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Summary Lecture notes Management and Marketing

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Lecture notes from Management and Marketing. Useful for the study Business and Consumer Sciences - Wageningen University.

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  • December 6, 2019
  • 54
  • 2019/2020
  • Summary

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Management and Marketing
 Course guide belangrijk voor verwachtingen voor examens.

Assignment  0.5 punt for each part
 Na lecture
 Writing part of a marketing plan
 1 week to review 2 other students (6/8 need to be evaluated as sufficient, 12/16
feedback)
 Small business
 1 word document

Exam
 30 marketing 30 management
 Self test questions: easiest exam questions

 General management (CEO)
 Marketing as organizational function
 Marketing is managed to  overlap

Marketing op de grens van organization management en environment.

1.Introduction to Marketing (28 okt.)
Everybody in the firm contributes to the end result. What to offer to customer? All be involved in
marketing.  Peter Drucker

Markets are everywhere
Plaatje met verschillende soorten markten (overheid, consumer, manufacturer etc.)

World without markets
 Make everything by yourself (no specialization)
 Lower welfare

The marketing concept (!)
 Strongly held belief by marketeers
 Achieving your own goals (!)
 Being more effective than competitors
 Superior customer value
 Target markets (choose the customer that you want)
 Customer wins (het gaat om de consument)




Four concepts
1. Production concept  works well if: vraag is groter dan aanbod (werkt niet tegenwoordig)
2. Product concept  niewe verbeterde producten (better mouse trap)(werkt niet heel goed)
3. Sales concept  consumers want my product, but dont know yet (overtuigen)(works once)

, 4. Marketing concept  satisfying customers, keeping the customer

Holistic marketing = marketing concept +
Everything the company does matters.

 Internal marketing: strong focus on explaining your employees what your company is about.
Hiring employees that adopt the view of the company.
Services marketing (haircutting)

 Integrated marketing: focussing on everything the company does should be integrated. High
quality product, retail also high quality, communication in line

 Performance marketing

 Relationship marketing: really focussing on keeping customers. Long term relationships. Trying
to sell you other products.

Fundemental marketing concepts
Needs: basis human requirements (eten)
Wants: needs directed towards specific objects that might satisfy the need (in een restaurant)
Demands: wants for specific products bakced by an ability to pay (restaurant betaalbaar?)

Marketing environment
Broad/macro environment  no influence, respond to it (demographics, technologie, politiek,
sociaal of cultureel: values in society)

Task/micro environment  influence (publics, suppliers, competitors, marketing intermediaries)
 With commercials etc.

Marketing management tasks
 Developing marketing strategies and plans (what kind of products, price, where, ads..)
 Capturing marketing insights (needs / wants customers)
 Connecting with customers (relationship management or strong brands)
 Building strong brands
 Shaping the market offerings
 Delevering value (products are sold where there is a demand)
 Communicating value (advertising sales personel etc.)




2.Introduction to management (29 okt.)
Assesment management (0.5 punt)

,  Choose 1 of the cases
 Report about the case (introduction)
 Address the questions about case
 Relate book or class were appropriate
 29 November 12oon
 Names / numbers cover page
 Questions Siemens en CGPP already in the tekst (brightspace)

What is an organization?
= deliberate arrangement of people brought together to accomplish some specific purpose
 Managerial employees
 Non-managerial employees

Adam Smith Pin factory, Wealth of nations, Specialization

Levels of Management (piramide)
Middle manager: translate from up to downwards en andersom

Principle agency theory: boss – goal. Agents must work towards that goal. Can have other goals. Boss
cant see them. They can get away with it. (definitie opzoeken)

Management= process of getting things done, effictively and effieciently with and through other
people
 Effectively (goal attainment)
 Effienciently (most output with the least input)

A - Scientific (upto 1950)
Frederick W. Taylor
 Tasks, measuring everything
 Sometimes to much focused on handarbeid
 Method of scientifically finding the one best way to do a job
Quantitative approaches
 Total quality management (TQM)

Hawthorne studies
Experiment in a company. Group with treatment and without. Effect or not?
Treatment worked better. Control group also did a lot better. Quantitatieve benadering werd
twijfelachtig. Er moest iets anders zijn.
Why: Turning point classical approach (scientific management)  behavioral approach behavioral approach

B - Structure (1950-1970)
 Formal structures
 Rights of control, information flows correctly


Management – structures Mintzberg
 Complex companies 5 elements: technostructure, middle line (middle managers), strategic apex,
operating core, support staff

,  Look at the circumstances which is needed most

Environment: lot of change  adapt to circumstances

Mintzberg roles
 Interpersonal (leader, figurehead, liaison)
 Informational (monitor, spokesperson, disseminator)
 Decisional (entrepreneur, negotiator, resource allocator, disturbance handler)

Boss input form outside and send input to others.

C - Culture (1980-1990)
 Informal
 Attitude, prefered way of behaving
 Political systems, culture, organisms, brains
 Metaphors: ZIE POWERPOINT
Machine: large scale producten, standardizing, sometimes hire people who are okay in a
circumstance like that

Tussen Culture & communication in: Open systems
 Transformation proccess
 Inputs into outputs

D - Communication (2000+)
 Informal and formal structures
 Innovation network= where ideas, innovations and improvements to products and services, not
perceived as related to the ongoing business of the organization, are discussed

From different views follows  differend leadership style
What should leaders do?  Telling people what to do (A), selling, leaders who are participating (C),
delegating (B, D)

Relating to the outside world: CSR
For:
Public image
Better environment
Better image  more (richer) customers, larger profit market
Self interested reasons  defend government policy from kicking in, reducing plastic, sometimes not
enough for government.

Against:
Profit might suffer  not only focussing on profits, sense of purpose is gone, definition organization
High cost / lack skills
Lack interest
View of employees / consumers / stakeholders differs
 How rational are people
 What motivates people
 To what cues / icentives / threats do people respond

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