Key Marketing Skills

Strategies, Tools and Techniques for Marketing Success
2. Auflage 2004
ISBN: 978-0-7494-4298-9
Verlag: Kogan Page

Buch, Englisch, 400 Seiten, Format (B × H): 189 mm x 246 mm, Gewicht: 775 g

Not just another 'introduction to marketing', Key Marketing Skills is a practical, actionable guide that demonstrates how to apply marketing strategies in a real-world context, from conducting a marketing audit and building your marketing strategy, to preparing a robust marketing plan and developing a unique value proposition. Taking you step by step through the entire marketing planning process, it will enable you to build alignment through the supply chain and successfully implement your plan through the marketing mix.

Extensively revised and updated, this new edition has also been expanded to include a wealth of brand new international case studies and planning models. Together with sections on vital issues such as brand management, how to brief an agency and how to conduct a self-assessment health check of your current level of marketing excellence, Key Marketing Skills provides all the necessary tools and guidance to make marketing happen. Online resources include self-test questions, marketing planning template, performance map and a customer activity cycle table.

Autoren/Hrsg.

Wragg, David

Cheverton, Peter

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Marketing
• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Vertrieb

Inhaltsverzeichnis

Section - ONE: Definitions, purpose and process; Chapter - 01: What is marketing?; Chapter - 02: The Marketing Model; Chapter - 03: Issues raised by the Marketing Model; Chapter - 04: In search of 'good marketing'; Chapter - 05: The marketing process; Chapter - 06: Writing the marketing plan; Section - TWO: The strategic market audit; Chapter - 07: Market research; Chapter - 08: Chakravati's piano, or, why you need market research.; Chapter - 09: The strategic audit; Chapter - 10: The CONNECT Inc case study; Section - THREE: Strategic positioning; Chapter - 11: Vision and objectives; Chapter - 12: How will we grow?; Chapter - 13: How will we compete?; Chapter - 14: What will drive us?; Chapter - 15: Who will we serve?; Chapter - 16: Branding; Section - FOUR: Delivering the value; Chapter - 17: The segment audit; Chapter - 18: The value proposition; Chapter - 19: Relationship management; Chapter - 20: Brand management; Chapter - 21: Functional alignment; Chapter - 22: Portfolio management; Section - FIVE: The tactical mix; Chapter - 23: The tactical audit; Chapter - 24: The four P's.or the four C's?; Chapter - 25: Product; Chapter - 26: Place; Chapter - 27: Promotion; Chapter - 28: Price; Chapter - 29: The Ambient Ltd case study; Section - SIX: Making it happen; Chapter - 30: The marketing health check; Chapter - 31: Getting further help

Leseproben

PART I DEFINITIONS, PURPOSE AND PROCESS

1 What is marketing?

What the public thinks; So what do you think?

2 The Marketing Model

Testing the model

3 Issues raised by the Marketing Model

What business are you in? Are you product led or market led?; Should your activities be for the benefit of your own business, the customer or the market?; Which side should you be working on: changing capabilities or influencing needs?; Should fmcg marketers be more concerned with the right side, and B2B marketers with the left?; Is it market needs or consumer needs? The concept of the market chain; Is profitability the automatic consequence of a good match?; How far ahead must you be looking?

4 In search of 'good marketing'

Good marketing and reading the signals; Good marketing and providing value; Going beyond 'good marketing'; Consumer, business to business, or service?

5 The marketing process

The marketing plan; The market audit: information and analysis; The sanity check; Implementation and review; The 'three-stage' process

6 Writing the marketing plan

Why write a plan?; The planning cascade; The planning horizon; The template; Ten tips on writing the marketing plan

PART II THE STRATEGIC MARKET AUDIT

7 Market research

Research and decisions; Types of research; Focusing your data needs; Commissioning your own research; Act of faith?

8 Chakravati's piano, or, why you need market research.

9 The strategic audit

Analytical tools and decisions; PESTLE analysis; Market mapping; Michael Porter's 'five forces' analysis; The SWOT analysis; The Directional Policy Matrix (DPM)

10 The CONNECT Inc case study

The company background; Sales organization; The new market; The new sales team; The 'unknown' market; Targets and forecasts; The business in 1992; The marketing review; Case study questions

PART III STRATEGIC POSITIONING

11 Vision and objectives

Managing the future; Vision: the mission statement; Marketing objectives; The financial imperatives

12 How will we grow?

The Ansoff matrix and risk; Gap analysis

13 How will we compete?

Porter's choices

14 What will drive us?

Value drivers; Push or pull strategies; Asset management; Summary

15 Who will we serve?

Segmentation; Why segment? The strategic options; Benefits of segmentation; The segmentation process; Step 1: Identifying the criteria for segmentation; Step 2: Targeting -- the selection of segments; Step 3: Positioning; Segmentation and market research

16 Branding

Brand architecture: putting it all together; Brand positioning: a place in mind, Valuing the brand

PART IV DELIVERING THE VALUE

17 The segment audit

Delivering the value; Defining value; Segment audit tools; Value chain analysis; The total business experience, Shared future analysis

18 The value proposition

Making a positive impact; Some hints on using the process

19 Relationship management

The market-focused structure; Key account management (KAM); Customer classification and distinction; Customer service; Customer relationship management (CRM)

20 Brand management

The history of delivering value; The brand relationship; Building positive associations: moments of truth; Brand extension; The learning brand

21 Functional alignment

The supply chain; The capability audit

22 Portfolio management

The challenge; The Boston Box; The Directional Policy Matrix

PART V THE TACTICAL MIX

23 The tactical audit

Customer satisfaction surveys; Tracking of promotional spend effectiveness

24 The four P's. or the four C's?

25 Product

The commodity; Added value; Product life cycles

26 Place

Channels of supply; Channel management; Logistics and supply chain management; Marketing and sales

27 Promotion

The purpose of promotion; The campaign and the communication; The effective communication; The choice of media: pros and cons; Selecting and briefing an agency

28 Price

Why price matters; Setting the price: four generic methods; Competitive pricing strategies; Open book trading; A pricing self-assessment

29 The Ambient Ltd case study

PART VI MAKING IT HAPPEN

30 The marketing health check

31 Getting further help

Application tools; Training opportunities; On-the-job experience; Further reading

Index

Über Autor(innen)

Cheverton, Peter
Peter Cheverton is a director of INSIGHT Marketing and People, now established as the leading international training and consultancy firm in Key and Global Account Management implementation. He is also the author of Global Account Management, Key Account Management, Key Marketing Skills, Key Account Management in Financial Services and Understanding Brands, all published by Kogan Page.

Peter Cheverton is a Director of INSIGHT Marketing and People, an international training and consultancy firm specializing in marketing and key account management, with clients in FMCG, financial services, pharmaceuticals, specialty chemicals and IT. He is the author of Key Account Management, and Key Account Management in Financial Services, both published by Kogan Page.