৪৯তম বিসিএস ⎯ মার্কেটিং [৭২১]

“Direct” = addressable, targeted contact with a response path and relationship goal.

Reference: Kotler & Armstrong (14e) — Ch.17: Direct & Digital Marketing (Definition); Lecture-08.

Ubiquitous connectivity enables convenience, speed, data targeting, and immediate action.

Reference: Kotler & Armstrong (14e) — Ch.17: New Direct Marketing Model & Growth; Lecture-08.

Buyers get convenience, immediacy, and superior information for decisions; price cuts aren’t guaranteed.

Reference: Kotler & Armstrong (14e) — Ch.17: Benefits to Buyers; Lecture-08.

Direct programs center on trackable responses (clicks, leads, orders) for test-and-learn optimization.

Reference: Kotler & Armstrong (14e) — Ch.17: Benefits to Sellers; Lecture-08.

Orchestrating email/SMS, site/app, catalogs, and phone under one message logic improves consistency and lift.

Reference: Kotler & Armstrong (14e) — Ch.17: Forms & Integration; Lecture-08.

Catalogs include mailed, in-store, and web versions with order paths—classic catalog marketing.

Reference: Kotler & Armstrong (14e) — Ch.17: Traditional Direct Forms (Catalogs); Lecture-08.

Selling via phone (outbound and inbound orders) distinguishes telemarketing from service/help lines.

Reference: Kotler & Armstrong (14e) — Ch.17: Telemarketing; Lecture-08.

Owned digital storefronts that complete checkout comprise e-commerce within the direct toolkit.

Reference: Kotler & Armstrong (14e) — Ch.17: Online Marketing & E-tailers; Lecture-08.

Conversions reflect actual response quality; exposure or traffic alone can be misleading.

Reference: Kotler & Armstrong (14e) — Ch.17: Direct-Response Metrics; Lecture-08.

Consent and easy opt-out sustain trust, deliverability, and compliance.

Reference: Kotler & Armstrong (14e) — Ch.17: Permission & Ethics; Lecture-08.

Strategy aligns the firm's objectives and capabilities with market opportunities.

Reference: Kotler & Armstrong (14e), Ch . 2 – Strategic planning: definition; Lecture-09.

Four steps: mission → objectives & goals → business portfolio → functional plans; pricing is a tactic within functional plans.

Reference: Kotler & Armstrong (14e), Ch.2 – Four steps; Lecture-09.

Market-oriented missions focus on customer value; product-oriented missions define what we make.

Reference: Kotler & Armstrong (14e), Ch . 2 – Market vs product-oriented missions; Lecture-09.

Corporate sequence: mission → objectives → portfolio → functional plans.

Reference: Kotler & Armstrong (14e), Ch . 2 – Steps in strategic planning; Lecture-09.

It’s the set of SBUs/products that comprise the firm.

Reference: Kotler & Armstrong (14e), Ch . 2 – Business portfolio definition; Lecture-09.

Stars (high share, high growth); cash cows (high share, low growth); question marks (low share, high growth); dogs (low share, low growth).

Reference: Lecture-09 – BCG overview.

Existing product in a new market ⇒ market development.

Reference: Asian Perspective (2022), Ch . 2 — Product/Market Expansion Grid; Lecture-09.

Texts specify the A-P-I-C cycle for managing marketing.

Reference: Principles of Marketing (2022), Ch . 2 — Analysis, planning, implementation, control; Lecture-09.

The plan includes an executive summary, situation analysis, threats/opportunities, objectives/issues, strategy, action programs, budgets, and controls. Capital structure is finance.

Reference: Ch . 2 — Marketing plan components; Lecture-09.

Existing product in a new market ⇒ market development.

Reference: Ch . 2 — Product/Market Expansion Grid; Lecture-09.

New product to the existing market ⇒ product development.

Reference: Ch . 2 — Product/Market Expansion Grid; Lecture-09.

New product in a new market domain ⇒ diversification.

Reference: Ch . 2 — Product/Market Expansion Grid; Lecture-09.

Greater market penetration is achieved through the current products.

Reference: Asian Perspective (2022), Ch.2 — Product/Market Expansion Grid; Lecture-09.

High share + low growth ⇒ cash cow.

Reference: Ch . 2 — BCG Growth-Share Matrix; Lecture-09.

Stars need investment to sustain growth and protect share—build.

Reference: Ch . 2 — BCG strategies; Lecture-09.

BCG uses market growth (vertical) and relative share (horizontal).
Reference: Ch . 2 — BCG axes; Lecture-09.

Difficulty, time, and focus on current classification rather than future guidance.

Reference: Ch . 2 — Problems with matrix approaches; Lecture-09.

Extends beyond the internal chain to the whole network—typical in Bangladesh (e.g., telecom agent networks).

Reference: Lecture-09 — Value delivery network.

Low share + high growth ⇒ question mark; management decides to build or phase out.

Reference: Ch . 2 — BCG types & SBU strategies; Lecture-09.

Specific, measurable, time-bound vs vague aspirations.

Reference: Ch . 2 – Objectives & goals (SMART); Lecture-09.

SBUs are company divisions/product lines / single products or brands managed strategically.

Reference: Ch . 2 – SBUs & portfolio analysis; Lecture-09.

High share/low growth units are milked for cash with limited reinvestment.

Reference: Ch . 2 – BCG matrix & strategies; Lecture-09.

Policies, competitors, tech shifts are external; costs, assets, people are internal.

Reference: Ch . 2 – SWOT basics; Lecture-09.

Product-focused phrasing vs market/customer-focused value.

Reference: Ch . 2 – Market- vs product-oriented mission; Lecture-09.

Process: understand → strategy → program → relationships → capture value.

Reference: Ch . 2 – Marketing process; Lecture-09.

Implementation specifies who does what when; others are situation/strategy/budget.

Reference: Ch . 2 – Marketing plan contents; Lecture-09.

Audit = periodic, comprehensive, independent review of strategy & environment; others are operating controls.

Reference: Ch . 2 – Control (operating vs strategic), audit; Lecture-09.

Phone enables real-time questioning, objection handling, and appointment setting.

Reference: Ch . 17 – Telemarketing; Lecture-08.

Triggered messaging + human assist connects digital signals with sales outreach—core integration.

Reference: Ch . 17 – Integrated direct marketing; Lecture-08.

Permissioned databases enable segmentation, targeting, and personalized offers—the core of direct response.

Reference: Kotler & Armstrong (14e) — Ch . 17: Database/permission marketing; Lecture-08.

Digital catalogs reduce printing/mailing costs and allow real-time merchandising.

Reference: Kotler & Armstrong (14e) — Ch . 17: Catalog marketing (print vs web); Lecture-08.

Sustainable programs respect permission and opt-out lists; violations hurt deliverability and trust.

Reference: Kotler & Armstrong (14e) — Ch . 17: Ethics & privacy in direct marketing; Lecture-08.

Completion at checkout pinpoints funnel friction beyond add-to-cart or pageview volume.

Reference: Kotler & Armstrong (14e) — Ch.17: Direct/e-commerce performance measures; Lecture-08.

Tele-qualification converts passive interest into scored opportunities via real-time dialogue.

Reference: Kotler & Armstrong (14e) — Ch . 17: Integrated direct marketing; Lecture-08.

A specific, measurable, time-bound target is an objective; a mission states its purpose.

Reference: Kotler & Armstrong (14e) — Ch . 2: Mission vs objectives; Lecture-09.

Surplus cash supports growth plays (protect stars, build promising question marks).

Reference: Kotler & Armstrong (14e) — Ch . 2: BCG strategies; Lecture-09.

Operating/implementation control tracks short-run results; audit is strategic.

Reference: Kotler & Armstrong (14e) — Ch.2: Control (operating vs strategic); Lecture-09.

New business in a new domain relative to core coffee retailing = diversification.

Reference: Asian Perspective (2022) — Ch . 2: Product/Market Expansion Grid; Lecture-09.

Value chain = internal activities; value delivery network adds external partners.

Reference: Kotler & Armstrong (14e) — Ch . 2: Value chain vs value delivery network; Lecture-09.