Volledige samenvatting van het vak Strategische Marketing, gegeven in de master Bedrijfskunde (Academiejaar ). Overzichtelijke combinatie van de slides uit de hoorcolleges en eigen notities (dus combinatie Engels & Nederlands).
10.3.1. innovating the offering............................................................................................................ 96
10.3.2. energizing the brand and marketin ............................................................................................ 97
10.3.3. increasing the usage of existing customers ................................................................................ 98
11. leveraging the business ............................................................................................................................ 99
11.1. growth strategies – ansoff matrix........................................................................................................ 99
11.2. leveraging the business? ..................................................................................................................... 99
11.3. which assets and competencies can be leveraged? .......................................................................... 100
11.4. brand extensions ............................................................................................................................... 100
11.5. new markets ...................................................................................................................................... 102
11.6. evaluating business leveraging options ............................................................................................. 102
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,12. creating new business ............................................................................................................................ 104
12.1. growth strategies ............................................................................................................................... 104
12.2. the new business ............................................................................................................................... 104
12.2.1. why? .......................................................................................................................................... 104
12.2.2. ‘new’ business? ......................................................................................................................... 105
12.2.3. ‘newness’ .................................................................................................................................. 105
12.2.4. link to financial returns ............................................................................................................. 105
12.3. the innovator’s advantage ................................................................................................................. 105
12.3.1. first-mover advantage .............................................................................................................. 105
12.3.2. pricing new offerings ................................................................................................................ 106
12.4. managing category perceptions ........................................................................................................ 109
12.5. creating new business arenas ............................................................................................................ 109
12.6. from ideas to market ......................................................................................................................... 110
13. global strategies ..................................................................................................................................... 111
13.1. growth strategies ............................................................................................................................... 111
13.2. motivations underlying global strategies .......................................................................................... 112
13.3. standardization versus customization ............................................................................................... 112
13.4. expanding the global footprint .......................................................................................................... 113
13.5. strategic alliances .............................................................................................................................. 114
14. prioritizing businesses and brand - the exit, milk, and consolidate options .......................................... 116
14.1. the business portfolio ........................................................................................................................ 116
14.2. divestment or liquidation .................................................................................................................. 117
14.3. the milk strategy ................................................................................................................................ 118
14.4. prioritizing and trimming the brand portfolio ................................................................................... 119
Marketing
• = ‘the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging
offerings that have value for customers, clients, partners, and society at large’ (American Marketing
Association, 2012 online dictionary)
o Creating komt overeen met Product
o Communicatie staat voor Promotie
o Delivering staat voor Plaats
o Exchanging staat voor Prijs
• = Marketing is a discipline in business economics that is targeted at creating products, services and
customer value, and at managing the exchange of them in order for individuals and groups to get what
they need and desire.
• Marketing is… ‘the management process of anticipating, identifying and satisfying customer
requirements profitably’ - (The Chartered Institute of Marketing, 2001)
o Klanten weten vaak zelf niet wat ze precies willen.
o Je moet anticiperen op de noden van klanten en vooral verder denken dan dat
Misvattingen
• Only for products?
o Niet enkel voor verkopen van producten om winst te bereiken. Gaat ook over politieke
campagnes en programma’s om zo superieur te zijn ten opzichte van de andere kandidaten.
o Vb. Steden en landen voeren campagnes in nasleep van terroristische aanslagen om toerisme
weer op te krikken
• Marketing = sales
o marketing gaat niet altijd om het verkopen van goederen of diensten
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, o Marketing zorgt ervoor dat je een goed creëert dat waardevol is en dat zo goed past bij de klant
en het product zichzelf eigenlijk verkoopt
• Marketing = advertising
o Verkopen en reclame zijn slechts een deel van het instrumentarium waarmee de marketeer de
markt kan bewerken. Waar vroeger verkopen gelijk stond aan informatie geven (telling is
selling), is vandaag de dag het bieden van superieure klantwaarde noodzakelijk. Dit komt in
eerste instantie vanuit producten/diensten, die aan een juiste prijs en via de juiste kanalen in
de markt gezet worden. Promotie is nodig om de klanten hiervan bewust te maken, maar
volstaat – zoals je al gauw merkt – lang niet op het te maken in de competitieve marktomgeving
van vandaag.
• Marketing = only ‘for’ profit
o marketing is niet enkel om winst te genereren. Wordt ook voor sociale doeleinden ingezet;
goede doelen zetten ook in op marketing, maar focussen zich niet op pure winst.
o Marketing is readily used by local governments, churches, museums, charities, universities,
political parties, zoos, and public hospitals (all of which operate without profit as central goal)
- (Baines et al., 2011: 592)
o Beyond profit as central objective
o E.g., generating awareness, acquiring volunteers, informing people, collect funding, lobby for
changes in legislation and policy, …
• Marketing = not in times of economic crisis?
o “Marketing is iets dat bedrijven niet kunnen doen in tijden van crisis. Hierop wordt eerst
bespaard.”
▪ Is wel zo maar is niet aan te raden. Aandacht van consument capteren is steeds een
goede zet.
o Ivory soap: adverteren in pauze van soap series
o ‘Don't you dare cut your marketing budget. That is one of the first mistakes businesses make
during times of economic crisis.‘ - (Lake, About.com marketing)
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, 1.1.2. WAT IS STRATEGIE?
“The organization’s goal directed decisions and actions in which its capabilities and resources are aligned with
the opportunities and threats in its environment” (Coulter, 2008)
SWOT-analyse: visie op lange termijn uitwerken en dit vertrekkende vanuit
- Interne sterktes en zwaktes (bedrijf)
- Externe opportuniteiten en bedreigingen (markt)
1.1.3. WAT IS STRATEGISCHE MARKETING?
The process of making strategic decisions to satisfy the needs of the customer better than
competitors, and to achieve the organizational goals within the given constraints.
➔ Strategie in voegen brengen door een marketingmix te maken
THE ADDED VALUE OF STRATEGIC MARKETING
• Externally oriented (customer, competition etc.) → proactive: we opereren niet in
een vacuum
• Information-based → learning organization
• A long term view
THUS, STRATEGIC MARKETING MANAGEMENT HAS THE POTENTIAL TO:
• Improve decision making
o Anticipate the consideration of strategic choices
o Force a long-range view
• Provide a management and control system
o Help cope with changes
1.1.3.1. 5 KEY MANAGEMENT TAKEN
Strategists need to develop competencies aroun 5 management tasks in particular.
This will help them to (1) identify, (2) select, (3) implement, and (4) adapt market-driven business strategies that
will (1) enjoy a sustainable advantage in dynamic markets, (2) create synergy, and (3) set priorities among
business units.
In this course, we will learn concepts, methods, and procedures that will lead to competencies in these five crucial
management tasks, so that by the end of the semester, you will all be launched to do high-quality strategic
decision-making and create profitable growth in your future employer or own company.
9
, 1.1.3.1.1. STRATEGISCHE ANALYSE
• Getting information
o e.g., customers, competitors, trends
• Filtering information
o e.g., impactful trends vs. mere fads
• Converting information into actionable analysis
o e.g., allocating resources and creating competencies accordingly
Importance of:
1) TIMELINESS of information
2) Ability to PREDICT trends and their impact (and distinguish them from fads)
3) Ability to RESPOND appropriately
➔ Heel veel data voorhanden, maar ze moet operationeel en relevant zijn. Daarnaast moet je ze goed
analyseren en interpreteren
1.1.3.1.2. INNOVATIE
• = Key to successfully winning in dynamic markets
• Multi-dimensional challenges
o Organizational challenge : verandering stuit op weerstand
▪ (create context that supports innovation)
o Brand portfolio challenge: innovatie kost veel (r&d) dus het is nodig dat klanten weten dat jouw
bedrijf achter die innovatie zit en niet een concurrent van jou.
▪ (own the innovation)
o Strategic challenge: innovatie op verschillende niveaus; hoeft niet altijd radicaal te zijn.
▪ (right mix: incremental to transformational)
o Executional challenge: hoe brengen we een innovatief idee tot uiting?
▪ (bring it to the market)
• Law of differentiation dynamics
• Stilstaan is achteruitgaan
• Better mousetrap fallacy
o “Build a better mousetrap, and the world will beat a path to your door.” This is one of the most
quoted innovation credos. Yet it’s also untrue.
o Innovation experts call this the “Better Mousetrap Fallacy”, because the credo focuses solely
on the technology and not on the consumer. Consumers really don’t care about a better
mousetrap. They care about fewer mice.
o Or as HBS marketing professor Ted Levitt put it, “People don’t want to buy a quarter-inch drill.
They want a quarter-inch hole.”
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