Pazarlama faaliytlerinin stratejik planlaması
Başlık çevirisi mevcut değil.
- Tez No: 55746
- Danışmanlar: PROF.DR. RAMAZAN EVREN
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1996
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 154
Özet
ÖZET Pazarlama müşteri ihtiyaçlar in m belirlenmesi ile başlar ve bu ihtiyaçların sürekli tatmini ile sona erer. Günümüzün hızlı değişim ve rekabet şartları, firmaları daha fazla geleceğe ve çevresel faktörlere dönük olmaya zorlamaktadır. Bu zorunluluk ise planlamayı gerekli kılmaktadır. Stratejik planlamada pazarlama, firma için gerekli, müşterilerin memnuniyeti ve desteğini alan optimal uzun vadeli konumları teşhis ederek önemli rol oynar. Pazarlamanın bu kritik rolü, stratejik planlama ile pazarlama arasında daha sıkı bir uyumu gerektirmektedir. Bu uyumun ana engeli, ana temasını“müşterinin stratejik konumu”oluşturan teorik bir üst yapının eksikliğidir. Firma stratejisinin geliştirilmesinde pazarlama perspektifi, pazarlama kavramına yeni bir anlam kazandırır. Pazarlama sadece bir fonksiyonlar kümesi değil, aynı zamanda firma için yönlendirici bir felsefedir. Bu çalışmada pazarlama kavramları ve yöntemleri stratejik bir yönelimle ele alınmakta ve konu kavramsal modellerle bütünleştir ilmektedir. Pazarlama planlaması stratejik planın tespitlerine göre yapılır ve pazarlama planlamasında kritik unsur hedef pazarların tespitidir. Hedef pazarların seçilmesini takiben, pazarlama bileşenlerinin oluşturulması ve pazarlama harcamalarının belirlenmesi öğelerinden oluşan pazarlama stratejisi saptanır. Bir pazarlama stratejisi, pazarlama karması elemanlarına yapılacak yatırımlarda, saptanan başarı hırslarından oluşur. Her bir karma elemanının yatırım payı stratejik katsayılara göre belirlenebilir. Rekabetçi bir pazarda strateji, rakiplerin davranışlarıyla bağlantılı olarak tanımlanabilir. Firmanın çıkarları pazarlamada, pazarlama kaynaklarının rekabeti esas olarak tahsisini öngörür. Stratejik pazarlama planlamasının bu önemli unsuru detaylandırılarak açıklanmaktadır. xııı
Özet (Çeviri)
SUMMARY STRATEGIC PLANNING OF MARKETING ACTIVITIES The most important factor which determines the plans of a firm is the needs of the customers. This factor of modern marketing has granted the customers a strategical situation. It receives the customer as the determinant in the firm's continuous survival and growth. Marketing activity whose aim is to meet the customer's needs can be planned, and with the planned marketing management it can be possible to orientate the firm to a target. The most important role of the firm's marketing function which can be defined as the presentation of goods and services suitable for needs of customers by appropriate marketing mix is to create and to satisfy the demand. But its other role has much more importance than this role; because it is a vital factor in the firm's stategic planning. The present conditions of rapid change and competition force the firms to orientate to the future and environmental factors. This necessity creates another necessity for strategical planning period. The firms acting according to this undestanding can be characterized as the marketing oriented firms. The planned marketing includes analyzing the current situation and projecting it to the future, the determination of marketing goals and how to reach these goals. In other words, planning also concerns strategies. Which goals can be reached, the amount of effort necessary for reaching goals and its character, the firm's capacity for forming this effort are the subjects which the strategic marketing planning includes. The tendency to see the firm's activity and its boundaries in view of the firm's properties (resources) reflects a narrow point of view in strategic planning. A wider point of view necessitates taking into consideration of whole environment where the firm is carrying out its activities. So the environmental factors, such as consumers, rivals, state, technological situtation, cultural factors are considered. xivIn view of strategic planning, the firm's target can be seen as an attempt to reserve a place for its long-term survival. This attempt will only be achieved by the effort to form a situation which will guarentee“the continuous provision of resources which has vital importance”for the firm. In strategic planning, the function of marketing can be reduced to three basic activities. First, marketing, in the level of either whole firm or functional divisions identifies the optimal long-term situations having gained the customer“s satisfaction and support, and this optimal situation reflects the marketing's vision about the customer's needs in the strategical period. The second role is to be considered in the development of strategies designed for obtaining the preferred situation. Here, the researches on customer choices, other demographical, socio- economical etc. researches are discussed. The third one, marketing exchange views with top management and the functional areas which will execute and give function to the strategies of top management. In the development of strategical choices, it plays an active role which will indicate the vital value of ”being customer-oriented“. Marketing is not only a set of functions but also a motivative philosophy for the firm. There is a connection between marketing and other business functions and related disciplines. The formation and evaluation of strategies can be focused for the short-term and long-term periods. Furthermore, it is possible to form and evaluate the contingency plans by constituting alternative environmental sceneries. The reason for marketing's existance is the contribution to realization of all the firm's objectives and strategies. At first, these objectives and strategies develop and unite in a common strategy which here after will constitute the base of marketing planning. With the strategic plan the firm will reach more advantegous position and its rivals will respond to this in a long-term period and with high cost. Strategic plan is the centre of an integrated planning system where other planning structures are built on. The rules which will guide the functional divisions are established by strategic plans. The strategic plan also differs from the plans of other divisions such as marketing, because of the great amount and quality of data and the period of time. Marketing planning is made according to the findings of strategic plan. Evaluations in marketing and other functional areas play a great role in forming the goals and strategies of the firm. xvMarketing planning can be desribed as being able to consider the future and being able to analyze marketing activities. Because of the fact that marketing is much more externally oriented than the other operations of the firm, uncertainty in data which are necessery in preparation of marketing plans is extremely intensive. Planning activity in marketing is a very important management tool. The success in increase of marketing effectiveness and profitableness deals with the nature of the marketing planning. Formal and organized planning makes saving of time and efforts. The plan is a management philosophy and makes a platform in order to measure performance of the department and the firm as a whole. Strategic marketing management is the analysis, strategy, implementation, and control of marketing activities in order to achieve the organization's objectives. Planning is deciding today what to do in the future and consists of analysis and strategy, whereas execution is making things happen and consists of implementation and control of the strategy. Although these activities may be pursued in this order, wise planners recognize that each step effects the others. Thus, feedback throughout the process is important. Analysis can be accomplished by conducting a SWOT analysis, which consists of studying a firm's performance trends, resorces and capabilities to assess strengths and weaknesses, stating a firm's mission and objectives, and scanning the external environments to identify opportunities and threats facing the organization. The marketer wants to identify market opportunities that exist because there is an unmet or unsatisfied need or want in the marketplace and for which the firm has an interest in and capability to satisfy. At the same time the marketer should try to convert threats into opportunities. Once the SWOT analysis has been completed, the marketer can develop a marketing strategy to pursue a market opportunity. The two primary elements of a marketing strategy are selection of a target market and development of a marketing mix to offer to the target market. A marketing mix consists of product, distribution, promotion, and price decisions. In large organizations, strategic planning occurs at three different levels: (1) the corporate level, (2) the Strategic Business Units (SBU) level, and (3) the product market level. Planning at. each of these levels uses the concept of SWOT analysis. The purpose of corporate level planning is to arrive at growth or retrenchment strategies. Four alternative growth strategies are market penetration, market development, product development and diversification. Retrenchment strategies can involve xv iliquidation of parts of the business or cost containment, or both. Typically, SBU level planning uses a business screen to evaluate each SBU and determine which to expand and which to retrench. In this regard, the General Electric screen, which examines market attractiveness and business strength for each SBU, is very helpful. This screen categorizes SBUs into three types: (1) dotted SBUs are deemed attractive, and a growth strategy is appropriate for them; (2) white SBUs are considered moderately attractive, and the firm should either cautiously expand, or, if the firm has sufficient white SBUs, retrench them; (3) black SBUs are unattractive and should be liquidated as soon as possible (This screen is illustrated in Part Four). Product market level strategic planning focuses on various product markets and the brands that compose these product markets. One of the more popular frameworks for doing strategic planning at the product market level is the Boston Consulting Group product portfolio matrix. This matrix incorporates the concept of SWOT analysis because it examines the overall rate of market growth which is an indicator of opportunities and threats, and market share, which is an indicator of strengths and weaknesses. The Boston Consulting Group Matrix categorizes all of the firm's products into stars, cash cows, guestion marks, and dogs. Stars are products in growth markets for which the firm has a high relative market share and are canditates for a growth strategy. Cash cows are products in low growth markets for which the firm has a highly relative market share. These products are candidates for neither growth nor retrenchment but are used to generate cash to support other products. Question marks are products with a low relative market share in a high growth market. Predictably, the question marks are gambles and can be candidates for either growth or, if the risk is too high in relation to the possible returns, liquidation. Products that are dogs are in a slow growth market and are low in relative market share and therefore are usually excellent candidates for liquidation. Three management aspects are involved in any implementation: (1) organizing resources to facilitate accomplishing the planned objective (s), (2) ensuring sufficient staff to do so, and (3) supervising staff to guide their compliance with the strategy and achievement of planned objectives. The present staff and organization may be sufficient, or some changes may be required, especially if the objective and strategy are new. Communication is vital to effective supervision, and the approved plan of action must be well communicated to the sales force, who will act on the plans. xvi iCulminating the planning and implementation process is the follow-up, measuring actual performance against the plans. Invariably, deviations occur, with some aspects of performance exceeding expectations and others falling short. The manager exercising sound control promptly defects deviations from plans at strategic points and then takes corrective action. Corrective action might involve stepped-up training increased motivation, job rotation, or more promotional activities. In a competitive market, a strategy can be defined with reference to the behavior of rivals. In marketing, the behavior of interest is competitive deployment of marketing resources. One firm has ambitions with respect to a targeted share of market. These ambitions require the deployment of its strategic resources in direct competition with the commitments of designated competitors. Total marketing investments are the sum of one firm's expenditures and the expenditures of competitors. If a firm suddenly increased expenditures, it can be thought that the firm is following on attack marketing strategy. However, there is insufficient evidence for this conclusion. It should be also known what the expenditures of competitors are. In this way it can be possible to identify a marketing strategy which is oriented in competition. Very specific and rich statements about the marketin strategy can be made by combining marketing mix variables. As conclusion a dynamic and up-to-date approach to marketing has necessitated a futuristic approach with an ”eye" for environmental and developmental considerations. A problem of marketing management in general and Turkey's in particular, strategic planning has an over-increasing weight in marketing planning and marketing strategies development. In general the advantages of developing a strategic marketing plan vary considerably with the individual firm's financial situation, product line and the growth in its market share. Each firm evaluate the desirability of each position and select the most appropriate degree of orientation in light of its own market situation and objectives. xvi 11
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