Summarized Marketing Notes, Cheat Sheet of Law

Download Summarized Marketing Notes and more Cheat Sheet Law in PDF only on Docsity!

2023 Jamie Mariz A. Luniza

A B M M K T 2 8 0

Jamie Mariz A. Luniza SRC

Lesson 1: Marketing Principles and Strategies

William Procter, a candle maker William Gamble, a soap maker one of the leading manufacturing companies established in product brands that are among the most recognized in the world 1837 which has developed over 100 In the the aim was to 1930s , company scientists worked on a heavy-duty laundry detergent clean heavy stains without making clothes stiff Researcher^ the efforts were unsuccessful, and the company shifted focus David Byerly continued developing the detergent as Project X Byerly created a prototype cleaning agent in P&G launched the product as Tide in 1946 1944 Tide was launch with the slogan "Oceans of Suds" It was marketed as "The Wash Day Miracle" P&G focused on building the Tide brand as an effective cleaning agent Tide was developed to dissolve well in water and provide excellent cleaning t the main selling points were easy dissolution and abundant suds generationhe eye-catching and memorable Tide logo used bright yellow and orange colors for concentric circles the blue color of the brand name symbolized calmness and complemented the logo The partnership between P&G continued to innovate, launching products like: Tide and washing machine purchases ensured widespread usage Tide XK Liquid Tide (1968), designed to remove tough stains such as blood and food stains (1984) Tide with Bleach Tide for cold water (1988) a variant for both white and colored clothes and a compact stain remover pen were launched (2005) P&G utilized various advertising platforms, including TV, radio, print, billboards, and the internet. P&G marketing efforts established Tide as a leading detergent worldwide Tide became a household name in the United States In a 2009 consumer survey, Tide was listed as one of three products consumers wouldn't give up despite economic difficulties Tide is one of the strongest brands in terms of consumer recall By 2013, Tide captured 30-40% of the global detergent market, outselling the next leading brand by twice the amount Despite being more expensive than competitors, Tide maintained its market dominance.

PROCTER & GAMBLE'S TIDE: A MARKETING SUCCESS STORY Origin of Procter & Gamble

Introducing Tide: The Washday Miracle

Marketing Efforts

Marketing Dominance

a manager is an individual answerable for the performance of group members in workplace. the

Technical - ability to apply proficiency. Human - ability to soundly work in cooperation with others. Conceptual- ability to see the total picture of the organization. Diagnostic - ability to visualize the most appropriate response to a situation. Communication - must be able to communicate the plans and policies to the workers. Leadership - ability to influence human behavior Motivation to Manage - the evolution of how inspired employees are to interrelate with superiors

FUNCTIONS, ROLES, AND SKILLS OF A MANAGER Functions of a Manager

(1) motivate o communicate set objectives & plan, (2) measure performance, (3) organize the group, (4) develop people, (5) Basic Managerial Roles

Skills of a Manger

Liaison Leader Figurehead

Interpersonal Management Roles

Jamie Mariz A. Luniza SRC

explains now in 4 elements: inputs, transformation processes, outputs, and feedback.terrelated parts operate together to achieve a common purpose. Open System an organization that interacts closely with its environment. Closed System does not interact with its environment argues that universal theories cannot be applied to organizations because organizations have unique characteristics and are confronted by varied problems emphasizes consistency in an organization a minimal to no errors in production.

5. Systems Theory
6. Contingency Theory
7. Quality Management Theory

Monitor Disseminator Spokeperson

Informational (^) Entrepreneur Disturbance Handler Resource Allocator Negotiator

Decisional

conditions and elements that define its operations and determine its success. Internal Environment: elements that have a direct impact on business operations. Directly controlled can be freely modified by the firm itself. External Environment: factors that have an indirect but significant influence on the operations of the business Microenvironment - known as the operating environment. Have direct relevance to the business operations but are uncontrollable to a certain extent. Macroenvironment - known as the "'general environment". Beyond the control of the firm but are important determinants of success. the actual monitoring and evaluation of information from the external or internal environment Ad hoc Environmental - not always done and is usually applicable only during a crisis situation. Regular scanning - done at least once a year or at regular intervals. Continuous Scanning environments. - refers to the continuous collection of data on a broad range of SWOT Analysis Strenght - company's attributes that give a competitive edge over others. Contributes to its good performance y positive reputation in the business scene. Weaknesses - Hinder the company's growth performance (attributes that need to be improved) Opportunities - factors that give a positive impact on the company if properly addressed PEST Analysis^ Threats -^ external factors which may negatively impact the company Political - include laws, regulations, and restrictions that may affect the company's business course Economic - directly affect the capability of business to generate profits. Ex: high inflation Social - include demographic aspects (age, group of affliction, religion, civil status) Technological - include research and development activities, automation, licensing, and patenting.

Environment of the Firm

Environmental Scanning

Strategic Planning

Jamie Mariz A. Luniza SRC

Lesson 2: Environmental Force and Scanning

Top-level Management Planning business strategy. Aided by unit heads who contribute crucial info that determines strategies - is essential for a diversified company. Formulates the general Middle-level Management Planning function/process and is formulated by managers. Responsible for crafting a functional strategy is - a functional strategy determines a particular usually the manager-in-charge. Low-level Management Planning - an operational strategy is a narrower and more focused strategy formulated by low-level managers. Qualitative Techniques Brainstorming - is a common technique used by a group of planners in selecting a common solution for a problem. Stimulates thinking and allows the group to work together. Informal and unstructured Nominal group technique Delphi Technique - This does NOT require a group meeting, rather the leader distributes - allows members to give their own inputs based on an agenda. Quantitative Techniques^ questionnaires to all members to collect their ideas. Decision tree alternative decision paths for the proposed plans. - tool for weighing diff alternates. Consists of graphs showing potential or Payback Method - used in evaluating alternatives in purchasing equipment, and fixtures. Rational/Logical Decision Model involves a logical step-by-step analysis of several possible contributing factors in making the decision.

Planning at Different Levels in the Firms 1.

Planning Techniques and Tools

Decision Making and the Common Types of Decision Models

Identify the Problem^ Establish Decision Criteria Decision Criteria^ Weigh Alternatives Generate Alternatives Evaluate Alternatives Select Best^ Jamie Mariz A. Luniza SRC

Intuitive Decision Model Does not use objective methods but instead use "gut feelings" and instincts. Predisposed Decision Model once the manager decides on a solution, will no longer look for other alternative solutions.

Kepner-Tregoe Matrix Model a rational process of analyzing aspects. The following are the basic four steps in the Kepner- - offers a systematic way of evaluating alternatives by implementing Tregoe Matrix Model: Situation Appraisal - manager clarifies aspects of the scenario and outlines possible causes. Problem Analysis - the root cause of the problem is identified Decision - various courses of action are identified Vroom-Yetton-Jago Decision Model^ Potential-possible final decision is determined and scrutinized. - focuses not on identifying possible solutions, but on selecting the best leadership style. A1 - leader is the sole decision maker. The manager takes the decision. A2 - manager gathers information from members of the group but no involvement from members. C1 - lets the group members know the problem situation but the final decision rests on the manager. C2 - manager discusses the situation with the group members. The manager takes the final decision. Observe-Orient-Decide-Act (OODA) Loop Model^ G2 - all members come up with the final decision. - decision-making is a cycle of actions. Observe-manager gathers much info as possible regarding the business environment. Orient - the manager should take a closer look at the info gathered in the 1st stage. Decide - m Act - the manager puts the chosen plan into action and supervises its implementation.anager decides a chooses the best alternative

Contemporary Structured Decision - Making Models 1.

Jamie Mariz A. Luniza SRC