2.  In peace there's nothing so becomes a man As modest stillness and humility: But when the blast of war blows in our ears, Then imitate the action of the tiger; Stiffen the sinews, summon up the blood, Disguise fair nature with hard-favour'd rage; Then lend the eye a terrible aspect; Let pry through the portage of the head Like the brass cannon; let the brow o'erwhelm it As fearfully as doth a galled rock O'erhang and jutty his confounded base, Swill'd with the wild and wasteful ocean. Now set the teeth and stretch the nostril wide, Hold hard the breath and bend up every spirit To his full height. On, on, you noblest English.

3.  The process of going to market  Customer value  What managers need to know  Challenges for the 21 st century manager  The strategic pathway

4. Market sensing and learning strategy Strategic market choices and targets Customer value strategy and positioning Strategic relationships and networks Strategic thinking and thinking strategically Strategic transformation and strategy implementation

5. 1 Mission 2 Corporate Objectives 7 Marketing objectives and strategies 3 Marketing Audit 4 Market overview 5 SWOT analysis 6 Assumptions 8 Estimate expected results and identify alternative plans and mixes 9 Budget 10 First year detailed implementation programme Phase One Goal Setting Phase Two Situation Review Phase Three Strategy Formulation Phase Four Resource allocation and Monitoring Measurement and review

6. Market sensing and learning strategy Strategic market choices and targets Customer value strategy and positioning Strategic relationships and networks Strategic thinking and thinking strategically Strategic transformation and strategy implementation

8. Processes that define value e.g., market knowledge and learning, CRM, research, intelligence Processes that create value e.g., new product development, innovation, brand development, strategic relationships Processes that deliver value e.g., channels, supply chain, customer service Customer value Resources Capabilities Strategic relationships Creativity Innovation Reinvention

9.  Consumer value plays a crucial role at the heart of all marketing activity (Holbrook, 1999 p. 1) Source: Holbrook, M. B., 1999 Consumer Value A framework for analysis and research. Abingdon: Routledge

10. … perceived value is the consumer's overall assessment of the utility of a product based on perceptions of what is received and what is given. Though what is received varies across consumers (i.e. some may want volume, others high quality, still others convenience) and what is given varies (i.e. some are concerned only with money expended, others with time and effort), value represents a trade-off of the salient give and get components. Source: Zeithaml, V. A., 1998 Consumer Perceptions of Price, Quality, and Value: A Means-End Model and Synthesis of Evidence Journal of Marketing 52 (July): 2-22

11.  Benefits  Convenience  Quality  Prestige/status  Price  Sacrifice  Money  Search costs  Psychic costs

12. Perceived Benefits Customer –perceived value = ______________ Perceived Sacrifice Benefits = attributes of core product/service and supporting services, perceived quality and price Sacrifice = customer costs involved in purchasing, such as time, travel, repairing faulty work, etc. – NOT just price Source:Monroe, K. B., 1991 Pricing – Making Profitable Decisions, McGraw-Hill, New York, NY. Quoted in Ravald, A. and Gronroos, C., The value concept and relationship marketing European Journal of Marketing Vol 30 No 2 1996 p 19 - 30

13. Customer value is a customer’s perceived preference for and evaluation of those product attributes, attribute performances, and consequences arising from use that facilitate (or block) achieving the customer’s goals and purposes in use situations. Source: Woodruff, R. B., 1997 Customer Value: The Next Source for Competitive Advantage Journal of the Academy of Marketing Science Vol 25 No. 2, pages 139 - 153

14.  The process of going to market, not “marketing” in the traditional sense:  understanding customers and superior value  building marketing strategy to deliver a robust value proposition to customers  achieving implementation by driving the things that matter through the corporate environment

15.  New business models  Innovation  Business agility  Crisis survival  Siege  Global recession  Aggressive investment  Globalization  Virtuality  Paradox  Corporate Social Responsibility  Strategy

16.  New business models  Innovation  Business agility  Crisis survival  Siege  Global recession  Aggressive investment  Globalization  Virtuality  Paradox  Corporate Social Responsibility  Strategy

17.  New business models  Innovation  Business agility  Crisis survival  Siege  Global recession  Aggressive investment  Globalization  Virtuality  Paradox  Corporate Social Responsibility  Strategy

18. Market sensing and learning strategy Strategic market choices and targets Customer value strategy and positioning Strategic relationships and networks Strategic thinking and thinking strategically Strategic transformation and strategy implementation

21.  Great market for boots  They don’t wear boots