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| Process of anticipating future events and conditions and determining the courses of action necessary to achieve organizational objectives. |
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| Decisions about what goods or services, customer service, packaging, brand names, and the like a firm will offer its customers. |
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| Implementing planning activities devoted to achieving marketing objectives |
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| Planning that assures that consumers find their products in the right quantities at the right times and in the right places. |
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| Determining an organization's primary objectives and adopting courses of action to achieve those objectives. |
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| The communication link between buyers and sellers |
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| Planning the implementation of activities specified in the strategic plan |
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| Methods of setting profitable and justifiable prices |
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| The essential purpose that differentiates one company from others |
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| In a multi-product firm, a division built around related product groupings or business activities with specific managers, resources, objectives, competitors, and structure for optimal independent planning; a key business unit |
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| Study of organizational resources and capabilities to assess the firm’s strengths and weaknesses and scanning its external environment to identify opportunities and threats |
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| market share/market growth matrix |
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| Marketing planning tool that classifies a firm's products according to market growth rates and market shares relative to competitive products |
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| Limited period of time during which the "fit" between the key requirements of a market and the particular competencies of a firm are optimal. |
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| market attractiveness/business strength matrix |
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| Portfolio analysis technique that rates SBUs according to the attractiveness of their markets and their organizational strengths. |
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Definition
| Blending of product, pricing, distribution, and promotion to fit the needs of a specific target market. |
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| Planning tool that uses a decision-oriented computer program to answer "what-if" questions posed by marketing managers |
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