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Marketing Strategies of Trade Show Companies Prof. Dr. Manfred Kirchgeorg HHL – Leipzig Graduate School of Management International Summer University University of Cologne August 21st 2006 © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Experience © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management First Question Do we really need a Marketing Strategy? © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Sucess Factors of Companies Importance of Success Factors by various “Strategy Experts” Strategy Systems People Passion Porter 50% 20 20 10 Drucker 30% 35 20 15 Bennis 25% 20 30 25 Peters 15% 20 35 30 Source: Estimates by Tom Peters © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Experience Trade Show Managers often fall in love with their infrastructure and not with their customers! Customers are recognized as existing, as having to be taken care of. „Is your corporate culture really customer oriented?“ © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Key Learning KL-1 Yes, we need a Marketing Strategy! A Marketing Strategy is a game plan for achieving market oriented Goals. Awareness -> Customer Acquisition -> Customer Satisfaction -> Market Share -> Revenue -> Profit -> ROI © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Agenda 1. What is Marketing about? 2. Marketing Management Process 3. Situation and Market Analysis – Survey 2006/2007 4. Formulation of Marketing Goals 5. Defining of Marketing Strategies for Trade Show Companies 6. Final Remarks © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Marketing Management: Definition AMA Marketing Definition: 1 2 „Marketing is an organizational function and a set of processes for creating, 3 communicating, and delivering value to customers and for 4 managing customer relationships in ways that benefit 5 the organization and its stakeholders.“ © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Marketing Management: Definition „Marketing is an organizational function and a set of processes …” Marketing as a dual management concept Trade Show Company Facility Management New Product Development Project Management Marketing as a function 1 Complaint Management etc. 2 Marketing (cross-functional philosophy) © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Customers Exhibitors Visitors Marketing Management: Concepts A core set of concepts creates a foundation for Marketing Management: Customer Needs and Wants Customer Value and Customer Satisfaction Customer Relationship Management (CRM) Target Markets, Market Segmentation, Positioning Competitive Advantage => Perceived Customer Value Customer-oriented Corporate Culture © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Opening Question KL-2 Marketing is not Promotion! Marketing is meeting needs profitably! Marketing is a function and a set of processes to create customer value and competitive advantages. © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Agenda 1. What is Marketing about? 2. Marketing Management Process 3. Situation and Market Analysis – Survey 2006/2007 4. Formulation of Marketing Goals 5. Defining of Marketing Strategies for Trade Show Companies 6. Final Remarks © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Marketing Management A systematic approach to Marketing Management Situation Analysis (Macro Environment & Markets) Marketing Goals Marketing Strategy Trade Show Marketing Mix Product Process People Phys. Facilities Marketing Controlling © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Price Promotion Marketing Management A systematic approach to Marketing Management Situation Analysis (Makro Environment & Markets) Marketing Goals I. Corporate Level Marketing Strategy Trade Show Marketing Mix Product Process People Phys. Facilities Marketing Controlling © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management II. Product/Show Level Price Promotion Key Learning KL-3 Marketing needs a Management Process! We can differentiate between Marketing Strategies at the Corporate and Product Level. © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Agenda 1. What is Marketing about? 2. Marketing Management Process 3. Situation and Market Analysis – Survey 2006/2007 4. Formulation of Marketing Goals 5. Defining of Marketing Strategies for Trade Show Companies 6. Final Remarks © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Situation Analysis: Trade Show Market Trade Show Company B National Market Exhibitors Trade Show Company A Visitors Trade Show Company B © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management International Market Situation Analysis: Trade Show Market Trade Show Company B National Market Exhibitors Trade Show Company A Visitors Trade Show Company B © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management International Market Situation Analysis: Trade Show Market Trade Show Company B National Market Exhibitors Trade Show Company A Visitors Trade Show Company B © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management International Market Situation Analysis: Trade Show Market Trade Show Company B National Market Exhibitors Trade Show Company A Visitors Trade Show Company B © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management International Market Situation Analysis: Trade Show Market Trade Show Company B National Market Exhibitors Trade Show Company A Visitors Trade Show Company B © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management International Market Situation Analysis: Trade Show Market Substitutes for Trade Shows? B-B and B-C off site on site Trade Shows Road Shows Store promotions Customer Clubs Special Events Show Rooms Home Fairs Brand Lands Multisensorik © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Survey: LiveTrends 2006 Budget: Communication Mix (all Industries) Budget* 2005 2008 1. Classical Advertising 28.2% 29.5% 2. Trade Shows 15.5% 13.5% 3. Promotions 14.0% 13.2% 4. Events 10.5% 13.3% 5. Public Relations 10.1% 11.8% 6. Direct Mailing 9.1% 13.1% 7. Internet 7.5% 13.9% 8. Sponsoring 5.1% 6.6% * % of the total Communication Budget © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Sample: German Corporation n=390 Survey: LiveTrends 2006 Budget: Communication Mix (Automotive Industry B-C) Budget* 2005 2008 1. Classical Advertising 38.9% 49,4% 2. Trade Shows 17.1% 13,3% 3. Events 12.1% 21,0% 4. Public Relations 8.0% 12,5% 5. Direct Mailing 7.7% 6,2% 6. Promotions 6.4% 7,8% 7. Internet 5.9% 7,2% 8. Sponsoring 3.9% 3,2% * % of the total Communication Budget © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Survey: LiveTrends 2006 Budget: Communication Mix (Supplier B-B) Budget* 2005 2008 1. Classical Advertising 21.9% 19.9% 2. Trade Shows 19.1% 25.0% 3. Events 16.7% 34.5% 4. Promotions 11.3% 7,2% 5. Public Relations 10.0% 10.6% 6. Internet 9.5% 11.0% 7. Direct Mail 5,8% 7.8% 8. Sponsoring 5.8% 2.4% * % of the total Communication Budget © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Situation Analysis: B-B Trade Shows Example: Exhibition Hall Segments of Exhibitors: Exhibitors with commodities “Waste of Money” Internet/E-Commerce Exhibitors with innovative (mass) parts/modules which are of general interest for all OEM Trade Shows Exhibitors with innovative parts/modules which lead to competitive advantage of the OEM Corporate Trade Shows © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management (initiated and organized by OEM) Survey: LiveTrends 2006 Advantage of Live Communication compared to Classical Advertising Superiority Advertising 1. Increasing customer loyalty 2. Differentiation from competition 3. Demonstration of brand qualities 4. Building brand trust 5. Experience brand world 6. Increasing brand awareness 7. Direct increase in sales 8. Brand re-positioning Live Com 28,8% 36,1% 71,2% 63,9% 73,0% 27,0% 40,2% 59,8% 22,0% 62,4% 50,7% 64,1% 78,0% 37,6% 49,3% 35,9% nmax = 387 © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Survey: LiveTrends 2006 Saturated Markets „If you look at all of the customers of your company in 2004, how is your customer basis divided among these three groups: first time customers, regular customers and lost customers?“ 74,2% 18,0% 7,8% First Erstkunden time customers Regular customers Stammkunden Lost customers abgewanderte Kunden 2005 nmax= 238 © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Survey: LiveTrends 2006 High Tech & High Touch © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Survey: LiveTrends 2006 Open Question: Alternatives to Exhibition Participations ? 34,4% Own/House exhibitions Events Direct customer events Road shows © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management 28,1% 27,1% 25,0% Key Learning KL-4 The customer could also be a competitor! Value Argumentation of Trade Shows compared to other Live Communcation instruments is necessary. © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Survey: LiveTrends 2006 Importance of Communication Success Communication Success Effectiveness Efficiency Return on Objectives Return on Investment Degree of achieving objectives © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management + Cost-BenefitRelationship Survey: LiveTrends 2006 Effectiveness / Efficiency Matrix High 1,5 ? 2,0 2,5 Effectiveness (RoO) 3,0 ? 3,5 4,0 4,5 4,5 4,0 Low 3,5 3,0 2,5 Efficiency (RoI) 2,0 1,5 High 1 = very good, 6 = poor © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Survey: LiveTrends 2006 Effectiveness / Efficiency Matrix 1,5 High ? 2,0 2,5 Effectiveness (RoO) Public Relations Events Classical advertising Promotion New Media Exhibitions Direct mailing 3,0 3,5 ? Sponsoring 4,0 4,5 4,5 4,0 Low 3,5 3,0 2,5 Efficiency (RoI) 2,0 1,5 High 1 = very good, 6 = poor © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Survey: LiveTrends 2006 Lack of Differentiation Exhibitions Events 65% 62% In reality, the majority of exhibition participations and event presentations are more or less interchangeable. nmax = 387 © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Key Learning KL-5 Effectiveness and Efficiency of Trade Shows as Marketing Instruments for Exhibitors are under discussion. Trade Show Marketing has to support Customers (Exhibitors & Visitors) to increase Effectiveness and Efficiency of Trade Show Participation. © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Situation Analysis: International Markets Trade Show Company B National Market Exhibitors Trade Show Company A Visitors Trade Show Company B © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management International Markets Survey: LiveTrends 2007 » In which countries do you expect a strong growth in trade show participation until 2010« Eastern Europe (54,3%*) Middle East Russian Federation 60% (40,3%) (21,1%) 40% 20% South America China (14,1%) (55,6%) North America Industry (24,6%) Finance Supplier Automotive * Average of all companies © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Southeast Asia (37,6%) India (32,3%) nges= 303 Key Learning KL-6 Growing emerging Markets will be a strong driver for Trade Show Participation within these Markets. Growing exports from emerging Markets will stimulate Trade Show Participation in other Countries (Europe etc). © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Marketing Management A systematic approach to Marketing Management Situation Analysis (Macro Environment & Markets) Marketing Goals Marketing Strategy Trade Show Marketing Mix Product Process People Phys. Facilities Marketing Controlling © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management II. Product/Show Level Price Promotion Situation Analysis: Portfolio Analysis Portfolio Analysis can be used as an integrated analysis tool for defining: I. Corporate (Portfolio) Strategy and II. Product/Trade Show Strategy © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Situation Analysis: Portfolio Analysis Traditional Portfolio Analysis Market Attractiveness Question marks* High Stars* Examine / invest Average Invest Cash flow generation Examine / (possibly) divest Low Sustain/Cash out Dogs* Low Same position as main competitor Cash Cow* Competitive Strength High * Classical designation of portfolio positions © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Situation Analysis: Portfolio Analysis Market attractiveness • Potential exhibitor industry (external/internal address-matching) • Growth in exhibitors‘ industry/visitors (investment activity) • Innovative nature of event • Barriers to entry for other shows • Exhibitors‘/visitors price limits • Dependency on economic cycle • Dependency on legislation • others. Detailed Analysis Detailed business analysis Market attractiveness Detailed analysis Target Event type A Competitive strength Threats Detailed Analysis Competitive position Strengths Weaknesses Target positioning Event results (relative to rival events) • Relative share of visitors/exhibitors (in clearly delimited regional, national or international market) • „A“ exhibitor • Satisfaction ratings (visitors/exhibitors) (market research) Delivery potential • Facilities, grounds, fittings, space • Infrastructure/service etc. • Relationships with influential backers © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management • Sensitivity (volatility) of individual cost factors • Alternative outsourcing options for some services/cost effects Actual Opportunities • Composition of contribution margins Trade show process • Period/trade show execution • Unique events/sideline programs Situation Analysis: Portfolio Analysis Criteria Economic performance - Contribution margin I - Contribution margin II / ROI - Turnover - Relative share of visitors Competitive strength Market attractiveness - Relative share of exhibitors Relative share of “A” visitors Relative share of “A” exhibitors Ranking of Associations Proportion of sold net space Relative competence Relative cost position - Growth in exhibitors - Growth in visitors - Barriers to entry © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Reasons Performance measurement Evaluation of position in comparison with main competitor Estimation of future market development Situation Analysis: Portfolio Analysis Secondary Data Analysis Economic performance Mapped straight onto Cost accounting data Portfolio matrices (size of circles, use of color) Analysis of visitor and exhibitor surveys Competitive strength Market segmen- Information about competitors (calendar of events, press reports) Opinions of project teams Scoring model to aggregate information Creation of metric to gauge relative competitive strength tation Visitor/exhibitor surveys Market attractiveness Industry reports and experts‘ opinions Opinions of project teams © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Scoring model to aggregate information Situation Analysis: Portfolio Analysis Detailed / primary data analysis Economic performance Special calculations Confirmation Specific Competitive strength analysis of Strengths/ weaknesses analysis results and potential and visitors and exhibitors © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management of secondary data analysis current Market attractiveness or adaptation basis for Opportunities/ threats analysis target position Situation Analysis: Portfolio Analysis Market attractiveness High 1 Question mark Star Show L Show F SHow M Show C GEOInfo Show B Show F 3 Show O Show N Show D Show E Show K Show P Show A Show K Show G Low 6 Cash Cow Dog Low © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management 1 CompeHigh titive strength Situation Analysis: Portfolio Analysis Actual and target position in portfolio Market attractiveness High Growth Exit Position rough analysis Position detailed analysis Target position Low Competitive strength 1 Target positioning „European premier trade show with competencies in new application areas of geo-information science.“ • Market Growth: - Differentiation by offensive orientation of trade shows on target group-specific fields of application • Competitive position: - Differentiation towards trade shows for computer science - Check of International cooperation / multiplication of locations • Economic performance: - Invest © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Strategy approach for Implementation • Target priority: - Quick achievement of premier trade show character • Market strategy: - Identifying target group-specific application areas and implementation on the market (Germany and growth markets in Europe) • Competitive strategy: - Benchmarking for existing and potential competitors - Retention of „A“ exhibitors on a long term perspective due to top-class advisory councils and active care of top networks Risk for the positioning due to significant resource potential of xx => In case of offensive competition exit strategy Key Learning KL-7 Market Analysis is the basis for developing a Marketing Strategy. Portfolio Analysis can be used as an integrated tool for developing Marketing Strategies at both Corporate and Product Levels. © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Agenda 1. What is Marketing about? 2. Marketing Management Process 3. Situation and Market Analysis – Survey 2006/2007 4. Formulation of Marketing Goals 5. Defining of Marketing Strategies for Trade Show Companies 6. Final Remarks © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Marketing Goals Image Awareness Loyalty Preference Satisfaction Psychographic goals Marketing activities Participation (Reaction) (Stimuli) Economic goals Costs Contribution margin Turnover Profit Market Share ROI © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Marketing Goals: Exhibitor/Visitor Retention Customer Retention Tree Satisfied Exhibitors 70% 70.0% Retained Exhibitors Retained 80% 2.4% Retained Exhibitors Complain 10% Exhibitor Base 100% Dissatisfied Exhibitors 30% Lost 20% Retained 10% Do Not Complain 0.6% Lost Exhibitors 2.7% Retained Exhibitors 90% Lost 90% New Exhibitors 24,9% © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management 24,3% Lost Exhibitors 24.9% Replacement Exhibitors 75,1 % Exhibitor Retention Agenda 1. What is Marketing about? 2. Marketing Management Process 3. Situation and Market Analysis – Survey 2006/2007 4. Formulation of Marketing Goals 5. Defining of Marketing Strategies for Trade Show Companies 6. Final Remarks © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Marketing Strategies: Frameworks 1. Growth Strategies => Ansoff Matrix 2. Competitive Strategies => Porter Model 3. „Blue Ocean“ Strategies => Defining new market standards 4. Service Quality Strategies => GAP Model 5. Brand Strategies => Brand Architecture, Positioning 6. Relationship Strategies => CRM; Customer Integration 7. Stakeholder Strategies => Networks/Cooperation © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management 1. Growth Strategy (Ansoff Matrix) Markets Current (Exhibitors/Visitors) New (Exhibitors/Visitors) Market penetration Market development Products/ Trade Shows Current - Cross Selling - CRM Product development New - Non Space Services - New Trade Shows - Virtual Trade Shows © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management - Inbound-Strategies - Outbound-Strategies Diversification - Publishing Industry - etc. 1. Growth Strategy Amount of Commitment, risk, tasks investments tr S nd u o b t Ou high Licensing low Inbound Strategy low © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management s e i g e t a Direct Investment Joint Ventures Branding is a success factor of Outbound Strategies high Degree of Internationalization 2. Competitive Strategy Porter´s Generic Strategies 1 Quality Leadership 2 Cost Leadership Total Market • A-Exhibitors/A-Visitors • Innovative Trade Shows 3 Focus • Non Space Services • Branding • Relationsship (CRM) • Trade Show Portfolio Niche Market 4 Coopetition © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Problem: Only 1/3 of total trade show participation costs are controlled by the Trade Show Companies 3. Blue Ocean Strategy © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management 3. Blue Ocean Strategy Competitive Situation in most of the industries Strategy Canvas (diagnostic & strategy framework) Reduce Eliminate Create Raise © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management 4. Service Strategy Value added Services (Non Space Services) will become more and more a Competitive Advantage Value Added Services before at Event Catalogue Exhibition Space Location Usage of Infrastructure Joint Marketing/Advertising activities Conference Facilities Web-Page New-Media Services Training etc. Loging & Transportation Matchmaking Catering Service Organisation of Special Events etc. after Basic Service Visitor Survey Advisory Council Meetings New-Media Services Quality Awards, References, PR, Branding © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Value Added Services Service Quality (Signaling) 5. Brand Strategy Brand Strategy: 2 Levels Corporate Marketing (Corporate Brand, Brand Portfolio) Product Marketing (Product Brand) etc. etc. Product and Corporate Brands will become extremely relevant in a global Trade Show Market! © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management 5. Brand Strategy The power and value of global Brands I © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management II III 5. Brand Strategy © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management 6. Relationship Strategy Trade MesseShow 1 Standard exhibitor survey/visitor survey Gefahr Threat derofInformationslücke information gap and waning exhibitor loyalty und Ausstellerbindungslücke Advisory Council Meetings CRM-Strategies Information/consultative function assumed by the advisory council In addition to Ad-hoc surveys of "A" exhibitors/"A" visitors Surveys of non-visitors Analysis of growth and investment indicators in the industry etc. © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Trade MesseShow 2 Standard exhibitor survey/visitor survey 6. Relationship Strategy Relationship Strategy: Advisory Councils No. of visitors/ exhibitors Trade show life cycle Time Planning Launch Advisory council function • Information function • Consultative function • Communication function • Representation function • Reputation-building function • Networking function Growth Maturity Advisory council function • Image-building function • Competency/knowledge protection function • Self-assertion function (relative to rival shows) • Input to fuel differentiation © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management 7. Stakeholder Strategy Relationships to other Stakholders of Trade Show Companies Shareholder: public vs. private State: Municipality and State Hospitality In. Exhibitor Pricing Policy Trade Associations Trade Fair Management Logistics Companies Trade Fair Service Providors Visitors Exhibitor © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Key Account Exhibitors Agenda 1. What is Marketing about? 2. Marketing Management Process 3. Situation and Market Analysis – Survey 2006/2007 4. Formulation of Marketing Goals 5. Defining of Marketing Strategies for Trade Show Companies 6. Final Remarks © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Final Remarks Do we really need a Marketing Strategy? © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Final Remarks A systematic approach to Marketing Management Situation Analysis (Macro Environment & Markets) 1. Growth Strategies Marketing Goals 2. Competitive Strategies 3. Service Quality Strategies 4. Brand Strategies Marketing Strategy 5. Relationship Strategies 6. Stakeholder Strategies 7. Blue Ocean Strategies Trade Show Marketing Mix Product Process People Phys. Facilities Marketing Controlling © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Price Promotion Final Remarks Department of Marketing Management CC: Media Management © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management Final Remarks Thank you very much! Prof. Dr. Manfred Kirchgeorg Department of Marketing Management HHL - Leipzig Graduate School of Management Jahnallee 59 D-04109 Leipzig phone: +49(0)341-9851-680 fax: +49(0)341-9851-684 eMail: [email protected] web: www.hhl.de/marketing www.trade-show-management.com © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management © Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management