Perreault−McCarthy: Basic

Marketing: A

Global−Managerial

Approach, 14/e

21. Developing Innovative
    Marketing Plans

Text © The McGraw−Hill

Companies, 2002

When You Finish
This Chapter, You
Should

1.Know the content
of and differences
among strategies,
marketing plans, and
a marketing program.

2.Understand, in
detail, all of the
elements of the
marketing strategy
planning process and
the strategy decisions
for the four Ps.

3.Understand why
the product classes
and typical mixes
should be considered
when developing a
marketing plan.

4.Understand ways
the marketing strat-
egy and marketing
plan is likely to need
to change at different
stages of the product
life cycle.

5.Understand the
basic forecasting
approaches and why
they are used to eval-
uate the profitability of
potential strategies.

6.Know what is
involved in preparing
a marketing plan,
including estimates of
costs and revenue
and specification of
other time-related
details.

7.Understand the dif-
ferent ways a firm can
plan to become
involved in interna-
tional marketing.

8.Understand the
important new terms
(shown in red).

Chapter

Twenty-One

Developing

Innovative Marketing

Plans

Marketing managers recently

went through the marketing strat-

egy planning process to develop

an innovative plan that created

profitable growth for Maytag by

offering target customers superior

value. Let’s look at what they did.

This case is longer than others

we’ve covered—to help you review

what is in a marketing plan and the

process of creating one. As you

read the case, relate it to the ideas

you’ve studied throughout the text.

Changes in the external environ-

ment called for a new strategy. The

U.S. Department of Energy (DOE)

was considering new regula-

tions to require that clothes

washers use less water and

energy. The U.S. uses three

times as much water a day—

1,300 gallons per person—as

the average European country.

One reason is that front-loading

clothes washers have long been

place

price

promotion

produc