Description For students, managers and senior executives studying Brand Management.
Observational techniques such as ethnographic on-site observation Marketing managers may also design and oversee various environmental scanning and competitive intelligence processes to help identify trends and inform the company's marketing analysis. Brand audit[ edit ] A brand audit is a thorough examination of a brand's current position in an industry compared to its competitors and the examination of its effectiveness.
When it comes to brand auditing, six questions should be carefully examined and assessed: A brand audit establishes the strategic elements needed to improve brand position and competitive capabilities within the industry.
Once a brand is audited, any business that ends up with a strong financial performance and market position is more likely than not to have a properly conceived and effectively executed brand strategy.
Furthermore, a brand audit seeks to determine whether or not a business is perceived as an industry leader in technology, offering product or service innovations, along with exceptional customer service, among other relevant issues that customers use to decide on a brand of preference.
Some of these forms include skilled or pertinent expertise, valuable physical Kellers international strategy, valuable human assets, valuable organizational assets, valuable intangible assets, competitive capabilities, achievements and attributes that position the business into a competitive advantage, and alliances or cooperative ventures.
This type of audit seeks to ensure that a business maintains a distinctive competence that allows it to build and reinforce its competitive advantage. Marketing strategy Two customer Kellers international strategy are often selected as targets because they score highly on two dimensions: The segment is attractive to serve because it is large, growing, makes frequent purchases, is not price sensitive i.
In some cases, the firm may go so far as to turn away customers who are not in its target segment.
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The doorman at a swanky nightclub, for example, may deny entry to unfashionably dressed individuals because the business has made a strategic decision to target the "high fashion" segment of nightclub patrons. In conjunction with targeting decisions, marketing managers will identify the desired positioning they want the company, product, or brand to occupy in the target customer's mind.
This positioning is often an encapsulation of a key benefit the company's product or service offers that is differentiated and superior to the benefits offered by competitive products.
Ideally, a firm's positioning can be maintained over a long period of time because the company possesses, or can develop, some form of sustainable competitive advantage.
Marketing plan The Marketing Metrics Continuum provides a framework for how to categorize metrics from the tactical to strategic. If the company has obtained an adequate understanding of the customer base and its own competitive position in the industry, marketing managers are able to make their own key strategic decisions and develop a marketing strategy designed to maximize the revenues and profits of the firm.
The selected strategy may aim for any of a variety of specific objectives, including optimizing short-term unit margins, revenue growth, market sharelong-term profitability, or other goals. After the firm's strategic objectives have been identified, the target market selected, and the desired positioning for the company, product or brand has been determined, marketing managers focus on how to best implement the chosen strategy.
Traditionally, this has involved implementation planning across the "4 Ps" of: Taken together, the company's implementation choices across the 4 Ps are often described as the marketing mixmeaning the mix of elements the business will employ to " go to market " and execute the marketing strategy.
The overall goal for the marketing mix is to consistently deliver a compelling value proposition that reinforces the firm's chosen positioning, builds customer loyalty and brand equity among target customers, and achieves the firm's marketing and financial objectives. In many cases, marketing management will develop a marketing plan to specify how the company will execute the chosen strategy and achieve the business' objectives.
The content of marketing plans varies from firm to firm, but commonly includes: An executive summary Situation analysis to summarize facts and insights gained from market research and marketing analysis The company's mission statement or long-term strategic vision A statement of the company's key objectives, often subdivided into marketing objectives and financial objectives The marketing strategy the business has chosen, specifying the target segments to be pursued and the competitive positioning to be achieved Implementation choices for each element of the marketing mix the 4 Ps Project, process, and vendor management[ edit ] More broadly, marketing managers work to design and improve the effectiveness of core marketing processessuch as new product developmentbrand managementmarketing communicationsand pricing.
Marketers may employ the tools of business process reengineering to ensure these processes are properly designed, and use a variety of process management techniques to keep them operating smoothly. Effective execution may require management of both internal resources and a variety of external vendors and service providers, such as the firm's advertising agency.
Marketers may therefore coordinate with the company's Purchasing department on the procurement of these services. Under the area of marketing agency management i.
Reporting, measurement, feedback and control systems[ edit ] Marketing management employs a variety of metrics to measure progress against objectives. It is the responsibility of marketing managers to ensure that the execution of marketing programs achieves the desired objectives and does so in a cost-efficient manner.
Marketing management therefore often makes use of various organizational control systems, such as sales forecastsand sales force and reseller incentive programs, sales force management systemsand customer relationship management tools CRM. Some software vendors have begun using the term marketing operations management or marketing resource management to describe systems that facilitate an integrated approach for controlling marketing resources.
In some cases, these efforts may be linked to various supply chain management systems, such as enterprise resource planning ERPmaterial requirements planning MRPefficient consumer response ECRand inventory management systems.Jackie Ellis and fellow Keller Williams agent Lance Loken of the Katy (Texas) market center are masters of delivering listing presentations that convert.
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At an event.
Kevin Lane Keller, Strategic Brand Management, 4th edition, Prentice-Hall, Course Objectives Some of a firm’s most valuable assets are the brands that it has invested in and developed over time.
For students, managers and senior executives studying Brand Management. Keller, Strategic Brand Management, 3e provides insights into how to create profitable brand strategies by building, measuring, and managing brand equity. Keller Williams Franchise Information from leslutinsduphoenix.com As two young real estate agents working for what was then the largest real estate company in Austin, Texas, Gary Keller and Joe.