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Porter is a Strategy Mastermind - esp with his 1996 paper - What is Strategy? Whereas Kotler is a pure Marekting Guru - They do not necessarily disagree but each of them is in there own sense a leader in their field

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16y ago

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How would one structuer a marketing plan to incorporate some of their concept using porters value chain and hollistic marketing to modify the standard marketing plan?

To structure a marketing plan incorporating Porter’s Value Chain and holistic marketing, start by analyzing each segment of the value chain—such as inbound logistics, operations, and marketing—to identify areas for optimization and differentiation. Integrate holistic marketing principles by ensuring that every aspect of the business, including product development, customer engagement, and branding, aligns with a unified vision and message. This approach emphasizes creating value not just through the product but also by enhancing customer relationships and experience. Finally, collaboratively develop strategies that leverage insights from the value chain to inform marketing tactics, ensuring a cohesive and comprehensive plan that drives both efficiency and customer satisfaction.


How apply porter' five competitive forces on an airline?

Porters 5 forces is a concept, I can't understand what exactly do you want to know but still I write all the forces and some examples; 1. The threat of entry ... Dependent on barriers to entry such as: -economies of scale -capital requirements of entry -access to supply or distribution channels -customer or supplier loyalty -experience -expected retaliation -legislation or government action -differentiation 2. Threat of substitutes Reduction in demand for products as customers switch to alternatives: -Product for product substitution e.g. email for post -substitution of need e.g. reliable and cheap appliances reduce need for maintenance services -generic substitution:competition for household income e.g. cars versus holidays and doing without 3. Buyer power it is likely to be high where there is: -a concentration of buyers -many small operators in the supplying industry -alternative sources of supply -switching costs are low -components/materials are a high percentage of cost to the buyer leading to "shopping around" -a threat of backward integration 4. Supplier power it is likely to be high where there is: -a concentration of suppliers -customers are fragmented and bargaining power low -switching costs are high -the supplier brand is powerful -integration forward by the supplier is possible 5. Competitive Rivalry it is likely to be high when: -competitors are in balance -there is slow market growth (product life cycle) -there are high fixed costs in an industry -there are high exit barriers -markets are undifferentiated