Marketing Essentials: Exploring the Role of Marketing and the 7P's

This presentation explores the role of marketing in business, its interrelationship with other departments, and the 7P's of marketing. It focuses on Apple's marketing strategy and how they apply these principles. The presentation also covers marketing planning and evaluation techniques. Suitable for marketing students and professionals.

MARKETING ESSENTIALS

Introduction
• The various elements of marketing
mix have also been focused in this
assignment.
• The importance of proper marketing
plan has also been discussed.
• Apple has been chosen to discuss
marketing essentials and the way
they apply the 7P’s of marketing for
their business.

Explaining the role of marketing and how its interrelated with
each other
• The marketing is a kind of
business philosophy.
• The key concept of marketing
helps the business
organisation an overview of
the sales target.
• The concept of marketing
also helps the business
organisation to know about
the market.
The concept of marketing

Contd..
• The marketing plays an important role in
the business and the marketing helps the
business organisations to provide the
best services to the customers
• Marketing helps the business
organisations to produce unique
designed products for their customers
and this helps them in business dealings
• The marketing also helps them to
develop their management infrastructure
and this helps them to understand the
different market values
The role of marketing

Contd..
• The business organisations include
various functions such as finance,
human resource and information
technology
• The marketing also plays a vital role
in the human resource management
and in the field of IT.
• The various marketing elements help
the human resource to improve their
monitoring process that they can
measure the performance growth of
the employee properly
The interrelationship with marketing departments

The various elements of marketing mix
7P's marketing mix • Product
• Price
• Place
• Promotion
• People
• Process
• Physical evidence

Contd..
• Initially, there was 4P's of the
marketing mix in development
business process.
• In an organisation, people can be
considered as the employees of an
organisation.
• The company without developed
processes cannot achieve their goal.
Achieving overall business objectives

Contd..
• Physical evidence can make the
company popular among the
customers.
• 7P's marketing mix has a great
impact on the development of an
organisation.
• After analysing the demands,
Apple plans their business process.
This company does not adopt huge
level marketing factors.

Contd..
• Apple makes their products
with unique features.
• The implementation of
marketing plans of Apple
includes, the company
provides the communicative
manners of every language.
• Apple controls their
business with unique
manner.

Developing and evaluating a basic marketing plan
• Marketing planning helps the
company to promotion of products.
• The company can plan their
business process, policies, budgets
and so on.
• The strategies that are adopted by
the organisation as their objectives
or goals.
Marketing planning

Contd..
• With the help of marketing
plan, the company even
promote their products
also.
• Marketing plans help the
company to find out their
goals and objectives.
• The controls have an
impact on the techniques,
facilities, profitability of
the company.

Contd..
•Annual plan control
•Profitability control
•Control efficiency
•Strategic controls
Control techniques

Contd..
• Demographic
segmentation
• Behavioural
segmentation
• Psychographic
segmentation
• Geographic
segmentation
Market segmentation

Conclusion
• Apple is the most popular
and reputed organisation in
the market.
• The company has chosen
7P's marketing mix as the
development planning.

Reference List
• Ahmed, M. N. (2014). Synchronizing marketing mix & personal brand mix elements for developing a
personal brand. Journal of Management Value & Ethics, 4, 17-30.
• Barrett, H., & Weinstein, A. (2015). Corporate entrepreneurship, the marketing mix, and business
performance. In Proceedings of the 1997 Academy of Marketing Science (AMS) Annual Conference, 56(7),
pp. 144-150
• Chuang, S. H., & Lin, H. N. (2013). The roles of infrastructure capability and customer orientation in
enhancing customer-information quality in CRM systems: Empirical evidence from Taiwan. International
Journal of Information Management, 33(2), 271-281.
• Davari, A., & Strutton, D. (2014). Marketing mix strategies for closing the gap between green consumers'
pro-environmental beliefs and behaviors. Journal of Strategic Marketing, 22(7), 563-586.
• Dunning, J. H. (2015). Reappraising the eclectic paradigm in an age of alliance capitalism. In The Eclectic
Paradigm, 45(5), pp. 111-142.
• Ginevičius, R., Podvezko, V., & Ginevičius, A. (2013). Quantitative evaluation of enterprise marketing
activities. Journal of Business Economics and Management, 14(1), 200-212.
• Gordon, R. (2012). Re-thinking and re-tooling the social marketing mix. Australasian Marketing Journal
(AMJ), 20(2), 122-126.
• Helm, R., & Gritsch, S. (2014). Examining the influence of uncertainty on marketing mix strategy
elements in emerging business to business export-markets. International Business Review, 23(2), 418-428.
• Hsu, C. W., Kuo, T. C., Chen, S. H., & Hu, A. H. (2013). Using DEMATEL to develop a carbon
management model of supplier selection in green supply chain management. Journal of Cleaner
Production, 56, 164-172.
• Huang, R., & Sarigöllü, E. (2014). How brand awareness relates to market outcome, brand equity, and the
marketing mix. In Fashion Branding and Consumer Behaviors, 90(4), pp. 113-132

Contd..
• Lehoux, P., Daudelin, G., Williams-Jones, B., Denis, J. L., & Longo, C. (2014). How do business model and health
technology design influence each other? Insights from a longitudinal case study of three academic spin-offs. Research Policy,
43(6), 1025-1038.
• Leonidou, L. C., Leonidou, C. N., & Kvasova, O. (2013). Cultural drivers and trust outcomes of consumer perceptions of
organizational unethical marketing behavior. European Journal of Marketing, 47(4), 525-556.
• Madsen, P. K., Molina, O., Møller, J., & Lozano, M. (2013). Labour market transitions of young workers in Nordic and
southern European countries: the role of flexicurity. Transfer: European Review of Labour and Research, 19(3), 325-343.
• McDonald, M. H. (2013). Ten barriers to marketing planning. Journal of Product & Brand Management, 56(5), pp.89-90
• Menegaki, A. N. (2012). A social marketing mix for renewable energy in Europe based on consumer stated preference
surveys. Renewable Energy, 39(1), 30-39.
• Möller, K. (2013). Theory map of business marketing: Relationships and networks perspectives. Industrial Marketing
Management, 42(3), 324-335.
• Ocasio, W., Loewenstein, J., & Nigam, A. (2015). How streams of communication reproduce and change institutional logics:
The role of categories. Academy of Management Review, 40(1), 28-48.
• Ozment, J. (2015). Estimating Lagged and Cumulative Effects of Customer Service Variables in the Marketing Mix. In
Proceedings of the 1989 Academy of Marketing Science (AMS) Annual Conference, 7(8), pp. 643-647
• Paasi, A. (2013). The institutionalization of regions: a theoretical framework for understanding the emergence of regions and
the constitution of regional identity. Fennia-International Journal of Geography, 164(1), 105-146.
• Sharma, A., & Lambert, D. M. (2013). Segmentation of markets based on customer service. International Journal of Physical
Distribution & Logistics Management.
• Sok, P., O’Cass, A., & Sok, K. M. (2013). Achieving superior SME performance: Overarching role of marketing, innovation,
and learning capabilities. Australasian Marketing Journal (AMJ), 21(3), 161-167.
• Vargo, S. L., Wieland, H., & Akaka, M. A. (2015). Innovation through institutionalization: A service ecosystems perspective.
Industrial Marketing Management, 44, 63-72.
• Ward, J., & Peppard, J. (2016). The Strategic Management of Information Systems: Building a Digital Strategy. New Jersey:
John Wiley & Sons.
• Wünderlich, N. V., Wangenheim, F. V., & Bitner, M. J. (2013). High tech and high touch a framework for understanding user
attitudes and behaviors related to smart interactive services. Journal of Service Research, 16(1), 3-20.