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销售:管理有利润的客户关系r02_exs

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Company and Marketing Strategy: Partnering to Build Customer Relationships Cha pte r 2 Objectives • Unde rs ta nd compa ny­wide s tra te gic pla nning a nd its four s te ps . • Le a rn how to de s ign bus ine s s portfolios a nd de ve lop s tra te gie s for growth a nd downs izing. • Unde rs ta nd **** rke ting’s role in s tra te gic pla nning a nd how **** rke te rs pa rtne r with othe rs . Objectives • Be a ble to de s cribe the **** rke ting proce s s a nd the force s tha t influe nce it. • Le a rn the **** rke ting **** na ge me nt functions , including the e le me nts of the **** rke ting pla n. Case Study Walt Disney Company • Known for films , • S a tis fying the a ni**** tion, the me cus tome r is pa rks a nd cus tome r e ve ryone ’s job orie nta tion • Dis ne y ha s grown • P a rks offe r a va rie ty via dive rs ifica tion of a ttra ctions a s we ll a s cle a nline s s , • S a le s a nd ne t orde r, a nd wa rmth income ha ve fa lle n Discussion: How Can Disney Recover? Strategic Planning • S tra te gic pla nning is de fine d a s :  “The proce s s of de ve loping a nd **** inta ining a s tra te gic fit be twe e n the orga niza tion’s goa ls a nd ca pa bilitie s a nd its cha nging **** rke ting opportunitie s .” Strategic Planning • P la nning a ctivitie s occur a t the bus ine s s unit, product, a nd **** rke t le ve ls , a nd include :  De fining the purpos e a nd mis s ion  S e tting obje ctive s a nd goa ls  De s igning the bus ine s s portfolio  De ve loping de ta ile d **** rke ting a nd de pa rtme nta l pla ns Strategic Planning • Mis s ion s ta te me nts s hould . . .  s e rve a s a guide for wha t the orga niza tion wa nts to a ccomplis h.  be “**** rke t­orie nte d” ra the r tha n “product­orie nte d”.  be ne ithe r too na rrow, nor too broa d.  fit with the **** rke t e nvironme nt.  be motiva ting. Strategic Planning • Mis s ion s ta te me nts guide the de ve lopme nt of obje ctive s a nd goa ls .  Obje ctive s a re de ve lope d a t e a ch le ve l in the orga niza tion hie ra rchy.  S tra te gie s a re de ve lope d to a ccomplis h the s e obje ctive s . Strategic Planning • Bus ine s s p o rtfo lio : “the colle ction of bus ine s s e s a nd products tha t **** ke up the compa ny.” • De s igning the bus ine s s portfolio is a ke y e le me nt of the s tra te gic pla nning proce s s . Strategic Planning Portfolio Design • Ide ntify s tra te gic bus ine s s units (S BUs ) • Ste p 1: Analyz e the • As s e s s e a ch S BU: c urre nt b us ine s s p o rtfo lio  The BCG growth­ s ha re **** trix • Ste p 2: cla s s ifie s S BUs into Shap e the future one of four b us ine s s p o rtfo lio ca te gorie s us ing the :  Marke t g ro w th rate  SBU’s re lativ e m arke t s hare w ithin the m arke t. Strategic Planning BCG Growth-Share Matrix High Stars Ques tion Ma rke t Marks Growth Cas h Cows Dogs Low Ma rke t High Re la tive Low Re la tive Growth Ma rke t S ha re Ma rke t S ha re Strategic Planning Portfolio Design • De te rmine the future role of e a ch S BU a nd • Ste p 1: choos e the Analyz e the a ppropria te re s ource c urre nt b us ine s s a lloca tion s tra te gy: p o rtfo lio  Build • Ste p 2:  Hold Shap e the future  Ha rve s t b us ine s s p o rtfo lio  Dive s t • S BUs cha nge pos itions ove r time Strategic Planning • Ma trix a pproa che s to for**** l pla nning s ha re **** ny proble ms :  Difficult, time ­cons uming, a nd cos tly to imple me nt.  Focus only on curre nt bus ine s s e s .  Too s trongly e mpha s ize **** rke t s ha re growth or growth via dive rs ifica tion. Strategic Planning • De s igning the bus ine s s portfolio a ls o involve s :  De ve loping s tra te gie s for growth by ide ntifying, e va lua ting, a nd s e le cting promis ing ne w **** rke t opportunitie s .  Pro duc t/m arke t e x p ans io n g rid  De ve loping s tra te gie s for downs izing the bus ine s s portfolio. Strategic Planning Product/Market Expansion Grid Exis ting P roducts Ne w P roducts Exis ting Market Product Ma rke ts Penetration Development Ne w Market Divers ification Ma rke ts Development Planning Marketing • Ma rke ting pla ys a ke y role in the s tra te gic pla nning proce s s . • Ma rke te rs mus t pra ctice CRM and P a rtne r Re la tions hip Ma na ge me nt.  Partnering with other departments in the company as well as other firms in the ****rketing system helps to build a superior value delivery-network. The Marketing Process Key Elements • The s tra te gic pla nning a nd bus ine s s portfolio • Analyz ing m arke ting a na lys is proce s s e s o p p o rtunitie s he lp to ide ntify a nd e va lua te **** rke ting • Se le c ting targ e t opportunitie s . m arke ts • The purpos e of the • De v e lo p ing the **** rke ting proce s s is to m arke ting m ix he lp the firm pla n how to ca pita lize on the s e • Manag ing the opportunitie s . m arke ting e ffo rt The Marketing Process Key Elements • The s e gme nta tion proce s s divide s the • Analyz ing m arke ting tota l **** rke t into o p p o rtunitie s m arke t s e g m e nts . • Se le c ting targ e t • Targ e t m arke ting m arke ts de te rmine s which s e gme nt(s ) a re • De v e lo p ing the purs ue d. m arke ting m ix • The m arke t p o s itio ning • Manag ing the for the product is the n m arke ting e ffo rt de te rmine d. The Marketing Process Key Elements • Compe titor a na lys is guide s compe titive **** rke ting • Analyz ing m arke ting s tra te gy de ve lopme nt. o p p o rtunitie s • S tra te gy le a ds to ta ctics by • Se le c ting targ e t wa y of the **** rke ting mix: m arke ts  The “Four P s ” – product, • De v e lo p ing the price , pla ce , promotion m arke ting m ix (s e lle r vie wpoint) • Manag ing the  The “Four Cs ” – cus tome r m arke ting e ffo rt s olution, cos t, conve nie nce , a nd communica tion (cus tome r vie wpoint) The Marketing Process Key Elements • Ma rke ting a na lys is • Analyz ing m arke ting  P rovide s infor**** tion o p p o rtunitie s he lpful in pla nning, imple me nta tion, a nd • Se le c ting targ e t control m arke ts • Ma rke ting pla nning • De v e lo p ing the m arke ting m ix  S tra te gie s a nd ta ctics • Manag ing the • Ma rke ting imple me nta tion m arke ting e ffo rt  Turns pla ns into a ction • Ma rke ting control  Ope ra ting control  S tra te gic control  Marke ting audit
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