People giving up something in order to receive something else they would rather have.
A philosophy that focuses on the internal capabilities of the firm rather than on the desires and needs of the marketplace
the ideas that people will buy more goods and services if aggressive sales techniques are used and that high sales result in high profits
The idea that the social and economic justification for an organization’s existence is the satisfaction of customer wants and needs while meeting organizational objectives.
A philosophy that assumes that a sale does not depend on an aggressive sales force but rather on a customer’s decision to purchase a product; it is synonymous with the marketing concept
Societal Marketing Orientation
The idea that an organization exists not only to satisfy customer wants and needs and to meet organizational objectives but also to preserve or enhance individuals’ and society’s long-term best interests
The relationship between benefits and the sacrifice necessary to obtain those benefits.
Customers’ evaluation of a good or service in terms of whether it has met their needs and expectations
A strategy that focuses on keeping and improving relationships with current customers.
Delegation of authority to solve customers’ problems quickly – usually by the first person the customer notifies regarding a problem.
Collaborative efforts of people to accomplish common objectives
Customer Relationship Management (CRM)
A company-wide business strategy designed to optimize profitability, revenue, and customer satisfaction by focusing on highly defined and precise customer groups.
Strategic Business Unit (SBU)
A subgroup of a single business or collection of related businesses within the larger organization.
A marketing strategy that tries to increase market share among existing customers.
A marketing strategy that entails attracting new customers to existing products
A marketing strategy that entails the creation of new products for present markets.
A strategy of increasing sales by introducing new products into new markets
a tool for allocating resources among products or strategic business units on the basis of relative market share and market growth rate
In the portfolio matrix, a business unit that is a fast growing market leader.
In the portfolio matrix, a business unit that generates more cash than it needs to maintain its market share
Problem Child (Question Mark)
in the portfolio matrix, a business unit that shows rapid growth but poor profit margins
in the portfolio matrix, a business unit that has low growth potential and a small market share.
The process of anticipating future events and determining strategies to achieve organizational objectives in the future.
designing activities relating to marketing objectives and the changing marketing environment
A written document that acts as a guidebook of marketing activities for the marketing manager
A statement of the firm’s business based on a careful analysis of benefits sought by present and potential customers and an analysis of existing and anticipated environmental conditions
Defining a business in terms of goods and services rather than in terms of the benefits customers seek
A planning exercise in which managers identify organizational strengths (S) and weaknesses (W) and environmental opportunities (O) and threats (T).
Collection and interpretation of information about forces, events, and relationships in the external environment that may affect the future of the organization or the implementation of the marketing plan
the set of unique features of a company and its products that are preceived by the target market as significant and superior to the competition.
Cost Competitive Advantage
Being the low-cost competitor in an industry while maintaining satisfactory profit margins
curves that show costs declining at a predictable rate as experience with a product increases
Product/Service Differentiation Competitive Advantage
the provision of something that is unique and valuable to buyers beyond simply offering a lower price than the competitions
Niche Competitive Advantage
the advantage achieved when a firm seeks to target and effectively serve a small segment of the market
Sustainable Competitive Advantage
An advantage that cannot be copied by the competition
A statement of what is to be accomplished through marketing activities
The activities of selecting and describing one or more target markets and developing and maintaining a market mix that will produce mutually satisfying exchanges with target markets.
Market Opportunity Analysis (MOA)
the description and estimation of the size and sales potential of market segments that are of interest to the firm and the assessment of key competitors in these market segments
Marketing Mix (Four P’s)
A unique blend of product, place (distribution), promotion, and pricing strategies designed to produce mutually satisfying exchanges with a target market.
Is the process that turns a marketing plan into action assignments and ensures that these assignments are executed in a way that accomplishes the plan’s objectives.
Gauging the extent to which the market objectives have been achieved during the specified time period.
Provides the mechanisms for evaluating the marketing results in light of the plan’s objectives and for correcting actions that do not help the organization reach those objectives within budget guidelines.
A thorough, systematic, periodic evaluation of the objectives, strategies, structure, and performance of the marketing organization
Name the four competing Philosophies.
Production Orientation, Sales Orientation, Market Orientation, Societal Orientation
Name the five Characteristics of SBU’s.
Distinct Mission with Specified Target, Control of resources, Own competitors, Single or collection of related businesses, Plans are independent of other businesses
Name the four sectors of Ansoff’s Strategic Opportunity Matrix.
Market Penetration, Market Development, Product Development, Diversification
Name the three ranges of the Innovation Matrix.
Core Innovation, Adjacent Innovation, Transformational Innovation
Name the four categories of a Portfolio Matrix.
Stars, Cash Cows, Problem Child, Dogs
Name The four Basic strategies to allocate future resources.
Build, Hold, Harvest, Divest
Name the three types of competitive advantages.
Cost, Product/Service, Niche
Name the four requirements for market objectives.
Realistic, Measurable, Time Specific, Compared to a Benchmark
Name the four components of the Marketing Mix.
Product Strategies, Place Strategies, Promotion Strategies, Pricing Strategies