DOCSLIB.ORG

Strategic Marketing Management (Smm)

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Strategic Marketing Management (Smm) STRATEGIC MARKETING MANAGEMENT (SMM) PROGRAM DETAILS The best organizations understand that marketing is at the core of all business and growth. This program provides you with the business DATES frameworks to bring a customer focus to your organization and create June 3–7, 2019 better marketing strategies. The program begins at 8:30 a.m. Monday and ends at 2:45 p.m. Friday. PROGRAM BENEFITS By attending this program, you will: FEE • Learn how to set strategic objectives by conducting a thorough $10,950 opportunity analysis. Fee includes tuition, continental breakfasts, • Explore the elements of the marketing mix, competitive dynamics, lunches, coffee breaks, and educational value pricing, and how to integrate digital, brand, and business strategies. materials. • Learn how to create a comprehensive marketing strategy within the LOCATION context of your overall business strategy. Gleacher Center • Gain the agility and creativity to make insightful, data-driven 450 N. Cityfront Plaza Drive marketing decisions. Chicago, IL 60611 For hotel accommodations and more WHO SHOULD ATTEND? logistics, visit ChicagoBooth.edu/ExecEdFAQ This program is designed for mid- to senior-level executives who want to leverage FACULTY strategic marketing frameworks in their organizations—from customer analysis to strategic decision-making. Titles include: CEO, CMO, COO, VP of sales and Pradeep K. Chintagunta marketing, director of marketing, director of marketing and communications, general Joseph T. and Bernice S. Lewis Distinguished manager, senior marketing manager, senior product manager, and brand manager. Service Professor of Marketing, Chicago Booth Sanjay K. Dhar IDEAS COMPETE, PEOPLE COLLABORATE James H. Lorie Professor of Marketing, Consistently ranked among the top programs in the world, Executive Education Chicago Booth at Chicago Booth is where intellectual rigor, engaging teaching, and cutting-edge Jean-Pierre Dubé research meet. We create and learn in an intense, exhilarating climate of discussion Sigmund E. Edelstone Professor of Marketing and debate. and Director of the James M. Kilts Center for Marketing, Chicago Booth CONNECT WITH WORLD-CLASS FACULTY Ann L. McGill The University of Chicago Booth School of Business has one of the most highly- Sears Roebuck Professor of General regarded faculty of any business school in the world. Since Sweden’s central bank, Management, Marketing, and Behavioral Sveriges Riksbank, established the Nobel Prize in Economic Sciences in 1968, nine Science, Chicago Booth Chicago Booth faculty members have won the award. LEARN MORE AT: ChicagoBooth.edu/SMM E [email protected] P +1.312.464.8732 STRATEGIC MARKETING MANAGEMENT (SMM) PROGRAM OUTLINE “ The energy, experience, and wealth of knowledge The Strategic Marketing Planning Process: Laying the shared between the faculty and the diverse group Foundation for Competitive Advantage of students made this course extremely insightful • 3C framework and relevant to my work. I’ll be bringing a fresh • Customer, company, and competitor analysis perspective back to share and implement within my • Analyzing consumer research data organization, as well as drive my career growth.” • Economic analysis: break-even analysis and relative contribution analysis – CHRISTOPHER ALLEN, PRODUCT MANAGER ACTAVIS • Strategic decision-making • Linking strategic analysis to formulating marketing tactics • Analytical methods in consumer measurement “ I was drawn in by the sincere, 100% effort by all the Creating Competitive Advantage professors to make the material ‘real,’ meaningful, • Building and managing strong brands and immediately applicable regardless of industry • Integrating brand marketing and marketing expertise. I also found the sense of • Pricing deep respect and genuine affection among Chicago’s Strategy Implementation: a Framework for team of professors to be palatable; very refreshing for Going to Market executive education. Everyone was approachable • Channel tactics and interested.” • New product development best practices – KRISTIN H. WEVERS, CORPORATE COMMUNICATIONS AND MARKETING VP Analytical Approaches to Marketing MESSER CONSTRUCTION CO. • Tools for customer analysis • Analytical approaches to pricing Data-Driven Marketing • Effects of online advertising Strategies for High-Tech Markets • Technology adoption life cycle (TALC) FOR MORE INFORMATION, CONTACT: • Strategy and segmentation implications Executive Education The University of Chicago Booth School of Business • Partnering priorities and market value chains 450 N. Cityfront Plaza Drive, Suite 514 Chicago, IL 60611-4316 P +1.312.464.8732 E [email protected] ChicagoBooth.edu/SMM.
Load more

Recommended publications
  • Producer Marketing Management: Primer on Agricultural Options1
    Producer Marketing Management: Primer on Agricultural Options1 By Gerald Campbell Reviewers: Dave Holder and Randy Corley, Edited for this publication by Duane Griffith and Stephen Koontz2 When Congress passed the Futures Trading Act contracts and explores applications of options of 1982, it paved the way for a new marketing for agricultural producers. management tool for farmers and others who market agricultural products. This law What is an Agricultural Commodity Option? authorized the development of a pilot program It is easy to be confused by the term “option,” for organized trading of agricultural commodity because the term means several different things options. This overturned a 4-year-old ban on in the jargon of the commodity industries. For commodity options trading in agricultural example, marketers might refer to a particular products. futures contract as the “December corn option” or simply the “December option.” But there is The discussion that follows is intended to an important difference between a futures introduce newcomers to agricultural options contract and a commodity option. trading. It defines some options terms, outlines differences between options and futures 1 This publication has been modified slightly from its original version. The glossary has also been removed and two sections were added on Hedging and Trading Strategies. 2 By Gerald Campbell, College of Agricultural and Life Sciences, University of Wisconsin-Madison and the University of Wisconsin Cooperative Extension Service; Reviewers: David Holder, ES, USDA and Randy Corley, ES USDA; NCR Extension Publication No. 217. Sponsored by the Extension services of Illinois, Indiana, Iowa, Kansas, Michigan, Minnesota, Missouri, Nebraska, North Dakota, Ohio, South Dakota and Wisconsin in cooperation with ES-USDA.
    [Show full text]
  • Quality Management System in Trade – Internationalisation of Marketing Relations with Consumers
    UDC: 005.336.3:339.138 COBISS.SR-ID: 211604236 Original research paper Acta Agriculturae Serbica, Vol. XIX, 37 (2014);15-261 Quality Management System in Trade – Internationalisation of Marketing Relations with Consumers Gvozden Jovanović e-mail: [email protected] Katarina Marković Department of Economics, Rayerson University, 350 Victoria St Toronto ON M5B2K3 Canada e-mail: [email protected] Abstract: The aim of marketing management is to satisfy the needs and desiers of consumers. A lot of factors have influenced the consumers and their purchasing. Besides price and assortment factors there are requerements of consumers for the qualitiy of a product. It means that a product should possess physical, chemical, designing, aesthetic, ecological and other desirable properties that should be expressed before the use of products. Because of that the quality in the theory and practice of managment is beginning to affirm itself. This has been particularly expressed by the introduction of ISO 9000 which makes internationalistion of quality system and circulation of goods and services without "physical-fiscal-technical" barriers possible. Key words: internationalisation, trade, consumer, quality, marketing, management, ISO 9000(QMS), ISO 14000(EMS), TQM. Received:09.09.2013. / Accepted:20.01.2014. 16 Acta Agriculturae Serbica, Vol. XIX, 37 (2014); 15-26 New Management Paradigm: Marketing Trade Relationship with Consumers Based on Quality The understanding that the company’s succes primarily depends on the rational use of production factoes, productivity, mass production and cost has long been present in theory. Today this attitude is still not at stake,it is even actualized to the extent to which the factors of production-line goods are expensive and limited.
    [Show full text]
  • Marketing Career Cluster Marketing Management Course Standard 1
    Georgia Department of Education Marketing Career Cluster Marketing Management Course Number 08.44200 Course Description: Marketing Management is the third course in the Marketing and Management pathway. Students assume a managerial perspective by applying economic principles in marketing, analyzing operation’s needs, examining channel management and financial alternatives, managing marketing information, pricing products and services, developing product/service planning strategies, promoting products and services, purchasing, and professional sales. This course also includes global marketing where students analyze marketing strategies employed in the United States versus those employed in other countries. In order to increase the number of application experiences, students should participate in (1) Work-Based Learning (WBL) activities in the classroom and perhaps in a formal WBL Program; (2) DECA Career Technical Student Organization (CTSO) competitive events that are directly aligned with course standards and (3) a School-Based Enterprise. The prerequisite for this course is Marketing and Entrepreneurship. Course Standard 1 MKT-MM-1 The following standard is included in all CTAE courses adopted for the Career Cluster/Pathways. Teachers should incorporate the elements of this standard into lesson plans during the course. The topics listed for each element of the standard may be addressed in differentiated instruction matching the content of each course. These elements may also be addressed with specific lessons from a variety of resources. This content is not to be treated as a unit or separate body of knowledge but rather integrated into class activities as applications of the concept. Standard: Demonstrate employability skills required by business and industry. The following elements should be integrated throughout the content of this course.
    [Show full text]
  • Use of Strategic Marketing Management Tools in Contemporary Enterprises
    Marketing i Zarządzanie nr 5 (46) 2016, s. 9–16 DOI: 10.18276/miz.2016.46-01 ISSN: 2450-775X | http://wnus.edu.pl/pl/miz/ Paweł Cegliński Uniwersytet Mikołaja Kopernika w Toruniu Wydział Nauk Ekonomicznych i Zarządzania e-mail: [email protected] Use of strategic marketing management tools in contemporary enterprises JEL codes: M10, M30 Keywords: strategic management, strategic marketing, management tools Abstract. This article aims at a brief presentation of problems with the use of strategic marketing management tools in enterprises, which are becoming a basic category of stra- tegic management. The author has resigned from analysing specific management solutions and focused mainly on theoretical issues with a wide scope of reference. First, the author presents a terminology network, which is slightly disregarded in the Polish literature. Next, the author makes an attempt to outline basic problems, including the problems connected with the preferences of managerial choices and the advantages of their proper use. The au- thor’s comments are intended to trigger further detailed empirical research. Introduction The quickly changing modern and complex business environment makes it even more difficult for enterprises in the market to conduct their activities. The enter- prises face even greater requirements and are forced to be active (Andruszkiewicz, 2007). It can be noticed that the increase of the degree of strategic plans usage correlates positively with the increase of environment instability (Brews, Purohit, 2007). This, in turn, is a presumption that their character will evolve all the time. 10 Paweł Cegliński A basic task of strategic management is to build and maintain competitive advantage of an enterprise, which should make it possible to achieve above-average results of its business activities.
    [Show full text]
  • Unit 2 the Product Management Process
    Product Management – Introduction UNIT 2 THE PRODUCT MANAGEMENT PROCESS Objectives After reading this unit you should be able to: • discuss the nature and scope of product management • differentiate between types of product management systems • develop a suitable product management system for an organisation Structure 2.1 Introduction 2.2 The Product Management Function 2.3 Product Management Decisions 2.4 Product Manager's Management System - Scope 2.5 The Need for a Product Management System 2.6 Summary 2.7 Self Assessment Questions 2.8 Further Readings 2.1 INTRODUCTION Product forms the most tangible expression offered by the firm which the consumers buy to satisfy their needs and wants thereby deriving consumer satisfaction. The firms product management objectives comprising the product policy and strategy therefore become core determinants of a successful overall marketing strategy. Product management decisions encompass all decisions incidental to creating developing maintaining innovating and presenting the optimum bundle of need satisfiers that the organisation is capable of offering. This unit discusses the scope of the product management function and describes the ways in which different product management systems are organised. 2.2 THE PRODUCT MANAGEMENT FUNCTION Product management includes a wide range of diverse functions. The firms bread and butter comes from the sales of its products. The firm may develop and offer a number of products in various dimensions (shape, size, pack, etc.) catering to different market segments. The success of such firms will largely depend and decide on the market acceptability and positive market response for the products. Strategic planning of the product mix and setting objectives are the core functions of product management.
    [Show full text]
  • The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue Robert Lee Simmons Walden University
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Walden University Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2015 The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue Robert Lee Simmons Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Business Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral study by Robert Simmons has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Ronald McFarland, Committee Chairperson, Doctor of Business Administration Faculty Dr. Alexandre Lazo, Committee Member, Doctor of Business Administration Faculty Dr. William Stokes, University Reviewer, Doctor of Business Administration Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2015 Abstract The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue by Robert L. Simmons MS, California National University, 2010 BS, Excelsior College, 2003 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University September 2015 Abstract Given that analysts expect companies to invest $22 billion in Customer Relationship Management (CRM) systems by 2017, it is critical that leaders understand the impact of CRM on their bottom line.
    [Show full text]
  • Marketing Strategy and Management / Michael J
    Copyrighted matrial – 978–1–137–02582–1 © Michael J. Baker 2014 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No portion of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, Saffron House, 6–10 Kirby Street, London EC1N 8TS. Any person who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The author has asserted his right to be identified as the author of this work in accordance with the Copyright, Designs and Patents Act 1988. First published 2014 by PALGRAVE Palgrave in the UK is an imprint of Macmillan Publishers Limited, registered in England, company number 785998, of 4 Crinan Street, London N1 9XW. Palgrave Macmillan in the US is a division of St Martin’s Press LLC, 175 Fifth Avenue, New York, NY 10010. Palgrave is a global imprint of the above companies and is represented throughout the world. Palgrave® and Macmillan® are registered trademarks in the United States, the United Kingdom, Europe and other countries. ISBN 978–1–137–02582–1 This book is printed on paper suitable for recycling and made from fully managed and sustained forest sources. Logging, pulping and manufacturing processes are expected to conform to the environmental regulations of the country of origin. A catalogue record for this book is available from the British Library.
    [Show full text]
  • Management and Marketing in Pharmacy
    The Ministry of Health of Ukraine National University of Pharmacy MANAGEMENT AND MARKETING IN PHARMACY Textbook for Foreign Students of Higher Pharmaceutical Schools In two parts Part II Marketing in Pharmacy Edited by Professor Z. Mnushko Kharkiv Publishing center “Dialog” 2016 UDC 615.1:65.050:339.138(075) LBC 51.1(2)+52.82я73 M50 Approved by Ministry of Education and Science of Ukraine (letter № 1/11-16529 dated October 15, 2012) Authors: Mnushko Zoia M., Pestun Iryna V., Timanyuk Iryna V., Sofronova Iryna V., Aliekperova Nataliia V. Reviewed by: Grochoviy T. – Head of Department of Pharmaceutical Science of I. Ya. Gorbachevsky Ter- nopil State Medical University, Doctor of Pharmacy, Professor; Kabachna A. – Professor of Department of Management and Economics in Family Medicine of Kharkiv Medical Academy of Postgraduate Education, Doctor of Pharmacy, Professor; Toryanyk L. – Associate Professor of Foreign Languages Department of National University of Pharmacy, PhD in Pedagogy, Associate Professor. Management and Marketing in Pharmacy [Electronic resource] : the textbook for M50 foreign students of higher pharmaceutical schools : in 2 parts / Z. Mnushko [at al.], ed. by prof. Z. Mnushko ; National University of Pharmacy. – Electronic text data. – Kharkiv : Publishing center “Dialog”, 2016. – Part II : Marketing in Pharmacy. – 1 electronic opt. disk (CD-R). – 3,7 Mb. – System requirements: Adobe Acrobat Reader. – Title from the disk label. ISBN 978-617-7357-01-7 ISBN 978-617-7357-03-1 (Part II) The textbook presents the basic theoretical principles of marketing and characteristics of pharma- ceutical marketing, including marketing studies of medicines as a commodity, their development and market promotion, product and assortment policy of pharmaceutical companies and pharmacy, pricing, wholesale and retail sales and use of the complex of marketing communications at the pharmaceutical market.
    [Show full text]
  • Marketing Management
    MMAARRKKEETTIINNGG MMAANNAAGGEEMMEENNTT WHAT YOU CAN DO WITH IT Develop a marketing plan to help generate sales for a company’s products or services Suggest marketing strategy options for long-term business planning Build an advertising or promotional campaign for a product or service Design and conduct a marketing research study to answer critical questions about a firm’s customers Studies show that almost 80% of all management jobs in the U.S. have some marketing-related activities as part of the job description. CAREER OPPORTUNITIES Brand and product management; advertising/public relations account representative; market research analyst; retail manager; marketing manager, consumer and industrial products Business entrepreneur; marketing consultant; international marketing representative Customer service representative; political marketing researcher; database marketing analyst SCHOLARSHIPS AND INTERNSHIPS A variety of scholarships are available to qualified students majoring in marketing management. Student internships are available with many of the leading companies in the Memphis and Mid-South area, such as FedEx, Thomas and Betts and AutoZone. MARKETING ASSOCIATION The American Marketing Association is the national professional organization representing marketing practitioners and academics. Course Requirements Major (24 hours) Valid Catalog: 2013 A minimum 2.25 GPA is required in the major. Required Courses: (18 hours) SCMS 2610 (3) Introduction to Supply Chain Management MKTG 3012 (3) Consumer Behavior (Prerequisite:
    [Show full text]
  • The Delicate Interface Between Management Accounting And
    ounting cc & A f M van Helden and Alsem, J Account Mark 2016, 5:3 o a l r a k e n Journal of Accounting & DOI: 10.4172/2168-9601.1000179 t r i n u g o J ISSN: 2168-9601 Marketing Review Article Open Access The Delicate Interface between Management Accounting and Marketing Management Jan van Helden1* and Karel Jan Alsem1,2 1Faculty of Economics and Business, University of Groningen, The Netherlands 2The Hanze University of Applied Sciences, Groningen, Netherlands Abstract This paper explores the delicate interface between management accounting and marketing management. Based on the scope of their mutual relationship, a distinction is made between two types of interfaces: informing and integrating. Whereas the traditional management accounting domains, such as budgetary control, are characterized by an informing interface, some recently developed management accounting techniques, such as the Balanced Scorecard, target costing and customer profitability analysis, require an integrating interface. Therefore, although during the last three decades clear progress has been made in strengthening the interface between management accounting and marketing management, there is still much room for further improvement. By its inclusion nowadays of marketing and operational management issues, management accounting has broadened its focus beyond the traditional financial domain. However, the adoption of ideas and concepts from other disciplines may not be enough to internalize a truly multi-disciplinary approach to business problems. A challenging interface
    [Show full text]
  • Sales and Marketing Management
    Revised 11/2012 NOVA COLLEGE-WIDE COURSE CONTENT SUMMARY MKT 215 - SALES & MARKETING MANAGEMENT (3 CR.) Course Description Emphasizes the relationship of professional sales skills and marketing management techniques to successful profit and non-profit organizations as part of their overall marketing plan. Focuses on the challenges of the sales communication process, both face-to-face and online, along with the distribution of products and services, including pricing, promotion, and buyer motivation. Explores how to use the Internet and other resources to gather customer information, track competitive activities within the industry, implement sales strategies, and complete sales transactions on both a domestic and global basis. Examines the legal and ethical considerations required in sales and marketing management. Introduces the importance of sound management techniques needed in planning, organizing, directing and controlling a well-organized sales effort. Builds knowledge and skills in all areas of the sales process with special attention to developing successful sales strategies and communication skills that support quality partnerships. Lecture 3 hours per week. General Course Purpose MKT 215 is a one-semester course designed to provide the student with professional sales and communication skills used in the selling process. It examines the sales process in retailing, wholesaling, services, and industrial selling. Students learn how to apply good customer relationship strategies, sales communications and behavioral science theories, along with management principles and current technology, to their own selling situation through skill-building activities. Course Prerequisites/Co-requisites A basic understanding of marketing and business activities is desirable. Course Objectives After completion of this course, the student will be able to: Explain how sales and marketing management fit into a corporate marketing plan.
    [Show full text]
  • Marketing Performance Through Financial Results
    International Review of Management and Marketing Vol. 4, No. 4, 2014, pp.276-283 ISSN: 2146-4405 www.econjournals.com Accounting for Marketing: Marketing Performance Through Financial Results Levent KOSAN Mersin University, Faculty of Tourism, Ciftlikkoy, 33343, Mersin, Turkey. Email: [email protected] ABSTRACT: Accounting, especially strategic management accounting, provides significant contributions to companies for decisions in environments of intense competition. Accounting, which has positive effects of company strategy development and management, has become a required facet of marketing, another area that has gained significance. The aim of this study is to assess the contributions of accounting to marketing performance management and other areas related to marketing development and to evaluate the relationship and synergies between marketing and accounting with comparative examples. Keywords: strategic managerial accounting; performance measurement; marketing accounting JEL Classifications: M310; M410 1. Introduction In the world of today, increasing competitive pressures and the changing customer profile means that customers are the most valuable asset for companies (Weed, 2004). For this reason, competitive advantages stemming from practices designed to increase customer satisfaction, or in other words, the customer centric approach is thought to increase financial performance and profitability (Ghosh et al., 2006). The customer centric approach has led to the rise of concepts such as customer relations management and relationship based marketing. The reorganization and sustainment of activities by a company according to the customer profile (Piccoli et al., 2003) is considered as a high cost effort due to the expenses involved. However, according to Chen and Chen (2004), despite the costs customer relations management offers concrete and immaterial benefits to the company.
    [Show full text]