...Archive Strategic Marketing. A literature review on definitions, concepts and boundaries Jorge Mongay Autonomous University of Barcelona, SBS Swiss Business School 2006 Online at https://mpra.ub.uni-muenchen.de/41840/ MPRA Paper No. 41840, posted 9. October 2012 20:07 UTC WORKING PAPER. JM-A1-2006 STRATEGIC MARKETING: A LITERATURE REVIEW ON DEFINITIONS, CONCEPTS AND BOUNDARIES. Dr. Jorge Mongay Autonomous University of Barcelona (UAB) & SBS Swiss Business School 1 WORKING PAPER. JM-A1-2006 Summary 1. Definitions of strategic marketing 2. Aspects of Strategic Marketing 3. Factors in Strategic Marketing 4. Elements of Marketing Strategy 5. Intersections with others disciplines 5.1. Intersection between Strategic Marketing and Marketing Tactics 5.2. Intersection between Strategic Marketing and Corporate Strategy 5.3. How does it Strategic Marketing fit into Corporate Strategy? 6. Final conclusions of the paper 7. References 2 WORKING PAPER. JM-A1-2006 1. STRATEGIC MARKETING AND ITS DEFINITIONS Although most authors speak about some parts of Strategic Marketing, here is included a list of definitions of the term. Some authors appear in different years ( for example, Jain), It is understand that they have added new comments or redefined the term after the years. The table and the definitions have been ordered by year of publication. Author Year Definition Drucker 1973 “ Strategic marketing...
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...1 Strategic Marketing, the words itself describes that it has a lot to do with technical and specific information. “Strategic marketing means looking at the whole of a company’s portfolio of products and markets, and managing the portfolio to achieve the company’s overall goals”. (Jain, 1987). “ Strategic marketing as seen as a process consisting of:analyzing environmental, market competitive and business factors affecting the corporation and its business units,identifying market opportunities and threats and forecasting future trends in business areas of interest for the enterprise ,and participating in setting objectives and formulating corporate and business unit strategies. Selecting market target strategies for the productmarkets in each business unit, establishing marketing objectives as well as developing, implementing and managing the marketing program positioning strategies in order to meet market target needs”. (Drucker, 1973) Its role is to direct the firm or company towards attractive economic opportunities. The opportunities that are adapted to resources and knowledge and offer a potential for growth and profitability. Strategic marketing includes the way to reach the customers with products and services. It provides competitive advantage by considering segmentation, branding, marketing messages, and positioning. With segmentation, firm can concentrate specifically to particular market as per their buying behavior or lifestyle. As a result, it saves time and money...
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...ScienceDirect Journal of Business Research Antecedents and outcomes of strategic thinking Byeong-Joon Moon ⁎ Kyung Hee University, Republic of Korea, School of Management, Kyung Hee University, Republic of Korea a r t i c l e i n f o a b s t r a c t This study focuses on the factors that influence strategic thinking at the organizational level. Based on previous research on strategic thinking in diverse management fields including marketing strategy, strategic management, and human resource management, this research provides a hypothetical model that links the firm's internal and external variables regarding strategic thinking at the organizational level, which in turn links to marketing performance. The results of empirical analysis provide evidence that the attitude of firms' management toward risk taking, the CEO's emphasis on strategic thinking, interdepartmental teams in the organization, and marketing competency foster strategic thinking at the organizational level, but formalization in the organizational structure impedes it. Contrary to the proposed hypotheses, centralization in the organizational structure is positively related to strategic thinking at the organizational level. The results also show that market turbulence and technological turbulence foster strategic thinking at the organizational level and there is a positive relationship between strategic thinking and marketing performance. © 2012 Elsevier Inc. All rights reserved. Article history: Received...
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...SWARTHMORE COLLEGE LONDON ATHE Level 6 Diploma in Management STRATEGIC MARKETING SHS Task | Table of Contents | Page No | Introduction | 03 | Task 01 | 1.1: Assess the role of Strategic Marketing in an organization | 04 | | 1.2: Analyse the relationship between corporate strategy and marketing strategy | 04 | | 1.3: Analyse how marketing strategy is developed | 05 | Task 02 | 2.1: Evaluate approaches to internal environmental analysis | 06 | | 2.2: Evaluate approaches to external environmental analysis | 06 | | 2.3: Explain how internal and external analysis are integrated | 06 | Task 03 | 3.1: Analyse decisions and choices to be made at a corporate level | 09 | | 3.2: Assess how these decisions influence marketing at business unit and functional level | 09 | | 3.3: Analyse approaches to competitive positioning of organizations | 10 | Task 04 | 4.1: Identify a range of strategies that can contribute to competitive advantage | 11 | | 4.2: Analyse marketing communication strategies | 11 | | 4.3: Analyse marketing strategies, their application and implementation for an | 11 | Conclusion | 12 | References | 13 | Introduction: A marketing strategy is something that every single business, how big or small it is, no matter- needs to have in place. Some business owners are hesitant to set up an actual marketing strategy because they simply don’t know how to do it. All this kind of approach means simply trying something...
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...ATHE-Level-6 Diploma in Management Strategic Marketing Unit 6.5 Submitted to: London Churchill College Submitted by: Student ID: Date of Submission: Table of Contents: Introduction: 2 Task 1 3 1.1 Assessment on the role of strategic marketing in an organization: 3 1.2 Analysis on the relationship between corporate strategy and marketing strategy: 3 1.3 Analysis on how marketing strategy is developed: 5 Task 2 6 2.1 Evaluation on approaches to internal environmental analysis 6 2.2 Evaluate approaches to external environmental analysis: 7 2.3 The integration of Internal and external environment analyses: 8 Task 3 9 3.1 Analysis on decisions and choices to be made at a corporate level: 9 3.2 Assess how these decisions influence marketing at business unit and functional level: 10 3.3 Analyze approaches to competitive positioning of organization: 11 Task 4 12 4.1 Identify a range of strategies that can contribute to competitive advantage 12 4.2 Analyze marketing communications strategies 13 4.3 Analyze marketing strategies, their application and implementation for an organization 14 References: 15 Introduction: Marketing is one of the most critical and vital functional area. According P. Kotler & A. Chernes, (2012) Marketing is a managerial process for offering products and services for consumption in...
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...J. of the Acad. Mark. Sci. (2012) 40:102–119 DOI 10.1007/s11747-011-0279-9 Marketing and business performance Neil A. Morgan Received: 28 July 2011 / Accepted: 1 August 2011 / Published online: 20 August 2011 # Academy of Marketing Science 2011 Abstract Academics and managers have struggled for many years to understand and delineate the role of marketing in explaining business performance differences between firms. Most of the theory base for any such attempts has to be informed by strategic management theory, since the primary question that strategic management seeks to answer is why some firms outperform others over time. This paper synthesizes three major streams of thought in strategic management with the empirical and theoretical literature on strategic marketing to develop an integrative theory-based conceptual framework linking marketing with firms’ business performance. Keywords Marketing strategy . Marketing resources . Marketing capabilities . Positional advantage . Competitors . Market performance . Financial performance Introduction The role of marketing in explaining firms’ business performance has received significant attention throughout the history of the marketing discipline. The need to link marketing with business performance has become more Acknowledgements Doug Vorhies contributed to much of the thinking represented in this paper—a version of which we set out to write together more than a decade ago but never got time to...
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...departments within an organization. MIS, or Management Information Systems, are used to manage the data created within the structure of a particular business. These systems store the data and allow the business to manipulate this data. It is the study of people, technology, organizations and the relationship among them. MIS can be defined as the study of how individuals, groups and organizations evaluate, design, implement, manage and utilize systems to generate information to improve efficiency and effectiveness of decision making. The concept of MIS gives high regard to the individual and his ability to use information. While analyzing the data, it relies on many academic disciplines. These include the theories, principles and concepts from the Management Science, Psychology and Human Behavior, making the MID more effective and useful. These academic disciplines are used in designing the MIS, evolving the decision support tools for modeling and decision - making. The concept, therefore, is a blend of principle, theories and practices of the Management, Information and System giving rise to single product known as Management Information System (MIS). The Physical view of the MIS can be seen as assembly of several...
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...Marketing Planning A Term Paper Submitted to the School of Business Course Business Management Submitted by: Instructor: Date Submitted: 1 Introduction Businesses that succeed do so by creating and keeping customers. They do this by providing better value for the customer than the competition. Marketing management constantly have to assess which customers they are trying to reach and how they can design products and services that provide better value (“competitive advantage”). The main problem with this process is that the “environment” in which businesses operate is constantly changing. So a business must adapt to reflect changes in the environment and make decisions about how to change the marketing mix in order to succeed. This process of adapting and decision-making is known as marketing planning. Where does marketing planning fit in with the overall strategic planning of a business? Strategic planning is concerned about...
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...Integrated Marketing Communications Plan | [Company name] | | | | | Product name: | Click here to enter text. | Prepared by: | Click here to enter text. | Modified date: | 9/18/2008 | | | Table of Contents 1 Executive Overview 4 1.1 Scope of this Integrated Marketing Communications Plan 4 1.1.1 Marketing Objectives 4 1.2 Communications Objectives 4 1.3 Communications Strategies 4 1.4 Issues and Challenges 4 2 Situational Analysis 4 2.1 Product History 4 2.1.1 Product background 4 2.1.2 Current problems facing product 4 2.1.3 Past integrated marketing communications oR advertising themes 4 2.1.4 Past integrated marketing communications budgets 4 2.1.5 Past to present media spending 4 2.1.6 Current messaging 4 2.1.7 Customer trends 4 2.2 Current Marketing Situation 4 3 Target Audiences 4 3.1 Target Audience 4 3.2 Key Evaluation Criteria 4 3.3 Target Audience Profiles 4 3.3.1 Customer Profiles 4 3.3.2 Industry Analysts and Publications 4 4 Competition 4 4.1 Product Comparison 4 4.2 Barriers to Entry 4 4.3 Competitor Differentiation 4 4.4 Key Competitor Net Impressions and Messages 4 5 Branding and Messaging 4 5.1 Branding Architecture 4 5.2 Positioning Statement 4 5.3 Value Propositions 4 5.4 Major Messages 4 5.4.1 Major Messages for Customers 4 6 Communications Vehicles 4 6.1 Communications Process and Vehicles for Customers 4 7 Tactical Calendar 4 8 Budget 4 9 Metrics 4 ...
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...overall purpose of a marketing plan? A marketing plan is a written statement that helps the company to operate on a certain standard to keep production of the product or service on the same level ( Winer 2004). A marketing plan is a necessary factor for every business to have in the employee handbook and also for proper and even distribution of the product or service. A written plan is a easy way for the marketing manager to inform employees exactly what is expected of them instead of having everything in his head. This way everything is covered without having loose ends and later on having production problems. Direct communication with the employees is a good thing, but with a written plan this gives the manager concrete evidence on how the organization should be operated. In other words, the manager spends less time telling the employees what to do and more time making sure the product or service is correct. The most important thing in having a written marketing plan is that it helps you build, direct and shape up your product or services. It also forces the marketing manager to look at the business from the inside and the outside to give good service to the customer and stay abreast on the competitors. “This disciplined thinking helps to ensure that before any marketing strategies or programs are developed, the manager first analyzes customers and competitor behavior and the general climate in the product category or industry. Market-focused decisions are more likely...
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...MARKETING DECISION support system Marketing decision support system (MDSS) A system used to manipulate a collection of data to interpret and explore potential business scenarios in order to make management decisions. Marketing decision support systems (MDSS) are considered by some businesses a key tool in gaining the edge over competitors. MDSS can be used to assist, rather than supersede, employee decision makers in the complicated scenarios which are common in marketing. Also MDSS can be defined as A coordinated collection of data, systems, and techniques with supporting software and hardware by which an organization gathers and interprets relevant information from business and the environment and turns it into a basis for marketing action An emerging trend in the realm of marketing has been the increased application of marketing decision support system (MDSS) technology to aid with decision-making (DM). Developing a sound and robust marketing strategy has never been an easy task. The success or failure of a company’s marketing effort depends on the interaction of numerous internal and external factors, combined with the knowledge and intuition of the decision-makers themselves. Marketing DM requires a comprehensive analysis of environments both inside and outside the firm. It requires a wide range of strategic information, including hard and soft information, and it requires managers to deal with issues that involve a high degree of uncertainty, subjectivity and ambiguity...
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...Strategy implementation is an iterative process of implementing strategies, policies, programs and action plans that allows a firm to utilize its resources to take advantage of opportunities in the competitive environment (Harrington, 2006). Under the behaviour perspective, implementation is the actions initiated within the organization and its relationships with external constituencies to realize the strategy (Varadarajan, 1999). Implementation is operationally defined as those senior-level leadership behaviors and activities that will transform a working plan into a concrete reality (Schaap, 2006). In the hybrid perspective, implementation is defined as ‘the sum total of the activities and choices required for the execution of a strategic plan…the process by which strategies and policies are put into action’ (Wheelen & Hunger 1992). Strategy execution is defined as the step-by-step implementation of the various...
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...UNIVERSITY OF HELSINKI DEPARTMENT OF FOREST ECONOMICS Environmental Marketing Strategy and its Implementation in Forest Industries Jari Kärnä Academic Dissertation To be presented, with the permission of the Faculty of Agriculture and Forestry of the University of Helsinki for public defence in Auditorium XII of the University main building Aleksanterinkatu 5, on Friday 11th April 2003 at 12 o'clock. Environmental Marketing Strategy and its Implementation in Forest Industries Academic Dissertation Opponent: Professor Juha S. Niemelä Seinäjoki Institute for Rural Research and Training University of Helsinki juha.s.niemela@helsinki.fi Supervisor: Professor Heikki Juslin Department of Forest Economics University of Helsinki heikki.juslin@helsinki.fi Pre-examiners: Professor Hanna Pesonen School of Business and Economics University of Jyväskylä hpesonen@tase.jyu.fi Professor Harri Westermarck Department of Economics University of Helsinki harri.westermarck@helsinki.fi Author's address: Jari Kärnä Finnish Forest Research Institute, Vantaa Research Centre PO Box 18, FIN-01301 Vantaa jari.karna@metla.fi ISBN 952-10-0963-2 (paperback) ISBN 952-10-0964-0 (pdf) ISSN 1236-6226 http://ethesis.helsinki.fi Hakapaino, Helsinki 2003 2 Abstrakti Väitöskirja käsittelee ympäristöasioiden integrointia metsäteollisuusyritysten ja heidän teollisten asiakkaidensa markkinoinnin suunnitteluun. Tutkimus koostuu neljästä julkaistusta ja kahdesta julkaistavaksi...
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...FIRST YEAR TRIMESTER – I (JULY – SEPTEMBER) AREA Finance Economics Human Resources & Behavioral Sciences Operations & Decision Science CODE 868 FIN 013 ECO SUBJECT Financial Accounting and Analysis Microeconomics: Firms, Markets & Behavior (Economics Analysis For Business Decisions) Individual Dynamics & Leadership Statistical Analysis for Business Decisions 870 HRM 871 OPS TRIMESTER – II (OCTOBER – DECEMBER) Finance Information Systems Marketing Human Resources & Behavioral Sciences 882 FIN 061 INS 105 MKT 881 HRM Management Accounting & Control Information Systems for Management Marketing Management Group & Organization Dynamics TRIMESTER – III (JANUARY – MARCH) Finance Economics Operations & Decision Science Human Resources & Behavioral Sciences 647 FIN 013 ECO 879 OPS 223 HRM Corporate Finance Macroeconomics Decision Analysis & Modeling Human Resources Management SECOND YEAR TRIMESTER – IV (July -September) AREA Business Policy Communication Marketing 210 SPL 122 MKT CODE SUBJECT Strategy Formulation Business Communication Marketing Management II Operation & Decision Science TRIMESTER – V (OctoberDecember) Business Policy Business Policy CSR Business Policy 889 OPS Managing Business Operations Legal Environment of Business Strategy Implementation Corporate Social Responsibility Research Methodology TRIMESTER – VI (January -March) Finance Business Policy Information systems Business Policy Business Policy Corporate Taxation Research Methodology...
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...It is evident that strategic planning is important when it comes to decision making for many marketing managers. The article The Big Lie of Strategic Planning by Roger Martin, suggests that choosing a strategy strictly based on a certain process “entails making decisions that explicitly cut off possibilities and option” (Martin, 2014). It speaks on the fear that many marketing managers face when challenged with decisions because the wrong decision can surely hurt his or her career, as well as the company. Martin explains it is taught that executives that problems can be solved with the the tested “tools” and learned research processes, but the downfall to this is the expensive comprehensive planning and time consuming preparation. By the end of that process, executives feel less scared in their decision making. The article argues that “this is a terrible way to make strategy” (Martin, 2014). Instead, it’s a way to cope with fear of the unknown. The article states that “strategy is not the product of hours of careful research and modeling that lead to an inevitable and almost perfect conclusion. Instead, it’s the result of a simple and quite rough-and-ready process of thinking through what it would take to achieve what you want and then assessing whether it’s realistic to try” (Martin, 2014 ). Fear is apart of risk taking, to make good decisions, sometimes managers must take certain risks. Martin then goes on to explain our “comfort traps” during a decision making process. The...
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