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Lectures Marketing Strategy
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Lectures Marketing StrategyLecture 1 – Introduction
Marketing as tactics
A love for tactics
o Sales promotions and coupons
o Advertising
o Logos and brochures
Marketing as cost (vs. Investment)
o The accountability problem
Marketing decisions surrendered to other departments
o Pricing, CRM, distribution
Share of CEOs with marketing background down
o Share of CEOs with finance background up
Marketing as strategy: if companies are bundles of processes designed to
deliver customer value, marketing = strategy
Marketing’s accountability and innovativeness predict influence
Influence of marketing market orientation
Market-orientation profitability
Strategy is the creation of a unique and valuable position, involving a different
set of activities
Vb. Align internal and external processes, template for all customer touch points,
long-term oriented
Strategy is about decisions (Porter’s trade-offs): what we do, what we don’t do
and how we do it
Activity systems: what is our ‘theory of the firm’?
From marketers to marketing
Who manages customer touch points
The importance of breaking corporate silos ‘
Strategy as fit:
‘strategy is creating fit among a company’s activities
Sustainable advantage comes from the fit across activities (the activity
system), not the parts
In marketing strategy: Strategic Positioning or THE IDEA
The marketing strategy system
Marketing as Strategy vs. Marketing as Tactics: Benefits of strategic approach
and Strategizing is deciding: Activity systems
The Marketing Strategy System: Bridging strategy and implementation and The
goals of strategic positioning: relevance, differentiation, and deliverability
, Lecture 2 - Marks & Spencer:
Marketing Inside-out
Marks & Spencer is a British retailer. We look at
the history
Video: What you think might be the 4 key
brand associations?
Episode 1: the rise of Marks en Spencer
Brand Evidence / Examples of Association
associations
(consumer
associations)
1. Quality of the Because it is a goal of their productions, it’s stated. Direct
products relationship with suppliers, so they can control quality
indirectly. Symbol quality ST. Michaels and return policy.
No middleman, influence. Focus on service, employees.
2. Value (from Get what you paid for, quality for the price. Holding
money) constant price. Affordable; pricing strategy that also
middle class can buy it. Fixed pricing, and low pricing.
Physically accessible. Extended service, return policy.
3. Family Care for employees, family company, heritage. Promotes
a feeling as being part of the family. Product portfolio is
very wide in assortment, physical locations
4. Middle class Growing with the middle class. Started cheap and grew
into store
Based on these 4 associations it is very abstract, hard to differentiate.
If you want to target broad not very concrete, abstract position
if you want to target depth more a niche market, concrete
Associations should be correlated. Like a song. Interconnecting between
associations, speaking to the same idea on different levels. In this case a bit
abstract/vague, but it is a good song.
Second video: Look at leadership. What he is doing, is it in line with the
associations or not?
Episode 2
Sir Simon Marks’s Leadership
Consistencies: Inconsistencies:
Attention to detail Management style?
- clothes inside out
- chicken
- personal controls
Father figure, top down
Lingerie affordable
- innovation
British (fit with family)
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