Chapter 2 Flashcards

(56 cards)

1
Q

strategic planning

A

is the process of defining an organization’s direction and making
decisions on allocating resources to achieve its long-term objectives.

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2
Q

A mission statement

A

is a statement of the organization’s purpose—what it wants to
accomplish in the larger environment.

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3
Q

Mission

A

What we do today and why we exist, present

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4
Q

Vision

A

Where we want to be in the future

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5
Q

what is the mission statement?

A

1) purpose
2) value
3) goal (reason why)

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6
Q

what is a major activity in strategic planning ?

A

business portfolio
analysis,

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7
Q

GROWTH-SHARE MATRIX

A

is portfolio-planning method
that

evaluates a company’s strategic business units (SBUs) in
terms of market growth rate and relative market share.

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7
Q

business portfolio
analysis,

A

to evaluate and plan for the future of the
products and businesses that make up the company.

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8
Q

Question marks; growth-share matrix

A

are low-share business units in
high-growth markets. Requires heavy investments
to try to build into stars.

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9
Q

Boston Consulting Group (BCG) growth-share matrix

A

1) Star
2) cash cow
3) question mark
4) dog

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9
Q

cash cow in growth share matrix

A

are low-growth, high-share
businesses or products, less investment.

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9
Q

star in growth share matrix

A

are high-growth, high-share businesses or
products. Require heavy investments to finance
their rapid growth. They will turn into cash cows

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10
Q

Pareto Principle

A

is a concept that helps to
understand the breakdown of the factors
contributing to outcomes, identifying the key
elements that drive the majority of results.

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10
Q

Dogs in growth-share matrix

A

are low-growth, low-share businesses and
products. Generate enough cash to just maintain
themselves

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11
Q

Customer Value–Driven Marketing strategy

A

involves market segmentation, market
targeting, differentiation , and positioning.

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12
Q

Market segmentation.

A

Dividing a market into distinct groups of buyers who have different needs, characteristics, or
behaviors and who might require separate marketing strategies or mixes is

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12
Q

Market segment.

A

A group of consumers who are expected to respond in a similar way to a given set of marketing
efforts is

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12
Q

Market targeting.

A

Evaluating each market segment’s attractiveness and selecting one or more segments to serve

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12
Q

Positioning.

A

Arranging for a product to occupy a clear, distinctive, and desirable place relative
to competing products in the minds of target consumers

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13
Q

Managing the Marketing Effort

A

5 marketing management functions
1)analysis
2) planning
3) implementation
4) organization
5) Control

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14
Q

Differentiation.

A

Actually differentiating the market offering ( product) to create superior customer
value relative to the competition

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15
Q

marketing implementation

A

Turning marketing strategies and plans into marketing actions to accomplish strategic marketing objectives.

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15
Q

Marketing control

A

measuring and evaluating the results of marketing strategies and plans and taking corrective action to ensure that the objectives are achieved.

16
Q

The marketing mix

A

consists of everything the firm can do
to engage consumers and deliver customer value.

17
marketing return on invesment
the net return from a marketing investment / the costs of the marketing invesment
17
product/ market expansion grid
a portfolio-planning tool for identifying company growth opportunities through market penetration, market development, product development or diversification
17
market penetration
Company growth by increasing sales of current products to current market segments without changing the product.
17
Market development
Company growth by identifying and developing new market segments for current company products.
18
Product development
Company growth by offering modified or new products to current market segments.
19
Diversification
Company growth through starting up or acquiring businesses outside the company’s current products and markets.
20
value chain
the set of internal departments that carry out value-creating activities to design, produce, market, deliver and support a firm's products
20
value chain
the set of internal departments that carry out value-creating activities to design, produce, market deliver and support a firm's products
21
value delivery network
a network composed of the company suppliers, distributors and ultimately, even customers who partner with each other to improve the performance of the entire system in delivering customer value
21
marketing strategy
the marketing logic by which the company hopes to create customer value and achieve profitable customer relationships
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