1. Managing a Holistic Marketing Organization for the Long Run

2. Corporate Social Responsibility
Socially responsible behavior
Individual marketers must practice a "social conscience" in specific dealings with customers and stakeholders. (Increasingly, people say that they want information about a company's record on social and environmental responsibility to help decide which companies to buy from, invest in, and work for).
Ethical behavior
Companies must adopt and disseminate a written code of ethics, build a company tradition of ethical behavior, and hold its people fully responsible for observing ethical and legal guidelines. . Legal behavior
Society must use the law to define, as clearly as possible, those practices that are illegal, antisocial, or anticompetitive. Organizations must ensure that every employee knows and observes any relevant laws.
Effective internal marketing must be matched by a strong sense of ethics, values, and social responsibility. A number of forces are driving companies to practice a higher level of corporate social responsibility, such as rising customer expectations, evolving employee goals and ambitions, tighter government legislation and pressure, investor interest in social criteria, media scrutiny, and changing business procurement practices. Palm oil was hailed as a renewable fuel for food companies looking to find a solution to a trans-fat ban, until its use was linked to the destruction of tropical rain forests and the extinction of the orangutan and the sun bear. When Greenpeace released a report criticizing Nestlé for purchasing palm oil for its KitKat candy bars from an Indonesian firm linked to rain forest destruction there, a social media war ensued. Protestors posted a negative video on YouTube, bombarded Twitter and Nestlé’s Facebook page, and took to the streets outside Nestlé’s Jakarta offices.

3. Corporate Social Responsibility
Effective internal marketing must be matched by a strong sense of ethics, values, and social responsibility. A number of forces are driving companies to practice a higher level of corporate social responsibility, such as rising customer expectations, evolving employee goals and ambitions, tighter government legislation and pressure, investor interest in social criteria, media scrutiny, and changing business procurement practices. Palm oil was hailed as a renewable fuel for food companies looking to find a solution to a trans-fat ban, until its use was linked to the destruction of tropical rain forests and the extinction of the orangutan and the sun bear. When Greenpeace released a report criticizing Nestlé for purchasing palm oil for its KitKat candy bars from an Indonesian firm linked to rain forest destruction there, a social media war ensued. Protestors posted a negative video on YouTube, bombarded Twitter and Nestlé’s Facebook page, and took to the streets outside Nestlé’s Jakarta offices.
Effective internal marketing must be matched by a strong sense of ethics, values, and social responsibility. A number of forces are driving companies to practice a higher level of corporate social responsibility, such as rising customer expectations, evolving employee goals and ambitions, tighter government legislation and pressure, investor interest in social criteria, media scrutiny, and changing business procurement practices. Palm oil was hailed as a renewable fuel for food companies looking to find a solution to a trans-fat ban, until its use was linked to the destruction of tropical rain forests and the extinction of the orangutan and the sun bear. When Greenpeace released a report criticizing Nestlé for purchasing palm oil for its KitKat candy bars from an Indonesian firm linked to rain forest destruction there, a social media war ensued. Protestors posted a negative video on YouTube, bombarded Twitter and Nestlé’s Facebook page, and took to the streets outside Nestlé’s Jakarta offices.

4. Cause-Related Marketing
Downy fabric softener’s “Touch of Comfort” cause program, for example, donates 5 cents from purchases to Quilts for Kids, an organization that works with volunteer quilters to make and distribute custom-sewn quilts to children in hospitals. Cause-related marketing is marketing that links the firm’s contributions to a designated cause to customers engaging directly or indirectly in revenue-producing transactions with the firm.
Downy fabric softener’s “Touch of Comfort” cause program, for example, donates 5 cents from purchases to Quilts for Kids, an organization that works with volunteer quilters to make and distribute custom-sewn quilts to children in hospitals. Cause-related marketing is marketing that links the firm’s contributions to a designated cause to customers engaging directly or indirectly in revenue-producing transactions with the firm.

5. Cause-Marketing Benefits
Build brand awareness
Enhance brand image
Establish brand credibility
Evoke brand feelings
Create a sense of brand community
Elicit brand engagement
A successful cause-marketing program can improve social welfare; create differentiated brand positioning; build strong consumer bonds; enhance the company’s public image; create a reservoir of goodwill; boost internal morale and galvanize employees; drive sales; and increase the firm’s market value. Consumers may develop a strong, unique bond with the firm that transcends normal marketplace transactions.
Specifically, from a branding point of view, cause marketing can (1) build brand awareness, (2) enhance brand image, (3) establish brand credibility, (4) evoke brand feelings, (5) create a sense of brand community, and (6) elicit brand engagement.

6. Branding a Cause Marketing Program
Self-branded: Create Own Cause Program
Co-branded: Link to Existing Cause Program
Jointly branded: Link to Existing Cause Program
There are three approaches to developing a cause-related program. The Marketing Memo details ten tips for making the program a success.

7. Social Marketing Campaigns
Cognitive
Explain the nutritional values of different foods.
Action
Motivate people to vote “yes” on a certain issue
Social marketing by nonprofit or government organizations furthers a cause, such as “say no to drugs” or “exercise more and eat better.” Choosing the right goal or objective for a social marketing program is critical. Social marketing campaigns may try to change people’s cognitions, values, actions, or behaviors. The following examples illustrate the range of possible objectives.
Cognitive campaign example: Explain the nutritional values of different foods.
Action campaign example: Motivate people to vote “yes” on a certain issue.
Behavioral campaign example: Demotivate cigarette smoking.
Value campaign example: Alter ideas about abortion.

8. Social Marketing Campaigns
Behavioral
Demotivate cigarette smoking.
Value
Alter ideas about abortion.
Social marketing by nonprofit or government organizations furthers a cause, such as “say no to drugs” or “exercise more and eat better.” Choosing the right goal or objective for a social marketing program is critical. Social marketing campaigns may try to change people’s cognitions, values, actions, or behaviors. The following examples illustrate the range of possible objectives.
Cognitive campaign example: Explain the nutritional values of different foods.
Action campaign example: Motivate people to vote “yes” on a certain issue.
Behavioral campaign example: Demotivate cigarette smoking.
Value campaign example: Alter ideas about abortion.

9. Key Success Factors for Social Marketing Programs
Chose target markets that are ready to respond
Promote a single, doable behavior in clear, simple terms
Explain the benefits in compelling terms
Make it easy to adopt the behavior
Develop attention-grabbing messages
Consider an education-entertainment approach
Some key success factors for changing behavior are listed in the slide.

10. Social Marketing Planning Process
Where are we?
Where do we want to go?
How will we get there?
How will we stay on course?
In Table 22.6 several steps are provided for planning a social marketing campaign. The basic questions which must be addressed are listed in the slide.
One organization that has mastered the planning process is the World Wildlife Foundation.

11. The Control Process
Figure 22.4 illustrates the control process.

12. Strategic Marketing
Marketing implementation is the process that turns marketing plans into action assignments and ensures they accomplish the plan’s stated objectives. A brilliant strategic marketing plan counts for little if not implemented properly. Strategy addresses the what and why of marketing activities; implementation addresses the who, where, when, and how. Marketing control is the process by which firms assess the effects of their marketing activities and programs and make necessary changes and adjustments.
Marketing implementation is the process that turns marketing plans into action assignments and ensures they accomplish the plan’s stated objectives. A brilliant strategic marketing plan counts for little if not implemented properly. Strategy addresses the what and why of marketing activities; implementation addresses the who, where, when, and how. Marketing control is the process by which firms assess the effects of their marketing activities and programs and make necessary changes and adjustments.
Table 22.8 lists four types of needed marketing control: annual-plan control, profitability control, efficiency control, and strategic control.

13. Types of Marketing Control
Annual Plan Control
Profitability Control
Efficiency Control
Marketing implementation is the process that turns marketing plans into action assignments and ensures they accomplish the plan’s stated objectives. A brilliant strategic marketing plan counts for little if not implemented properly. Strategy addresses the what and why of marketing activities; implementation addresses the who, where, when, and how. Marketing control is the process by which firms assess the effects of their marketing activities and programs and make necessary changes and adjustments.
Table 22.8 lists four types of needed marketing control: annual-plan control, profitability control, efficiency control, and strategic control.
Strategic Control

14. Approaches to Annual Plan Control
Sales analysis
Market share analysis
Sales-to-expense ratios
Financial analysis
Market-based scorecard analysis
Annual-plan control ensures the company achieves the sales, profits, and other goals established in its annual plan. First, management sets monthly or quarterly goals. Second, it monitors performance in the marketplace. Third, management determines the causes of serious performance deviations. Fourth, it takes corrective action to close gaps between goals and performance. This control model applies to all levels of the organization. Four tools for the purpose are: sales analysis, market share analysis, marketing expense-to-sales analysis, and financial analysis.

15. Approaches to Profitability Control
Product
Territory
Customer
Segment
Trade channel
Order size
Companies should measure the profitability of their products, territories, customer groups, segments, trade channels, and order sizes to help determine whether to expand, reduce, or eliminate any products or marketing activities. The chapter appendix shows how to conduct and interpret a marketing profitability analysis.

16. Efficiency Control Approaches
Sales force
Advertising
Sales promotion
Distribution
Some companies have established a marketing controller position to work out of the controller’s office but specialize in improving marketing efficiency. Marketing controllers examine adherence to profit plans, help prepare brand managers’ budgets, measure the efficiency of promotions, analyze media production costs, evaluate customer and geographic profitability, and educate marketing staff on the financial implications of marketing decisions.

17. Strategic Control Approaches
Marketing effectiveness rating instrument
Marketing audit
Marketing excellence review
Company ethical and social responsibility review
Each company should periodically reassess its strategic approach to the marketplace with a good marketing audit. Companies can also perform marketing excellence reviews and ethical/social responsibility reviews.

18. What is a Marketing Audit?
A marketing audit is a comprehensive, systematic, independent, periodic examination of a company’s or business unit’s marketing environment, objectives, strategies, and activities with a view to determining problem areas and opportunities, and recommending a plan of action to improve the company’s marketing performance.
A marketing audit is a comprehensive, systematic, independent, and periodic examination of a company’s or business unit’s marketing environment, objectives, strategies, and activities, with a view to determining problem areas and opportunities and recommending a plan of action to improve the company’s marketing performance.

19. Characteristics of Marketing Audits
Marketing audits have four characteristics:
Comprehensive—The marketing audit covers all the major marketing activities of a business, not just a few trouble spots as in a functional audit.
Systematic—The marketing audit is an orderly examination of the organization’s macro- and micromarketing environments, marketing objectives and strategies, marketing systems, and specific activities.
Independent— Self-audits, in which managers rate their own operations, lack objectivity and independence.
Periodic—Firms typically initiate marketing audits only after failing to review their marketing operations during good times, with resulting problems. A periodic marketing audit can benefit companies in good health as well as those in trouble.
Marketing audits have four characteristics:
Comprehensive—The marketing audit covers all the major marketing activities of a business, not just a few trouble spots as in a functional audit.
Systematic—The marketing audit is an orderly examination of the organization’s macro- and micromarketing environments, marketing objectives and strategies, marketing systems, and specific activities.
Independent— Self-audits, in which managers rate their own operations, lack objectivity and independence.
Periodic—Firms typically initiate marketing audits only after failing to review their marketing operations during good times, with resulting problems. A periodic marketing audit can benefit companies in good health as well as those in trouble.
A full description of the components of a marketing audit are explained in Table

20. Thank you