Marketing Management Chapter 2: Marketing Planning

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For a complete list of all chapters so far, you can visit the Marketing Management Tab on the blog!

Chapter 2 Summary: Marketing Planning 

Summary

In general, the use of plans conveys a number of advantages: (1) consistency, (2) responsibility, (3) communication, and (4) commitment.

The corporate plan should contain three main components: Where the organization is now? Where the organization intends to go in the future? How it will organize its resources to get there?

Corporate objectives, which are usually more complex than just financial targets, should reflect the corporate mission (including customer groups, customer needs, and technologies), which may reflect a strong corporate vision.

The starting point of the marketing planning process is the marketing audit, the output of which may be one or more facts books, covering a wide range of questions about internal (“product”-related) and external (“environmental,” as well as market) factors, and the marketing system itself, as well as the following basic questions:

Who are the customers? What are their needs and wants? What do they think of the organization and its products or services?

This step will lead to the production of marketing objectives and subsequently to marketing strategies (typically covering all elements of the Price, Product, Place, and Promotion).

A suggested structure for the marketing plan document itself might be as follows:

  1. Mission statement
  2. Summary of performance (to date, including reasons for good or bad performance)
  3. Summary of financial projections (for three years)
  4. Market overview
  5. SWOT analyses of major projects/markets (Strengths, Weaknesses, Opportunitites, Threats)
  6. Portfolio summary (a summary of SWOTs)
  7. Assumptions
  8. Objectives
  9. Financial projections for three years (in detail)

All these detailed plans should be, as far as possible, (1) number-based and “deadlined,” (2) briefly described, and (3) practical. These programs must be controlled, particularly by the use of budgets, for which the overall figures may be derived by (1) affordable, (2) percentage of revenue, (3) competitive parity, or (4) zero-based budgeting.

Finally, the actual performance of the marketing strategy needs to be examined. The most important elements of marketing performance are (1) sales analysis, (2) market share analysis, (3) expense analysis, (4) financial analysis, and (5) relationship analysis. Although much of the relationship analysis may not be quantifiable, it has become an increasingly important determinant of a company’s long-term success.

The Colonial Pipeline: Prepare for the Unexpected

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Hello everyone! I would like to share this new commentary of mine that was recently published in The Hill and MSN among others. I hope everyone has enjoyed a safe Memorial Day weekend.

Prepare for the Unexpected

Michael R. Czinkota

     Music aficionados connect the month of May with Mozart’s minuet written as a five year old” komm lieber Mai und mache…,” but for many Americans this year the link came from a curtailment of gas It was reported that almost 80 percent of fuel depots in Virginia and North Carolina were running on empty. Lines of cars seeking gas quickly brought back eerie memories of the 1970s.

    That shortfall is said to stem from private sector adversaries who had successfully shut down the flow of liquid energy. The result was a major decline in distribution capacity, particularly of Colonial Pipeline. Evildoers apparently had employed software manipulations to severely disrupt fuel flow. They informed their targets that this ransomware disruption would prevent the flow of gas until a large payoff had been made. The amount ranged between 5 to 20 million dollars. Colonial could not reverse the impact. Payment was allegedly made, and the energy flow was slowly restored.

    A lack of gas sounds bad enough, but it may be only one of simultaneously appearing evils. If the action was meant to distract, what was the issue to be covered up? What nation gets the next turn? If this was just a preparation for future malfeasance, what obligations will arise and how costly will they be? When taking off shoes as a security precaution at an airport, it is not just the action that matters but rather the rationale and background that makes such actions necessary.  Research at Georgetown has clearly indicated that the long-term indirect effects of terrorism far outweigh the short-term direct ones. When combining all these cost factors one can conclude that somewhere someone is cooking our goose and we struggle to protect limited targets and save up the ransom money.

    We need to find and combat the culprits of such threats, and often it is us. With all our elegant computerization and artificial intelligence, we have largely lost control of management capabilities both at work and at home. At the same time, we are increasingly exposed to sudden shifts in our lives. We often work without backup with rising risk. Only five years ago, who would have prepared for a large and convenient “home office”? Many of us encounter a lack of clarity in communication that weakens our capabilities The Covid-based loss of one whole school year will offer serious repercussions for years to come.

    Here is a collateral damage example. My family went to dinner leading up to an outdoor performance. We had explained our plans well in advance, including the dinner timeline so that we would be punctual. The time came and went, but no hosts were in sight. We knocked on the kitchen door where we found waiters in distress. As they told us, the computer did not perform and they did not know how to directly deal with pricing, adding, and allocating meal expenses to guests. What a pity!

    We need an annual event devoted to catching up. That time would help us to see and test the shortfalls in our understanding of processes. Flipping a switch or pushing a button should alert the system that attention is needed. Those on the controls need to know why they have just undertaken a measure and what it does. We need to remember what we may have forgotten. We must recall with a personal, replicable event the rationale, causality, and linkages of our actions. Doing so will greatly strengthen our capabilities to plan, understand, and reduce risk exposure.

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Breakfast of Champions


kent

Breakfast

On Monday (11th December, 2017) morning we hosted a get together for selected post graduate students.  These were drawn from course reps but also selected by Program Directors who identified individuals whose contribution to the programs was really making a difference.   Students were asked to offer brief feedback on…

– I feel good, because….

– I’d love to do more of….

– my best class experience was…

– on Campus, I enjoy most…

– millennials need classes to focus on ….

– …. will help me most with a job

Things students said in their two minute talk included:

  • I feel good being part of an academic community.
  • Each day, I improve.
  • Kent offers an entrepreneurial course, designed around asking professionals in the finance industry. As such, not only do I get academic skills but I’m gaining professional skills too.
  • I value the Bloomberg Room.
  • Professors are all very helpful and I’m learning relevant skills
  • Being on the program gives me different cultural perspectives.
  • I have found seminars really help me in developing my skills – it’s great to talk with so many different nationalities.

Thanks to Michael for his idea, for organizing the medals and for being thoroughly affable. Thanks to Tamsin for helping with arrangements.  Thanks also to Martin, Radu, Jaideep, Shaomin, Omar, Irena and Maddy for coming along.

Sometimes even rankings can be Christmas presents

GoogleRankingCongratulations to Professor Dr. Michael R. Czinkota on being recognized as one of the world’s leading authors on international business and marketing for publications during the period 1980-2015! Throughout the 35 years, Professor Czinkota has always stayed in the top 20 of the prolific authors list from different sources.

“An analysis of significant contributions to the international business literature” in the Journal of International Business Studies rated Professor Czinkota among the top 3 most prolific authors worldwide, 1980-1989.

An analysis in the Asian Pacific Journal of Management ranked Professor Czinkota as #4 in the Journal of World Business, #7 in the Journal of International Marketing and #14 in all 6 leading business journals in the world for the time period 1996-2006.

More recently, Professor Czinkota was recognized among the top 8 pioneering researchers in international marketing around the world. He was also ranked among the top 20 most prolific international marketing authors during the period 1995-2015 in an anthology by Leonidou, Katsikeas, Samiee and Aykol. (2018)

In December 2017 – right before Christmas, Professor Czinkota occupied the first place of Global Google citations for export promotion and export management. He also ranked in second place for trade policy and place 8 for International Marketing, which is an exciting present for Christmas.

Professor Czinkota teaches at the McDonough School of Business of Georgetown University and at the Kent Business School, University of Kent. He was awarded the Significant Contribution to Global Marketing award by the American Marketing Association in 2007. Professor Czinkota is the co-author of International Marketing, 10th Edition, Cengage (with I. Ronkainen); International Business, 8th Edition, Wiley (with I. Ronkainen and M. Moffett) and Fundamentals of International Business, 6th Edition, (with I. Ronkainen and M. Moffett), Wessex. His blog also was named the third most successful international business blog.