tailieunhanh - Lecture Basic Marketing: A global-managerial approach: Chapter 20 - William D. Perreault, E. Jerome McCarthy

After studying this chapter you will: Understand why turning a marketing plan into a profitable business requires money, information, people, and a way to get or produce goods and services; understand the ways that marketing strategy decisions may need to be adjusted in light of available financing; understand how a firm can implement and expand a marketing plan using internally generated cash flow;. | Chapter 20: Managing Marketing’s Link with Other Functional Areas When you finish this chapter, you should 20-2 Chapter 20 Objectives 1. Understand why turning a marketing plan into a profitable business requires money, information, people, and a way to get or produce goods and services. 2. Understand the ways that marketing strategy decisions may need to be adjusted in light of available financing. 3. Understand how a firm can implement and expand a marketing plan using internally generated cash flow. 4. Understand how different aspects of production capacity and flexibility should be coordinated with marketing strategy planning. 5. Understand the ways that the location and cost of production affect marketing strategy planning. 6. Know how marketing managers and accountants can work together to improve analysis of the costs and profitability of specific products and customers. 7. Know some of the human resource issues that a marketer should consider when planning a strategy and implementing a plan. 8. Understand the important new terms. ?????? ?????? ?????? ?????? ?????? Cash Flow Statement Debt Financing Sources of Capital Working Capital Capital The Finance Function: Key Concepts 20-3 Summary Overview Finance is the area charged with handling money matters for the firm. It figures out how much is needed and where to get it. Marketing plans won’t go very far without good support from finance. The Finance Function: Key Terms and Concepts Capital. Capital is the money invested in a firm. Responsibility for handling capital usually falls to the chief financial officer (CFO), or to the owner in small firms and entrepreneurs. In all firms, capital is limited and opportunities and ideas compete for the capital that is available. Once funded, the plans of a marketing manager must adhere to the budget constraints worked out with finance. Teaching Tip: Encourage marketing majors to spend some course time in finance classes to understand better how to work with the . | Chapter 20: Managing Marketing’s Link with Other Functional Areas When you finish this chapter, you should 20-2 Chapter 20 Objectives 1. Understand why turning a marketing plan into a profitable business requires money, information, people, and a way to get or produce goods and services. 2. Understand the ways that marketing strategy decisions may need to be adjusted in light of available financing. 3. Understand how a firm can implement and expand a marketing plan using internally generated cash flow. 4. Understand how different aspects of production capacity and flexibility should be coordinated with marketing strategy planning. 5. Understand the ways that the location and cost of production affect marketing strategy planning. 6. Know how marketing managers and accountants can work together to improve analysis of the costs and profitability of specific products and customers. 7. Know some of the human resource issues that a marketer should consider when planning a strategy and .

• Marketing - Bán hàng
• Basic Marketing
• Lecture Basic Marketing
• Marketing strategy
• Managing marketing’s link
• Marketing plan
• Marketing strategy planning
• Micro marketing
• Macro marketing
• Marketing’s changing role
• Marketing’s role within organizations
• Marketing opportunities
• Strategic market planning
• Marketing plans
• Developing innovative marketing plans
• Four Ps of the Marketing Mix
• Marketing information systems
• Marketing research process
• Marketing research
• Marketing problems
• Ethical Marketing
• Challenges facing marketers
• Marketing environment
• Competitive environment
• Integrated marketing communications
• Strategic distribution
• Controlling marketing plans
• Total quality management
• Marketing management process
• Marketing strategy planning process
• Forecasting market potential
• Channel systems
• Vertical Marketing systems