Download Marketing Management: Gradual Progressing

Marketing Management Vs. Trade Marketing
Zdenek Linhart, [email protected], Czech University of Agriculture, Faculty of
Economics and Management, Prague, Czech Republic
A following study text is composed of five parts. Each part enable independent entry firstly
broadening, and consequently deepening your marketing mehodology. Specific incentives
should be recognized and processed into added value for customer.
Scheme 1: Continuity of marketing methodology among parts of this study text
1st part: Philosophy
of consumer and
actions of
organisations on
markets SENZITIVITY
2nd part:
Databases of
corporation,
companies in
target market
segment VOLUMES
th
Marketer’s position
3rd part:
Improvements of
product, place,
price, promotion
– RE/PRO/
ACTIONS
4 part: Competitors
and you in new market
and autarky INDICES
5th part: Your
methods and
criteria
anywhere –
DOCUMMENTATION
Prognosis,
plans,
implementation of
projects
Awarding of credits for a group project made on seminars
Mark from examination is awarded based on one page list of criteria proving a value of
an individual part contributing to the group project
Each part shows the alternative methodological approaches for simplifying the way to the
final marketing effect. Besides this study text the additional reports, articles, and cases can be
found at readings.doc to provide a student with detailed information helping him/her to solve
an individual assignment. Schemes, empty application forms, questions and glossary serve to
the same purpose. It is expected that student will compose the information needed for
particular assignment by connecting information from all these parts of study texts. Fast and
precise recognition of incentives is equipped by separate glossaries (using ctrl F).
The marketing chain – Trade Marke ting Vs. Marketing Management
Mission: To introduce students to the idea of the marketing chain and its players (product and stores chain).
Altough, two contradicting marketing processes compete for incentives: a marketing management and a trade
marketing.
1
Scheme 2: Competing marketing approaches
Products
Marketing
management
approach
Trade
marketing
approach
Goods
Marketing management is adopted by manufacturer. Trade marketing is further step to implement marketing
principles behind a gate of manufacturing company. Trade marketing is drawing and supporting information,
understanding, quality, and delivery with other departments: sales, customer service, logistics, finance,
marketing management, and product development. Trade marketing:
- forms consumer marketing through a chosen channel of distribution
- accounts for the customers requirements
- focuses all elements of marketing on the customer needs (e.g. retailer)
Trade marketing must be a business culture. Properly focused adds success and value. All sectors of the
company must understand the need for trade marketing.
Supply chain characteristics
Supply chain consists of a flow of materials from material providers, through factories and wholesale and retail
distribution networks to customers. These flows are characterised by varying supply lead times and service
levels. They also consist of a flow of information („demand signals“ or orders) from customers through
manufacturers to suppliers. These are characterised by variability in volume and in reorder/repurchase frequency.
There are also paralel flows of cash and promotion (information).
However, a supply chain is really a network of chains with shared /common modes, rather than a single chain.
Each such chain (network) consists of a series of buffers linked by supply and demand signals. These buffers
exist to cover demand uncertainty and supply inflexibility, but amlify noise (variability and uncertainty).
Thus, it is essential to understand:
- Stock policies at all locations in the chain
- The number of independent decision points
- Factory and supply constraints
- Lead time and replenishment cycles
- Replenishment algorithms and forecasting techniques
- Impact of trading terms / minimum order policies
- Promotion effects
In brief:
- view the entire chain!
- get as close as possible to customer!
Following schemes show how to interpret and exploit a first impression of missusing and claiming the power
during distribution through co-operation and individual involvement on a proper place with best partners to reach
a best value. Also motives and techniques are mentioned for this purpose.
2
Scheme 3: Conflicts and power in distribution systems
3
Scheme 4: Options of place and distribution linking
Shop
Channel
Goods
Special
Exclusive
Special
Shopping
Selective
Shopping
Convenient
Intensive
Convenient
Scheme 5: Final decision and design of place and distribution linking
Shop 1
Shop 2
Shop 3
Shop n
Middleman
Supplier 1
Supplier 2
Supplier 3
Supplier m
Scheme 6: List of approaches and new trends in marketing channels design
- Pro-activity (direct marketing based: fair price system,
multilevel marketing),
- Programming (franchising, VMS, HMS),
- Conventional distribution (marketing mix based)
Thus, any of on-going dialogue in physical distribution should addrress:
- The validity of assumptions (full pallet handling / proportion of order picking, drop configurations)
- Future depot locations
- The long term acceptability of load utilisation, pallet configurations / dimensions
- Any atomation planned – common material handling methods?
- The mutual position on automatic identification, pallet recognition, case recognition
- Any customer collection requirements / policies
- Opportunities for alternative delivery methods /equipment and flexibility to change schedules
- A direct and frank exchange of performance standards
Many of discutable items of the distribution system design can be solved in advance by research and
development.
4
Scheme 7: Map of customer value and salesman exchange propositions:
Exchange = dealer profitability + franchise value +
innovative product + station management
technology + advertising and promotion
Request
Customer ‘Very satisfied survey’
fulfillment time
New customer acquisition
Market share
KnowledgeConvenience
Customer retentionable
Personal
adviser
Responsive
Value = Product/Service Attributes + Image + Relationship
Functionality
Quality Price
Time
Satisfaction (buying experience) = speedy + helpful +
recognition of loyalty
Scheme 8: Shop selection factors
Money
0
Students Unemployed
Time 0

Employed Retired

Scheme 9: Approach of customers to new product
2,5; 13,5; 34
34
Price
4
Variety
Size
5
Late Majority
Early Majority
Laggards
Early Adopters
Innovators
Scheme 10: Hierarchy of Attribute Importance across Product Categories
Importance Preserves
Bakery
Cereals
Dairy
Soups
1
Brand
2
Brand
Health
Health
Health
Variety
Quality
Brand
3
16;
Freshness
Brand
Price
Variety
Price
Size
Variety
Toiletries
Brand
Price
Brand
Quality
Price
Quality
Price
Health
Size
Variety
Fresh meat
Quality
Presentation
Variety
Brand
Price
Variety
5
Product development should ensure satisfaction of needs. Mature products on mature markets know experts
much better then consumers. Therfore, experts are required to develop products usually – remember examples of
Guideline + or Dexters from a lecture.
The Relation of Logistics to Trade Marketing Activities
Within the trading environment, logistics also is an „enabler“, linking category management (that is the
development of strategies and policies for mutual profitable growth of the product category), trade relations and
customer marketing (creating the environment for working together), and customer service (satisfying the
operational needs of customers and focusing on efficiency).
Scheme 11: Functions related to logistics
Category
management
Logistics
Customer service
Trade relations
Total distribution costs (TDC)
TDC = TC + FC + CC + IC + HC + PC + MC
TC = transport costs
FC = facility costs
CC = communication costs
IC = inventory costs
HC = material handling costs
PC = protective packaging costs
MC = distribution management costs
Scheme 12: Write goals of subsystems
Purchase
Production
Finance
Marketing
Logistics
Bulk purchase of
materials
Long production
runs
Broad product
range
Tighter credit
control
4 day delivery
Unit loads
All above mentioned items require cost effective integration for optimizing the distribution system.
Scheme 13: Customer service analysis
Importance to retailer
Low
Medium
High
Elements
Performance
Poor
Satisfactory
Good
Delivery speed
On-time delivery
Information on
order status
Stockouts
Flexibility
Order
completeness
Damage rate
6
-------- company
- - - - - key competitor
Decisions and design of distribution channel
Scheme 14: Decisions about distribution channel
Estimate / forecast:
- target market
- product(s)
- sales
- profit
Distribution policy alternatives:
1. Direct sales
2. Using intermediary (agent, importer or other)
Investment required in own
sales organisation?
Operating expense (annually)
of own sales operation?
Sales volume and profit
estimate if own organisation is
used?
Other considerations:
- long-term plans
- market size and growth
- company image
- customer service needs
- control
- legal requirements
No
Are suitable intermediaries
available?
Comparison
Costs of using intermediary
(comission rate, supporting
services)?
Comparison
Sales volume and profit
estimate if intermediary is
used?
Comparison
Other considerations:
- flexibility desired
- other commitments
- market limitations
- legal requirements
Decision
7
Scheme 15: Distribution mission cutting across functional boundaries
Purchasing
Production
Sales
Marketing
Transportation
Etc.
Mission A
Mission B
Mission C
Table 1: Factors making for stability in relationships between multiple retailers and their suppliers in the UK
Factor
Role
Directions of change
1. High and
Stability important where regular delivery
Becoming more probable as quality increasingly
consistent
of major range items required, and with
used as competitive weapon by major multiples
quality
items difficult to manufacture, or where
high quality, hygiene standards mandatory
2. Need for
More likely to be achieved when suppliers Becoming major factor as:
flexible
well adapted to working with retailer, i.e.,
(a) ‘Just in time’ delivery systems introduced
response
within the context of long-term working
and lower stockholding by retailers (all
relationship. More significant for delivery
sectors)
of goods in continuous demand (groceries) (b) fashion changes more frequent and flexible
than for bi-annual seasonal ordering
quicker response required by manufacturers
(clothing)
(clothing)
3. Joint product Most critical with retailers with pro-active
Large retailers have buying teams and expect
development
approaches towards new product
considerable interaction between themselves
work required
development work. This is a function of (a) and their suppliers: set-up costs are high
size of retailer, (b) market niche sought.
encouraging stability. However, some retailers
The more precisely targeted retailer’s
using interaction to encourage more pro-active
marketing concept, the larger the retailer,
approaches by manufacturers
the greater the degree of product
differentiation, the more significant this
factor becomes
4. Specific
Most critical with products requiring
Probably becoming less important as third party
delivery systems specialist distribution into stores, e.g.,
distribution systems have grown particularly in
required
meats, fresh fish, and some chilled food
specialist areas
5. Frequent
Most critical goods ordered continuously
In the future the development of computerised
contact through
systems which link retailers and manufacturers
frequent
with different technologies may make switching
ordering
between supply sources easier
6. Wide supply This increases the costs of changing
Becoming less important for distribution
ranges required suppliers because of the greater complexity reasons in some sectors with increased
from a limited
of business
availability of third party distribution. Still
number of
significant in sectors where demand related
suppliers
products and where manufacturer performs a
product assembly role for retailers
7. High physical When difficult to replicate product retailer Products with special effects and designs (some
degrees of
is more likely to stay with same supplier
areas of fabrics and furnishing)
product
differentiation
8. Strong
Retailer will wish to stock these lines
Own-label developments have affected nonmanufacturer
promotion-supported manufacturer brands, but
brands
have not significantly eroded the market shares
of manufacturer brand leaders
9. Number of
When few alternative sources of supply,
International sourcing of higher value products
suppliers
degree of stability higher but this will
such as clothing increased the number of
depend on intensity of competition among
sources of supply and reduced need for stability
these suppliers
as long as point 2 not relevant. Overall, very
variable developing on manufacturing sector
involved
8
Selection criteria for diostributive channels:
1. Channel avalibility
2. Sales volume
3. Operating costs
4. Investment required
5. Personnel
6. Risk
7. Control
8. flexibility
Proactive and reactive motives for market identification
It is difficult to forecast what will happen on foreign markets. Therefore, the best is to inspect internal motives
and seek whether they are proactive or reactive. It is recommended to train capability to be proactive. It is
useless to fasten reactions when proactions made the problem irrelevant.
Table 2: Major motives for starting export
Proactive motives
Profit and growth goals
Managerial urge
Technology competence/unique product
Foreign market opportunities/market information
Economies of scale
Tax benefits
Reactive motives
Competitive pressure
Domestic market: small and saturated
Overproduction/excess capacity
Unconsolidated foreign orders
Extended sales of seasonal products
Proximity of international customers/psychological
distance
Albaum, 1994, p. 31
Knowing motives, it is essential to use them. Practically, it means to chose the simplest start for design of future
entry program. The best is to combine targeted geographical markets with commitment to internationalise and
use internal strengths of the global company.
Table 3: Internationalisation of the firm: an incremental approach
Mode of operation /
Market (Country)
Market A
Market B
Market C
Market D
…….
Market N
No regular
(sporadic) export
Independent
representatives
(export modes)
Foreign direct investment
Foreign sales
subsidiary
Foreign production
and sales subsidiary
Increasing market commitment
Increasing
geographic
diversification
Increasing internationalisation
Internal strengths must be made irreversible. The best way how to do it is to code it into the organisational
structure. But first, the ordered list or scheme of important factors for design of the new structure must be made.
9
Scheme 17: Dimensions of internationalisation
Foreign operation methods – How: Agents, subsidairies,
licencing, franchising, management contracts
Markets – Where:
Political /cultural/
physical distance
differences
Sales objects – What:
Goods, services, knowhow, systems
Organisational capacity
Organisational structure,
export department,
international division
Personnel - International
skills, and experience;
training
Finance
Knowing main strengths and having them built into structure the next step is to find initiator and cultural patterns
in the target region of foreign market. It has usually no sense to target whole foreign market in initial period
because local competitors can discover and copy above mentioned strengths of the entering global company:
commercialisation methods, sales objects, in/direct stimuli, organisation and personnel.
Problem to select an international market
There are several approaches how to solve the problem to an international market entry:
a. Overcomming the legal protection of domestic competitors
b. Internationalisation pattern of the firm as a sum of target country patterns
Table 4: An example of international marketing budget for manufacturer exporting consumer goods
International
Europe
Ame-rica Asia/Pacific
Other
Marketing budget
Year: ____
B – Budget figures
UK
Germany France
USA
Japan
Korea
markets
A - actual
B
A
B
A
B
A
B
A
B
A
B
A
B
A
Net sales (gross sales
less trade discounts,
allowances etc.)
/ Variable costs
= Contribution 1
/ Marketing Costs:
Sales costs (salaries,
commissions for
agents, incentives,
travelling, training,
conferences)
Total
World
B
A
10
Consumer marketing
costs: (TV
commercials, print,
radio, sales
promotion)
Trade marketing
costs (fairs,
exhibitions, in-store
promotions,
contributions for
retailer campaigns)
= Total contribution 2
(marketing
contribution)
Note: On short term (one-year) basis, the export managers or country managers are responsible for maximizing
the actual figures for each country and minimizing their deviation from budget figures. The international
marketing manager /director is responsible for maximizing the actual figure for the total world and minimizing
its deviation from budget figure. Co-operation is required between country managers and international marketing
manager / director to co-ordinate and allocate the total marketing resources in an optimum way. Sometimes
certain inventory costs and product development costs may be also included in the total marketing budget.
a. Level of commitment to foreign operations:
- low (e.g. export via agent)
- middle (e.g. sharing distribution channels with partners)
- high (e.g. foreign investment)
b. Forecasting and exploitation of environmental changes
Table 5: Extreme examples for evaluation of market size for:
- automatic washer
- freezers
U.K. ………………………. 25%
France …..………………… 13%
Italy ………………………. 67%
Germany ………………….. 31%
- vacuum cleaners
- dish washers
Italy ……………………….. 29%
U.K. ………………………. 4%
The Netherlands …………… 99%
Italy ……………………….. 10%
Differences between markets are challenging. It is necessary to think about reasons and exploitation of these
differences (Table 6).
Table 6: Matrix relating cultural variables to marketing functions
Cultural
variables
Marketing functions
Product
Price
Promotion
Distribution
Research
Material culture
Language
Aesthetics
Education
Religion
Political attitudes
and values
Social
organisation
expectations of
products in
selected shop
Such map of relations between cultural factors and marketing mix variables need to be quantified by research.
11
Scheme 18: Marketing research of prospective markets
Number of markets under consideration
Consider market accessibility (desk research at home country)
Consider profitability (desk research at home)
Consider market size (desk research at home)
Steps in reverse
order optionally
Desk research abroad
Field (omnibus) survey abroad
Initial field research
abroad
Main field research
Marketing
plan
Market
entry
Question:
You are going to sell confectionery in the form of sweets and chockolates. You find market for them in West
Africa. What factors would you take into account when re-packaging them for these markets?
Factors encouraging addaptation:
- consumer tastes, especially in foodstuffs
- purchasing power
- level of technical skills
- maintenance standards
12
-
local labour costs
different conditions of using products
Delivery Design for Industrial Markets: Buyer / Seller Relationships
Delivery design depend on the knowledge of its specifics and implementation of lists of process items.
There are alternative approaches and new trends in marketing channels design:
- Proactivity (fair price system, multilevel marketing),
- Programming (franchising, VMS, HMS),
- Conventional distribution (perfect competition and marketing mix)
Buyer / Seller Relationships are essential for each of three options
Buyer / Seller Relationships
- Industry
- -Concentration and size distribution of firms
- - Intensity and nature of competition
- -- Price VS. non price competition
- - Traditions and Norms
- -- UK VS. NL Lamb
-
Company
- Relative size of buyer/supplier
- Relative familiarity
- Familiarity of supplier cost structures
- Organisational structure
-- Centralised VS. Decentralised
-- Buyer
Individual
- Preferred interaction style
- Relative familiarity
- Preferred importance of transaction
- Risk aversion
Dealing with Co-operative Buyers
- High degree of loyalty expected by buyer
-- Price – fair
-- Service levels
-- Quality
-- Innovation and development
- Supplier achieve cost reductions through streamlining made possible by co-operation
-- High degree of personal contact/relationship building
--- Difficult in retailing due to personnel movement
--- Identify key persuaders
- Loyalty – significant barrier to entry without U.S.P.
Dealing with Command Buyers
- Low marketing costs – resources to be utilised on buyer’s needs
- Efficiency and flexibility in production
- Meet buyer’s whims and fancy’s
Key Factors Determining Buyer/Seller Relationship
-
Interaction strategies influence interaction mechanisms
- Appropriateness of interaction strategies under various trading conditions
Types of interaction strategies
- Competitive - independent actors both playing the market
- Co-operative - interdependent actors
- Command – skewed balance of power
13
-
Key variables affecting strategy choice
- Product characteristics
- Buyer characteristics
- Seller characteristics
Product
- Frequency of purchase
-- Greater frequency = greater interdependence = command/co-operative
--- J.I.T. delivery
- Switching costs
-- Costs associated with changing suppliers
--- Site visits / due diligence / interruption of supply
--Human capital specific investments
--- Modus operandi
- Product complexity
-- Manufacturing complexity
-- Specification complexity (R+D, Trial periods)
-- Functional complexity
-- Application complexity
-- Commercial complexity
Scheme 19: Alternatives of distribution policy for export and international or global marketing
Domestic
production
Indirect
export
Export houses
Direct
export
International
trading
companies
Marketing
subsidiary
Branch office
Distributor
Buying offices of
local customers
Agent
International
trading
companies
Co-operative
exporting
Sales direct to
customers
Border of domestic country
Border of foreign country
14
Table 7: Matrix for comparing alternative methods of market entry
Evaluation criteria Indirect
export
Direct
export
Marketing
subsidiary
Local
assembly
Licensing
Joint
venture
Wholly
owned
operation
Number of
markets
Market
penetration
International
market learning
Control
Marketing costs
Profits
Investments
Admnistra-tion
Foreign problems
Flexibility
Risk
Incorporation of New entrants into Strategies for Ddevelopment of International
Markets
Entering new markets means to get them from competitors. Being in position of global company situation should
be easier. Global companies are usually stronger then states in penetrated sector. But small and medium (SME)
entrepreneurs are becoming a new factor. Therefore intended strategy of global company must be deliberated to
use emergent strategies of SMEs’ and gain realised strategy with synergic effect for both sides. And contrary. It
is better to give up intended strategy if synergy effect will not happen .
Scheme 20: Synergy instead of penetration
Intended
strategy
Unrealised
strategy
Deliberate strategy
Realised
strategy
Source:
Mintzberg,
1987
Emergent
strategies
Therefore, intended strategy of global company has to keep following steps:
- select target foreign markets
- decide whether to enter or not
- prepare entry program
- implement entry program
- maximise potential of newly occupied market
Intended strategy of global company is not far from nicher’s strategy. The only difference is that nicher has no
choice. Therefore, global company has to forecast future gains and enter only these markets where it can gain
higher strategic then environmental speed of change.
15
Adding Value in Each Step of Internationalisation
Scheme 21: Process of entering to international markets
Deciding
whether to go
abroad
Deciding which
markets to enter
Deciding how
to enter the
market
Deciding on the
marketing
program
Deciding on
the marketing
organisation
Steps to exporting: Step1 - Preparations:
(1) First considerations
 Why do you want to export?
 Do your employee agree with you?
 Is export meeting company’s objectives and strategy?
 Policy decision: Go/Don’t go).
(2) Export Project Group
 Appointment of employees - project manager, marketing sales officer, production staff
 Assignment: Is the company export oriented and what marketing opportunities in export countries are
profitable?
 Export audit: S/W in relation to export
 Export project group report
Step 2 - Research:
(1) export product (line)
 new assignment for EPG (export project group) - Feasibility study of export activities for the company
 Analyse company’s product mix - advantages, capacity to produce, extra costs
 Select potential products
(2) export countries
 analyse export countries - political risk, financial risk, GNP, number of population
 opportunities and threads - strength of competitors, import duties, product requirements
(3) product/market combinations
 select most promising countries
 market research - segmentation/geographical areas, situation of competitors
 output - possible product/market combinations and profitability
(4) profitability - decision: Go/Don’t go
(5) discharge Export Project Group
Step 3 - Entry strategy:
(1) Appoint Export Project Manager
(2) Direct or indirect entry strategy
 Advantages of direct strategy:
 direct contacts with customers
 independence
 profit is not shared
 Disadvantages
 higher risk
 more investments
 restricted knowledge
 Direct entry strategies
 business exhibitions/shows
 salesman
16
 Indirect entry strategies
 sales office
 take-over




licence/franchise
importer
trading house
joint venture
(3) SWOT analysis
(4) proposal Go/Don’t go: Points of departure:
-
reliable partner for your customer Yes or No?
Combinations Yes or No?
Bigger quantities per article Yes or No?
Product assortment changes Yes or No?
Sound financial situation Yes or No?
Name / brand Yes or No?
Short communication line Yes or No?
Distribution Yes or No?
Step (4) - Export plan(ning)
- Assessment of international goals and capacities of the firm
- Analysis of foreign market
- Analysis of marketing research structure
- Development of distribution strategy and marketing mix strategies
Step (5) - Implementation and control
Determinants of foreign market pricing:
- Company goals
- Costs of manufacturing
- Transportation
- Marketing
- Demand
- Competition
- Government
- Taxes and tarifs
- Inflation
- Product line
- Distribution channels
- Marketing mix
Mandatory product adaptations:
- legal requirements
- tariffs
- nationalism
- technical
- taxation
- climate
17
Control system for processes of marketing programs design
A first step is to create thorow picture about control processes
Scheme 21: Marketing control processes
Decide on: (i) objectives, (ii) strategies, (iii) plans for implementation
Establish marketing performance standards: (i) product, (ii) distribution, (iii) communications,
(iv) pricing
Alter standards
Locate responsibility
Evaluate performace against standards
Reworde,
promote,
advise,
punish
Take corrective / supportive actions
Alter objectives
Second step is control of the process items using proper criteria.
Measures of marketing performance:
Product:
Sales by market segments
New product introduction each year
Sales relative to potential
Sales growth rates
Market share
Contribution margin
Product defects
Warranty expense
Percentage of total profits
Return on investment
Pricing:
Response time to price changes of competitors
Price relative to competitor
Price changes relative to sales volume
Discount structure relative to sales volume
Bid strategy relative to new contacts
Margin structure relative to marketing expenses
Margins relative to channel member performance
Distribution:
Sales, expenses and contribution margin by channel type
Percentage of stores carrying the product
Expence-to-sales ratio by channel, etc.
18
Order cycle performance by channel, etc.
Logistics costs by logistics activity by channel
Communication:
Advertising effectiveness by type of media (e.g. awareness levels)
Actual audience / terget audience ratio
Cost per contact
Number of calls, enquiries, and information requests by type of media
Sales per sales call
Sales per territory relative to potential
Selling expenses to selling ratio
New accounts per time period
Lost accounts per time period (Jobber, 1995)
Project items for documentation in company
The process of implementation contains following steps:
1. Sales analyses
2. Market share analyses
3. Marketing expense to sales analyses
4. Financial analyses
5. Marketing plans
6. Actions – marketing programs
7. Customer attitude tracking
8. Corrective actions
Marketing implementation is the process that turnes marketing plans into action assignments and ensures that
such assignements are executed in a manner that accomplishes objectives stated in plans and used to control a
process consistency.
Having all tools prepared it is the time to implement the plan.
A model of corporate briefing:
1.
2.
3.
4.
5.
6.
7.
General scenario for the market
Management perceptions of opportunities and threads
Corporate mission
Focus on the competitive advantage of company
Strategic intentions of company, which are derived from analysis of business development criteria, new
products, new markets
Planning system outline
Parts to be played by different groups
Implementation of Strategy for International Markets into Marketing Strategy of
Company
Scheme 22: Adjustment of global marketing strategy
Feedforward
International
marketing strategy
Changes in marketing strategy
Early
symptoms
Marketing
impact
Revised
marketing
impact
Feedback
Taking strategy down to earth a key performance indices should be recognised.
19
Final Exam Questions Proving Skills of Participant
1. How to reach any next state? (by appending value from new inputs to previous results and
next claims)
2. How to select a person willing to get job or business? (s/he has to see and exploit needs of
individual clients and managerial functions and both must be evident in a project delivered
by the person)
3. What follows after the preliminary research? (preliminary research is followed by
investment into confirmatory research and implementation processes guaranteed by
creditor)
4. How to be successful as marketer? (assign analysis, evaluate and implement changes of
marketing mix)
5. How to become successful manager since beginning? (select the place with efficient
control, for example in shape of information systems, quality and performance norms,
technological processes)
6. How to remain successful? (use offers of project services, or information about new
inputs, or positive results of own experiments)
7. Where to seek (forecast) a long term successful change? (by converting non/markets and
functions into controllable processes)
8. How to implement durable change of paradigm (culture, concept)? (lobby a public sector)
9. How to set correct indices for entrepreneurial sector? (from property to product markets)
10. How to set correct indices for public sector? (from research to assigning topics
challenging discussion)
11. How to implement a partial proposal? (put it as an incentive at a transitional moment
between previous and next state)
12. How to implement and control partial activities into a successful process? (MBO)
13. What follows after a failure in previous state in entrepreneurial sector? (decline, and often
personal change)
14. What awards credit? (Add meetings to notes from a first lecture project, which need to be
exercised by underlining of activities and adding names of responsible members, and
adding calendar of indices – even the selection of the new project topic is the training,
which can always help)
15. What creates a mark? (reaction of creditor (teacher): interested but hesitating (good),
signing contract to get your project (very good), pushing on fast signing to prevent being
replaced by competitor (excellent))
20