Ralf Strauss
A Chief Marketing Officer's Guide to Strategic Marketing Planning
How to align marketing planning with corporate strategy
Ralf Strauss
A Chief Marketing Officer's Guide to Strategic Marketing Planning
How to align marketing planning with corporate strategy
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A Chief Marketing Officer's Guide to Strategic Maketing Planning provides a seven-step action plan for integrating marketing planning at the strategic level. This framework systematically addresses the challenges of marketing planning, offering both a basis for management and an instrument for quality assurance. Using the book's flexible structure, readers at both the executive and marketing team levels can choose the most useful tools for their purposes, with case studies on such companies as Kimberly-Clarke, Hallmark, and Audi, as well as discussions of new trends like Web 2.0 and 3.0, providing guidance on the best applications.…mehr
A Chief Marketing Officer's Guide to Strategic Maketing Planning provides a seven-step action plan for integrating marketing planning at the strategic level. This framework systematically addresses the challenges of marketing planning, offering both a basis for management and an instrument for quality assurance. Using the book's flexible structure, readers at both the executive and marketing team levels can choose the most useful tools for their purposes, with case studies on such companies as Kimberly-Clarke, Hallmark, and Audi, as well as discussions of new trends like Web 2.0 and 3.0, providing guidance on the best applications.
Produktdetails
- Produktdetails
- Verlag: Wiley & Sons
- Erscheinungstermin: Dezember 2008
- Gewicht: 782g
- ISBN-13: 9780470721674
- ISBN-10: 0470721677
- Artikelnr.: 25050654
- Verlag: Wiley & Sons
- Erscheinungstermin: Dezember 2008
- Gewicht: 782g
- ISBN-13: 9780470721674
- ISBN-10: 0470721677
- Artikelnr.: 25050654
Dr RALF E. STRAUSS has been the Chief Marketing Officer for SAP in Germany and Central Europe since 2003. And, from April 2008 he takes over global product management responsibility for all SAP CRM Marketing solutions, responsible for solution strategy, product vision and roadmap. SAP is the world's leading provider of business software, with more than 46,100 customers in more than 120 countries running SAP applications - from distinct solutions addressing the needs of small businesses and midsize companies to suite offerings for global organizations.
ABOUT THE AUTHOR
PREFACE
FOREWORD
INTRODUCTION: THE "LACK-OF-EVIDENCE TRAP"
PART I: CHALLENGES TO THE MARKETING FUNCTION: IMPERATIVE FOR CHANGE
1 NE W CHALLENGES IN MARKETING
1.1 The challenge: One size doesn't fit all - quality not quantity
1.2 The challenge: CRM: From the buzzword to systematic customer management
1.3 The challenge: From the mass market to one-to-one
1.4 The challenge: The changed conditions of marketing strategy
1.5 The challenge: Marketing strategy follows corporate strategy . . . or vice versa?
2 FOCUS ON THE CHIEF MARKETING OFFICER (CMO): A JOB DESCRIPTION
2.1 A young profession: A demanding specialized area with C-level caliber
2.2 The situation: the discrepancy between expectations and corporate reality
2.3 The greatest challenge for heads of marketing: legitimacy and credibility among colleagues at the management level
2.4 The CMO's new image: Guarantor for return-on-marketing
3 PLANNING COMES FIRST . . .
3.1 Results of the CMO marketing planning survey
3.2 "The paradox of the marketing function" and "the 10 hurdles of marketing planning"
PART II: THE PATH TO THE PLAN
4 SE VEN PHASES FOR DEVELOPING MARKETING STRATEGY AND SYSTEMATIC MARKETING PLANNING (SEVEN-PHASE MODEL)
5 PHASE 1: PLANNING THE PLANNING
6 PHASE 2: APPROACHES TO MARKETING BUDGET PLANNING
6.1 Heuristic budgeting approach: Pragmatic budget calculation
6.2 Analytical budgeting approach: Modeling using the advertising impact function
7 PHASE 3: STRATEGIC MARKETING PLANNING
7.1 Systematic Procedure for Strategy Development
7.2 Analysis of the Initial Strategic Situation
7.3 Brand management: A brand is a brand
7.4 Sales channel management: Defining and designing the sales channel
7.5 Online marketing: Attractive offerings and pricing wanted
7.6 Developing and evaluating marketing strategies
8 PHASE 4: PROGRAM STRATEGY
8.1 Decisions about the communication strategy and advertising message
8.2 The elements of program planning
9 PHASE 5: INTEGRATED MARKETING COMMUNICATION PLANNING (CAMPAIGN PLANNING)
9.1 From programs to campaigns: From content to implementation
9.2 Differentiation and standardization of campaign architectures
9.3 Using media: How can I reach the customer cost-efficiently?
9.4 Advertising effectiveness analysis: Test procedure made easy
10 PHASE 6: CAMPAIGN DEVELOPMENT AND EXECUTION
10.1 Selecting an agency: A systematic approach to finding the most suitable agency
10.2 Good agency briefing: The key to success
11 PHASE 7: ANALYSIS AND REPORTING
11.1 Analysis and reporting: Figure-based planning and learning from success (or failure)
11.2 Analysis instruments for efficient planning and implementation
11.3 Defining KPIs and controlling with the balanced scorecard
PART III: IMPLEMENTATION
12 IMPLEMENTING MARKETING PLANNING
12.1 Marketing organization in a state of flux
12.2 Gathering and managing customer data (database marketing)
12.3 Planning and implementing marketing planning: The secret is in the system
PART IV: OUTLOOK
13 MARKETING PLANNING 2.0
APPENDIX: WORKSHEETS FOR MARKETING PLANNING
A.1 Marketing program: Details (program book)
A.2 Agency briefing document (direct marketing example)
BIBLIOGRAPHY
ACKNOWLEDGMENTS
TABLE OF FIGURES
INDEX
PREFACE
FOREWORD
INTRODUCTION: THE "LACK-OF-EVIDENCE TRAP"
PART I: CHALLENGES TO THE MARKETING FUNCTION: IMPERATIVE FOR CHANGE
1 NE W CHALLENGES IN MARKETING
1.1 The challenge: One size doesn't fit all - quality not quantity
1.2 The challenge: CRM: From the buzzword to systematic customer management
1.3 The challenge: From the mass market to one-to-one
1.4 The challenge: The changed conditions of marketing strategy
1.5 The challenge: Marketing strategy follows corporate strategy . . . or vice versa?
2 FOCUS ON THE CHIEF MARKETING OFFICER (CMO): A JOB DESCRIPTION
2.1 A young profession: A demanding specialized area with C-level caliber
2.2 The situation: the discrepancy between expectations and corporate reality
2.3 The greatest challenge for heads of marketing: legitimacy and credibility among colleagues at the management level
2.4 The CMO's new image: Guarantor for return-on-marketing
3 PLANNING COMES FIRST . . .
3.1 Results of the CMO marketing planning survey
3.2 "The paradox of the marketing function" and "the 10 hurdles of marketing planning"
PART II: THE PATH TO THE PLAN
4 SE VEN PHASES FOR DEVELOPING MARKETING STRATEGY AND SYSTEMATIC MARKETING PLANNING (SEVEN-PHASE MODEL)
5 PHASE 1: PLANNING THE PLANNING
6 PHASE 2: APPROACHES TO MARKETING BUDGET PLANNING
6.1 Heuristic budgeting approach: Pragmatic budget calculation
6.2 Analytical budgeting approach: Modeling using the advertising impact function
7 PHASE 3: STRATEGIC MARKETING PLANNING
7.1 Systematic Procedure for Strategy Development
7.2 Analysis of the Initial Strategic Situation
7.3 Brand management: A brand is a brand
7.4 Sales channel management: Defining and designing the sales channel
7.5 Online marketing: Attractive offerings and pricing wanted
7.6 Developing and evaluating marketing strategies
8 PHASE 4: PROGRAM STRATEGY
8.1 Decisions about the communication strategy and advertising message
8.2 The elements of program planning
9 PHASE 5: INTEGRATED MARKETING COMMUNICATION PLANNING (CAMPAIGN PLANNING)
9.1 From programs to campaigns: From content to implementation
9.2 Differentiation and standardization of campaign architectures
9.3 Using media: How can I reach the customer cost-efficiently?
9.4 Advertising effectiveness analysis: Test procedure made easy
10 PHASE 6: CAMPAIGN DEVELOPMENT AND EXECUTION
10.1 Selecting an agency: A systematic approach to finding the most suitable agency
10.2 Good agency briefing: The key to success
11 PHASE 7: ANALYSIS AND REPORTING
11.1 Analysis and reporting: Figure-based planning and learning from success (or failure)
11.2 Analysis instruments for efficient planning and implementation
11.3 Defining KPIs and controlling with the balanced scorecard
PART III: IMPLEMENTATION
12 IMPLEMENTING MARKETING PLANNING
12.1 Marketing organization in a state of flux
12.2 Gathering and managing customer data (database marketing)
12.3 Planning and implementing marketing planning: The secret is in the system
PART IV: OUTLOOK
13 MARKETING PLANNING 2.0
APPENDIX: WORKSHEETS FOR MARKETING PLANNING
A.1 Marketing program: Details (program book)
A.2 Agency briefing document (direct marketing example)
BIBLIOGRAPHY
ACKNOWLEDGMENTS
TABLE OF FIGURES
INDEX
ABOUT THE AUTHOR
PREFACE
FOREWORD
INTRODUCTION: THE "LACK-OF-EVIDENCE TRAP"
PART I: CHALLENGES TO THE MARKETING FUNCTION: IMPERATIVE FOR CHANGE
1 NE W CHALLENGES IN MARKETING
1.1 The challenge: One size doesn't fit all - quality not quantity
1.2 The challenge: CRM: From the buzzword to systematic customer management
1.3 The challenge: From the mass market to one-to-one
1.4 The challenge: The changed conditions of marketing strategy
1.5 The challenge: Marketing strategy follows corporate strategy . . . or vice versa?
2 FOCUS ON THE CHIEF MARKETING OFFICER (CMO): A JOB DESCRIPTION
2.1 A young profession: A demanding specialized area with C-level caliber
2.2 The situation: the discrepancy between expectations and corporate reality
2.3 The greatest challenge for heads of marketing: legitimacy and credibility among colleagues at the management level
2.4 The CMO's new image: Guarantor for return-on-marketing
3 PLANNING COMES FIRST . . .
3.1 Results of the CMO marketing planning survey
3.2 "The paradox of the marketing function" and "the 10 hurdles of marketing planning"
PART II: THE PATH TO THE PLAN
4 SE VEN PHASES FOR DEVELOPING MARKETING STRATEGY AND SYSTEMATIC MARKETING PLANNING (SEVEN-PHASE MODEL)
5 PHASE 1: PLANNING THE PLANNING
6 PHASE 2: APPROACHES TO MARKETING BUDGET PLANNING
6.1 Heuristic budgeting approach: Pragmatic budget calculation
6.2 Analytical budgeting approach: Modeling using the advertising impact function
7 PHASE 3: STRATEGIC MARKETING PLANNING
7.1 Systematic Procedure for Strategy Development
7.2 Analysis of the Initial Strategic Situation
7.3 Brand management: A brand is a brand
7.4 Sales channel management: Defining and designing the sales channel
7.5 Online marketing: Attractive offerings and pricing wanted
7.6 Developing and evaluating marketing strategies
8 PHASE 4: PROGRAM STRATEGY
8.1 Decisions about the communication strategy and advertising message
8.2 The elements of program planning
9 PHASE 5: INTEGRATED MARKETING COMMUNICATION PLANNING (CAMPAIGN PLANNING)
9.1 From programs to campaigns: From content to implementation
9.2 Differentiation and standardization of campaign architectures
9.3 Using media: How can I reach the customer cost-efficiently?
9.4 Advertising effectiveness analysis: Test procedure made easy
10 PHASE 6: CAMPAIGN DEVELOPMENT AND EXECUTION
10.1 Selecting an agency: A systematic approach to finding the most suitable agency
10.2 Good agency briefing: The key to success
11 PHASE 7: ANALYSIS AND REPORTING
11.1 Analysis and reporting: Figure-based planning and learning from success (or failure)
11.2 Analysis instruments for efficient planning and implementation
11.3 Defining KPIs and controlling with the balanced scorecard
PART III: IMPLEMENTATION
12 IMPLEMENTING MARKETING PLANNING
12.1 Marketing organization in a state of flux
12.2 Gathering and managing customer data (database marketing)
12.3 Planning and implementing marketing planning: The secret is in the system
PART IV: OUTLOOK
13 MARKETING PLANNING 2.0
APPENDIX: WORKSHEETS FOR MARKETING PLANNING
A.1 Marketing program: Details (program book)
A.2 Agency briefing document (direct marketing example)
BIBLIOGRAPHY
ACKNOWLEDGMENTS
TABLE OF FIGURES
INDEX
PREFACE
FOREWORD
INTRODUCTION: THE "LACK-OF-EVIDENCE TRAP"
PART I: CHALLENGES TO THE MARKETING FUNCTION: IMPERATIVE FOR CHANGE
1 NE W CHALLENGES IN MARKETING
1.1 The challenge: One size doesn't fit all - quality not quantity
1.2 The challenge: CRM: From the buzzword to systematic customer management
1.3 The challenge: From the mass market to one-to-one
1.4 The challenge: The changed conditions of marketing strategy
1.5 The challenge: Marketing strategy follows corporate strategy . . . or vice versa?
2 FOCUS ON THE CHIEF MARKETING OFFICER (CMO): A JOB DESCRIPTION
2.1 A young profession: A demanding specialized area with C-level caliber
2.2 The situation: the discrepancy between expectations and corporate reality
2.3 The greatest challenge for heads of marketing: legitimacy and credibility among colleagues at the management level
2.4 The CMO's new image: Guarantor for return-on-marketing
3 PLANNING COMES FIRST . . .
3.1 Results of the CMO marketing planning survey
3.2 "The paradox of the marketing function" and "the 10 hurdles of marketing planning"
PART II: THE PATH TO THE PLAN
4 SE VEN PHASES FOR DEVELOPING MARKETING STRATEGY AND SYSTEMATIC MARKETING PLANNING (SEVEN-PHASE MODEL)
5 PHASE 1: PLANNING THE PLANNING
6 PHASE 2: APPROACHES TO MARKETING BUDGET PLANNING
6.1 Heuristic budgeting approach: Pragmatic budget calculation
6.2 Analytical budgeting approach: Modeling using the advertising impact function
7 PHASE 3: STRATEGIC MARKETING PLANNING
7.1 Systematic Procedure for Strategy Development
7.2 Analysis of the Initial Strategic Situation
7.3 Brand management: A brand is a brand
7.4 Sales channel management: Defining and designing the sales channel
7.5 Online marketing: Attractive offerings and pricing wanted
7.6 Developing and evaluating marketing strategies
8 PHASE 4: PROGRAM STRATEGY
8.1 Decisions about the communication strategy and advertising message
8.2 The elements of program planning
9 PHASE 5: INTEGRATED MARKETING COMMUNICATION PLANNING (CAMPAIGN PLANNING)
9.1 From programs to campaigns: From content to implementation
9.2 Differentiation and standardization of campaign architectures
9.3 Using media: How can I reach the customer cost-efficiently?
9.4 Advertising effectiveness analysis: Test procedure made easy
10 PHASE 6: CAMPAIGN DEVELOPMENT AND EXECUTION
10.1 Selecting an agency: A systematic approach to finding the most suitable agency
10.2 Good agency briefing: The key to success
11 PHASE 7: ANALYSIS AND REPORTING
11.1 Analysis and reporting: Figure-based planning and learning from success (or failure)
11.2 Analysis instruments for efficient planning and implementation
11.3 Defining KPIs and controlling with the balanced scorecard
PART III: IMPLEMENTATION
12 IMPLEMENTING MARKETING PLANNING
12.1 Marketing organization in a state of flux
12.2 Gathering and managing customer data (database marketing)
12.3 Planning and implementing marketing planning: The secret is in the system
PART IV: OUTLOOK
13 MARKETING PLANNING 2.0
APPENDIX: WORKSHEETS FOR MARKETING PLANNING
A.1 Marketing program: Details (program book)
A.2 Agency briefing document (direct marketing example)
BIBLIOGRAPHY
ACKNOWLEDGMENTS
TABLE OF FIGURES
INDEX