Aims and marketing strategies

7. Expected results

8. Alternative plans and abilities

9. Budgeting

10The detailed plan and its first-year implementation

Estimation and control

(M. McDonald)

of analysis
elaboration of mission and goals of enterprise or

business division
determination of target markets and analysis of market possibilities
elaboration of competitive strategies for target markets
setting of marketing goals and strategies regarding the target markets
elaboration of target markets segmentation strategies
preparation of positioning per target segments concepts
preparation of strategic decisions on marketing complex elements
predictive assessment of results

Operational marketing – active process
setting of tactic marketing goals
planning of detailed marketing activities regarding the target segments for the current year
budget planning of marketing activities
planned activities realization
control of achieved results

activity scope

The company’s philosophy

Opportunities, abilities, competitive advantages of the

company

world’s best coffee varieties guided by the intact principles

in the company’s growth process (the working place where employees are respected; cultural diversity; the highest standards of working with coffee; customers’ satisfaction; contribution to the local community; profitability)

To guarantee the quality of the company’s coffee in all towns, cities and states at the same level
By March 2010 the company had guaranteed that all its coffee being sold in Europe would hold the certificate of Organic Fair Trade Coffee Association and would be made in accordance with brand program Starbucks Shared Planet (CSR program)
Starbucks и Apple have been applying for years the crowdsourcing assistance of their two communities Twitter and Facebook in order to create new products and for service improvement.

the hotel “Moscow”. The concept of design is built

on the traditional Russian localore when the key idea is the desire to emphasize the national mentality.

The magazine Fast Company, which highlights the latest news in the world of technologies, design and ethical economics has arranged the list of the most innovative companies for the fourth time: The World’s 50 Most Innovative Companies. The coffee-house network Starbucks has topped the category “Food Products” in it.

The bank “Otkrytie”, while setting new formats of innovations, will launch up to 10 offices in Moscow and St. Petersburg together with Starbucks.

Starbucks will open its first shop in Colombia’s capital-city Bogota and it intends to open another 50 coffee-houses in the course of the following 5 years. The company has been buying coffee from Colombian farmers for 42 years, it is about to open the partnership program with the US Agence on International Development with the aim to increasing coffee yield in Colombia and to offering Colombian farmers various technical and agricultural aid. The program suggests total investments up to $ 3 mln supplied to the Centre of Farmers’ Support Starbucks in Colombia’s city Manizales.

developed an extraordinary interior of the coffee-house in Tokyo.

Japanese minimalism and creativity flight helped to organize such a low-budget but attractive and intriguing interior.

turn the energy of natural resources into the good

for all humankind, we want to bring along the long-term economic growth and social stability in the regions of our activity, to promote prosperity and progress, to ensure favourable environmental protection…

Gefest – By implementing new technologies and by increasing efficiency and quality we intend to preserve leadership and to guarantee the potential of the organization’s further growth taking into account our customers’ needs, the shareholders’ and employees’ interests.

Savushkin product - to present people with health and joy. The integral condition of sustainable development allowing to provide equal opportunities for all future generations is ecological and social responsibility.

in mission
Level I – we help others in solving

their social problems
Level II – we produce “socially-friendly” products
Level III – we help others to produce “socially-friendly” products

12 companies listed on the newly formed Dow Jones Industrial Average.

After 118 years, it is the only one of the original companies still listed on the Dow index.

General Electric (GE) is an American multinational conglomerate corporation incorporated in New York. The company operates through the following segments: Energy, Technology Infrastructure, Capital Finance as well as Consumer and Industrial.

share
Product quality improvement
Decreasing the costs of production in comparison

with the main competitors
Improving the assortment of products
Increasing the company’s reputation among clients
Improving the service
Increasing competitiveness
Increasing growth possibilities
Increasing the level of customers’ satisfaction

for 2015
LG 2015 consumer electronics business strategy focused on

leveraging the company's industry-leading, value-added products to expand business opportunities in the U.S. and around the world

goals
leading the global OLED TV market
expanding LG’s penetration in the 4K ULTRA HD TV market
securing a dominant position in providing outstanding user experiences
strengthening the product competitiveness of its IT and AV product lines

Score)
The concept of management of strategy implementation developed by

David Norton and Bob Kaplan
provides monitoring of the enterprise’ activity
allows to forecast problems’ emergence
combines strategy and tactics
controls the most important both financial and non-financial Key Performance Indicators (KPI)

develop in the company?
The system of management accounting
strategic goals

and the ways of their achievement
KPI (in terms of criteria and units of account definition)
The employees competencies, motivation
The necessary resources for strategic development
The control of key indicators’ performance

Score)
The functional course of the company’s activity
Strategic goals, implied

by the overall company’s strategy
Measurers – indicators reflecting the level of the goals achievement
Operational goals
Initiatives – activities designed to achieve the already set goals

our value for shareholders and customers?
Clients – what opinion

are we to form of us?

Internal processes – what processes are we to improve to satisfy the interests of our shareholders and clients?

Learning and growth – Are there any development, motivation and growth programs?

return on assets, net margin, sales growth, cost reduction

targets, liquidity, shares value, cost-effectiveness, ROI

customer loyalty, customer satisfaction, level of market coverage, market/segment share, cost per customer, customer value, quantity of complaints, number of clients /new clients, of lost customers, customer retention, percentage of repeat sales, brand awareness measures

delivery in full, order fulfillment cycle time, efficiency of information system, risk measures, capacity utilization rate, first contact resolution, project cost variance

Revenue per employee, added value per employee, training cost per employee, competencies measures, employee satisfaction index, employee turnover rate

company from the client’s viewpoint
Strategic goal: image-making of the

company as an innovator
Indicator/Measurer: the level of renewal of product line / assortment
Planned value: 50% per year
Initiatives: the renewal of the assortment in product line “A” – at least 60%

volume increase
Enlargement of recurrent market share
New markets exploration
Placement

strengthening, stabilization
Net profit growth increase
Product quality improvement
Increasing the share of services and accompanying goods

to employees for “super-efforts”
Matrix Management System
More than

5000 trade outlets
Impetuous growth financed by the cost of continuous loans and trade crediting from suppliers
For the sake of absolute advantageous position over the competitors cost-effectiveness was supported at the level of 2%
2008: revenue - 3,1 bln $, indebtedness – 950 mln $.

Stabilization
2009: 500 non-profitable outlets were closed
4000 out of 7000 managerial workers were fired
The number of shops - 4300
Profitability - 7,9%
The decrease of assortment from 120-150 to 60-70 items
Lower rent rate achievement
Supplies schedule optimization
Cooperation with mobile providers (Megaphone, the payment of each subscriber - 20,2$)
Efficient motivation programs for shop assistants

and conformity of the long-term and short-term marketing goals

Analysis

of the reasons for the previous success and / failure (UPS AND DOWNS)

Balance between numerical and explanatory information

Working-out of marketing KPI