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🎧 This lesson is available for listening. Your browser does not support the audio element. 📘 Lesson 2. The Concept of Marketing Strategy 🎯 Learning Outcomes ✅ Understand what the term strategy means in the context of marketing. ✅ Distinguish between actions forming strategic marketing and tactical marketing. ✅ See how strategic marketing influences the 4Ps of Marketing. 📖 What is Strategy? Michael Porter (Harvard Business School) “Strategy is the creation of a unique and valuable position, involving a different set of activities. The essence of strategy is choosing what not to do. Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value.” ⚖️ Strategic vs. Tactical Marketing Aspect Strategic Marketing Tactical Marketing Time horizon Long-term Short-term Main question “What markets and customers do we serve?” “How do we promote, price, and distribute now?” Focus Market opportunities, positioning, customer segments Marketing mix (4Ps) Key objective Sustainable competitive advantage Implementation of campaigns and activities DO THIS TO WIN ✏️ Assignment 2-1 What does the word strategy mean to you personally? How would you explain it to a beginner in simple terms? ✏️ Assignment 2-2 Identify one example of a successful strategy (business, politics, sports, or personal life). Describe briefly why you consider it successful. Point out what lessons can be learned from it for marketing. 🔗 Useful Link 🎥 Strategic Marketing with Garrett Johnston (YouTube)

🎧 This lesson is available for listening. Your browser does not support the audio element. 👋 Welcome to the Course Hello, and welcome to the course Strategic Marketing. I’m Anna Gzhib, a marketing manager with fifteen years of experience. This course is hosted on my website: anna marketing dot pro. 📌 Today’s Topic Today we’ll talk about the rules for going through this program — and how to make it a real success. 📅 Timing In theory, you could finish this course in just one week. But in practice, it might take up to fifteen weeks. It all depends on how fast you want results. 💡 Key Principles of Self-Paced Learning When it comes to online self-study, there are two important things to remember: ✅ Daily engagement ✅ Stay active and share your work to get feedback from me 📖 What does daily engagement mean? ▶️ Watching the lessons 📑 Reading the notes ✏️ Completing the assignments (most important!) If you take more than a two-day break, you’ll lose momentum. You’ll have to refresh the material all over again. And that’s not effective or fun. 💬 Communication Now, communication is not as critical as your own discipline. But if you share your assignments in the comments, I will review them and give you feedback. 🔥 Staying Motivated To stay motivated, think about your “What for” and your “Why”. Ask yourself: ❓ What for do I want to complete this course? ❓ Why is this important to me? Your answers will keep you focused and disciplined.

Part 2: Advanced Marketing Analytics Tools 🎧 This lesson is available for listening. Your browser does not support the audio element. ← Previous Lesson Next Lesson → 🎯 Lesson 7. Core Competence and Finding Growth Opportunities ✅ Learning Outcomes of This Lesson You will define the core competencies of your company. You will outline a list of possible growth directions for your business. 🌟 Core Competence Running a business means juggling many operations. But sustainable success comes from focusing on what your company does best. Think of it this way: 🎶 A musician hires a producer so they can focus on making music, not on contracts and promotion. In the same way, businesses should delegate non-core processes — like cleaning, IT, logistics, or even parts of marketing — and concentrate resources on what creates the most value for customers. According to Philip Kotler & Kevin Keller (Marketing Management): A core competence is a source of competitive advantage that creates real value for customers. It must be applicable across multiple markets. It should be hard for competitors to imitate. ✅ Positive Examples (recognized and used effectively) 1. Starbucks Core competence: Operational management + standardized customer experience. Advantage: A customer knows they’ll get the same coffee quality and “third place” atmosphere anywhere in the world. Applicability: Competes not only in coffee, but in lifestyle, co-working, and digital loyalty. Hard to copy: A global operating model + powerful CRM (personalization through the mobile app). 2. Costco Core competence: Unique procurement and logistics model. Advantage: Lowest prices while maintaining quality. Customers trust they’re always getting the “best deal.” Applicability: Works in FMCG, electronics, pharmacy, even insurance. Hard to copy: The paid membership + strict margin discipline can’t be replicated by Walmart or Target. ❌ Negative Examples (missed or lost core competence) 1. Blockbuster Potential competence: Nationwide film distribution. Mistake: Saw itself as a “DVD rental business,” not as an “entertainment distribution operator.” Lost to Netflix, which doubled down on distribution (first by mail, then digital). 2. Sears Potential competence: The strongest U.S. distribution + catalog system (a precursor of Amazon). Mistake: Believed their strength was assortment and retail, not logistics. Amazon took over by scaling exactly what Sears failed to reimagine. 🏕 Core Competence in Our Party Rental Company (Wake County, NC) Since our company is young, identifying a true core competence is still in progress. But even a new business can build a strategy around it using Bain & Company’s 8-step method — and validating results against Kotler & Keller’s three criteria. Step 1: Identify strengths 📊 From Yelp, Google, and local forums, customers consistently value: Clean and well-maintained inventory Honest pricing (no hidden fees) On-time delivery & setup Attentive, personal communication Step 2: Benchmark against competitors Competitors: hidden fees, delays, poor communication. Our company: ✅ transparent booking, ✅ real photos, ✅ free delivery in Wake County ($100+), ✅ “turnkey” setup option. Criteria What clients value Our Party Rental Company Communication Fast, attentive Personal support via phone & email Inventory quality Clean, reliable Real photos, sanitized after every use Delivery & setup On-time, stress-free Free, scheduled delivery + setup option Booking simplicity Convenience, but hidden fees Transparent online booking 24/7 Extra services Variety, safety Tailgate packs, games, coolers Loyalty Almost none Rewards program for repeat clients Step 3: Invest in what clients really value ➡️ Simplicity, honesty, and stress-free event organization. Step 4: Create a roadmap Strengthen the “transparency & simplicity” positioning. Actively collect reviews (Yelp, Google). Expand loyalty program. Emphasize turnkey service + free delivery. Step 5: Build partnerships Examples: local catering companies, sports clubs → strengthen tailgate & family packages. Step 6: Engage the whole team Every staff member must live the value of honest and simple service — from the first call to equipment pickup. Step 7: Protect your strengths as you grow Even if we expand beyond Wake County, the DNA of the company must remain: simplicity, transparency, and personal service. Step 8: Outsource non-core activities Logistics overflow (rent vehicles in peak season). Accounting & payroll → outsource. Equipment cleaning → partially outsource to free resources. 🔍 Testing Against Kotler & Keller’s 3 Criteria Competitive advantage → Transparent pricing, turnkey service, and free delivery = trust + loyalty. Applicability → Works equally for backyard parties, tailgates, and corporate gatherings. Hard to copy → Big companies can mimic prices, but not the local trust, personal care, and flexibility of a family-run business. 👉 Party Rental Commany core competence = delivering a stress-free, honest, and personalized rental experience through transparent pricing, easy booking, and community-first service. 📈 Growth Opportunities Why do we need to define core competence? Because it’s the foundation for finding growth opportunities through value. Kotler’s “Holistic Marketing Structure” is a simple tool for this: Customer focus Core competencies Partners Value research Discover explicit & hidden needs Analyze what we do best Value creation Design new benefits & offers Use core competencies to deliver Value delivery CRM, CX, service/support Operations, logistics, IT, quality This 3D view — clients, company, partners — ensures growth ideas are realistic and sustainable. DO THIS TO WIN ✏️ Assignment 7-1 & 7-2 Task 7-1: Define your company’s core competencies and check them against Kotler & Keller’s three characteristics. Task 7-2: Generate at least 5 new growth opportunities using the holistic marketing structure. Explain which ones you discarded and why. ✨ In short: even a young business, if systematic, can define its core competence, protect it, and use it as the foundation for long-term growth.

🎧 This lesson is available for listening. Your browser does not support the audio element. 🎯 Lesson 6. Strategy Discovery Tools ✅ Learning Outcomes Identify which basic competitive strategy your company is currently using. Understand how your company can move across different marketing strategies using the Ansoff Matrix. 🏆 Basic Competitive Strategies Goal = what the business wants to achieve. Strategy = the plan to reach that goal. According to strategy expert Michael Porter, there are two main sources of competitive advantage: 🔹 Low Costs 🔹 Differentiation Based on these, three directions of strategy are formed: Cost Leadership 💰 — minimize costs, tight expense control, efficiency focus. Differentiation ✨ — create a unique product or service that stands out in the market. Focus 🎯 — serve a specific group of customers or a niche. 📝 Assignment 6-1 Define which of the basic strategies your company follows and explain why. 🔄 Ansoff Matrix This tool helps plan company growth strategies: Market Penetration (existing products → existing markets) Improve product quality. Increase business process efficiency. Attract new customers through advertising. Increase frequency and volume of purchases. Market Development (existing products → new markets) Geographic expansion. New sales channels. Target new customer segments. Product Development (new products → existing markets) Launch new products. Improve existing ones. Expand product lines. Diversification (new products → new markets) Most risky strategy, requires major investments. Used when growth potential in current markets is exhausted. 💡 Example I’ll use my own small family-run business as an example — a party rental company in Wake County, North Carolina. Because it’s mine, I can be open and flexible in sharing information. We operate in the party equipment rental segment for private parties, tailgating, and small corporate events. Our strengths: 🖥 24/7 online booking with instant confirmation. 💵 Transparent pricing. 🎁 Free linens with every table rental. 🚗 Free self-pickup with no order minimum. 📦 Free delivery on orders over $100 within Wake County. Our base strategy: Focus + Differentiation. We don’t compete with big companies on inventory scale. Instead, we offer convenience, simplicity, and a hyper-local customer orientation. 📊 Possible Strategies via the Ansoff Matrix Market Penetration Loyalty program (discount for next order). Increase average order value with add-ons. Collect and publish reviews to build trust. Market Development Expand delivery outside the county. Promote to schools, nonprofits, and local clubs. Partnerships with catering and event agencies. Product Development New colors of furniture and linens. Ready-made “event packages.” Extra services: décor, lighting, all-inclusive setups. Diversification Full-service option (delivery + setup + décor). DIY kits for home parties. Sports event rental equipment. Online blog or event-planning guide. 📝 Assignment 6-2 Work through all 4 Ansoff Matrix scenarios for your company. 🔍 Discovering Customer Value Often, customers themselves point out growth opportunities. Use this simple 4-step algorithm: Focus on Customers 👥 What requests do we have to refuse? What do they ask for that we cannot deliver? What do they like about competitors? Why do they value us? Which complaints repeated in the last year? Our Competencies 💪 What do we do best? What new services can we create thanks to our skills? Partners 🤝 What new technologies do our partners offer? How can they strengthen our business? Analysis 📋 Combine everything into a clear list of potential products and services. 📝 Assignment 6-3 Spend time talking with salespeople, customers, and partners, and hold a team workshop. 👉 Create a list of products and services that will delight customers, bring extra profit, and strengthen your competitive position.

Part 2: Advanced Marketing Analytics Tools 🎧 This lesson is available for listening. Your browser does not support the audio element. 🔍 Part 2: Advanced Marketing Analytics Tools In this part, we’ll revisit several powerful and well-known frameworks. You likely know them already — but they’re here because they occupy a critical place in strategic marketing. Let’s dive in! 🚀 🌐 PESTEL Analysis PESTEL helps identify opportunities and threats across your external environment. It breaks down into six factors: Political 🏛️ — laws, regulations, elections, trade policies, global events. Economic 💰 — taxes, interest rates, inflation, exchange rates, labor markets, demand. Social 👥 — lifestyle trends, values, media influence, cultural shifts, demographics. Technological 💡 — innovations, patents, new products, production methods. Environmental 🌱 — sustainability, climate impact, eco-regulations, community impact. Legal ⚖️ — proposed or incoming rules and their implications. Tip: Use PESTEL to scan the horizon and anticipate change before it hits your P&L. ⚔️ Porter’s Five Forces This framework evaluates overall market attractiveness and competitive intensity — useful for marketing and corporate strategy alike. Suppliers 🤝 — number, quality, switching costs, leverage on price & terms. Buyers 🛒 — price sensitivity, product uniqueness, switching costs. New Entrants 🚪 — barriers (licenses, capital, tech), access to customers. Substitutes 🔄 — availability, advantages/disadvantages, cost to switch. Rivalry 🏁 — number of competitors, strategies, promo spend, moats. Read: The stronger the forces, the tougher the market. Map pressures, then pick your battles. 🗺️ Customer Journey Map (CJM) A visual tool to understand the end-to-end customer experience — from first awareness to enthusiastic advocacy. Define your customer segment. Outline steps from awareness to recommendation — include thoughts and emotions at each stage. Visualize the journey in a clear, scannable format. Outcome: Spot friction, elevate touchpoints, and boost satisfaction & LTV. Illustrative Customer Journey Map. 🎯 Positioning Map Visualize where your brand sits versus competitors on two axes (e.g., price vs. quality). Define the goal (audit current position, find a niche, validate a concept). Collect perception data (surveys, reviews, reports). Plot brands on a 2D map to reveal clusters and whitespace. Pro move: Re-map quarterly to capture shifts in perception and new entrants. Sample Positioning Map for quick visual analysis. 💼 BCG Matrix Analyze your portfolio by market growth and market share to prioritize investment. 🐶 Dogs — low growth, low share → consider exit. ❓ Question Marks — high growth, low share → invest selectively to win. ⭐ Stars — high growth, high share → sustain leadership. 🐄 Cash Cows — low growth, high share → maximize profitability. Playbook: Balance cash generators with future bets to keep the S-curve healthy. Image source: bcg.com 🧩 Market Segmentation Map Segment markets by: 📍 Geography 👥 Demographics 💭 Psychographics 🛒 Behavior 🎯 Desired benefits Effective segments are homogeneous, differentiable, measurable, substantial, accessible, actionable, and responsive. Why it matters: Segmentation powers precise targeting, sharper messaging, and better ROI. Market Segmentation Map illustration. ✏️ Assignment 5-1 DO THIS TO WIN Choose at least three of the tools above and apply them to your company. Best practice: use all of them for a decisive competitive edge and to level up your professional skill set. 💪 Map your PESTEL with 3–5 bullet insights per factor. Build a Five Forces snapshot with a 1–5 intensity score per force. Create a Customer Journey Map with emotions and friction points. Plot a Positioning Map for you and 5–8 competitors. Classify products in the BCG Matrix and recommend investments. Define 3–6 segments with ICP notes and channels to reach them. 📚 References Kotler & Keller — Marketing Management The Ultimate List of Marketing Strategy Planning Tools | 14 Editable Templates How to Create an Effective Customer Journey Map [Examples + Template] A Step-by-step Guide to Segmenting a Market Criteria for Effective Market Segmentation

Part 1: Situational Analysis & SWOT 🎧 This lesson is available for listening. Your browser does not support the audio element. 📊 Part 1: Situational Analysis & SWOT This and the next lesson belong to the block “Searching for Opportunities.” We begin with a situational analysis — an assessment of the current state of the business. Even when conducted informally, this step is crucial: it lays the foundation for strategic marketing planning. 🎯 Learning outcomes of this lesson ✅ Get familiar with 7 tools for analyzing the marketing environment. ✅ Analyze your company’s position — from the perspective of the company itself, customers, and the market. 🛠️ Core Marketing Analysis Tools SWOT Analysis PESTEL Analysis Porter’s Five Forces Customer Journey Map (CJM) Positioning Map BCG Matrix Market Segmentation Diagram Note: Results may differ across teams — expert judgments are normal when hard data isn’t available. The value comes from people and practice. 🔎 SWOT Analysis SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. The quality of a SWOT depends on the quality of the questions you ask. Guiding Questions Strengths ✅ What do we do better than competitors? 🌟 What do customers value most? 📈 Which processes are especially efficient? 🚀 What helps us win orders? 🔒 What protects us from risks and retains clients? Weaknesses 🔧 What can we improve? 🚫 What should we avoid? 👀 What do customers perceive as weaknesses? 📉 Which factors lead to lost sales? Opportunities 🌱 Which market opportunities and trends can we leverage? 📈 Which regulatory changes may affect the industry? 🌍 Which socio-demographic shifts open new perspectives? 🎉 Which local events and projects create demand? Threats 🚧 Which external obstacles and competitor actions limit us? 🏁 Are standards of quality and service expectations changing? 💻 Are there risks in finance, technology, or regulation? 💸 Do financial or cash flow gaps threaten stability? ⚠ Can any weakness grow into a serious threat? 📌 Example (Party Rental Company in Wake County, NC) Illustrative SWOT Table What Does the SWOT Table Provide? SWOT turns observations into actions: it shows what to build on, where the weak spots are, which external opportunities to leverage, and which threats to prepare for. 🎯 Example Goals 🚀 Strengthen digital presence — refresh website, improve SEO, grow social media, and encourage reviews. 🎨 Diversify the assortment — add neutral and color options (covers/linens), launch light upsell. 🤝 Reinforce positioning — focus on backyard & tailgating, local campaigns and partnerships. ⚡ Increase operational flexibility — prepare for peak seasons (inventory/contractors), tighten logistics and SLAs.

🎧 This lesson is available for listening. Your browser does not support the audio element. 🎯 Learning outcomes of this lesson: ✅ You will learn (or recall) why mission and vision are important. ✅ You will write your own mission and vision. Mission Let’s start with a quick warm-up! Take a look at the mission statements of two supermarkets below. How do they differ? Supermarket 1 “To help people save money and live better — anytime and anywhere — in physical stores, online, and through mobile devices.” Supermarket 2 “The mission of Supermarket 2 is to nourish people and the planet by offering the highest quality, most delicious foods while maintaining a strong commitment to sustainability and ethical sourcing.” You’ll find out which supermarkets these are in the next lesson. For now, let’s try to analyze the differences in their mission statements. As you can see, the first one focuses on affordability and savings, while the second emphasizes values, quality, and sustainability. Why does this matter for marketing? Because mission defines the direction when choosing a strategy. As we discussed in the previous lesson, strategic marketing is about: 🔑 Customer segmentation 🔑 Market choice 🔑 Value positioning For Supermarket 1, segmentation is likely built around price-sensitive shoppers and high-frequency purchases. For Supermarket 2, segmentation makes more sense by lifestyle and values, such as preference for organic, ethical, or sustainable goods. Even if both supermarkets offer similar product categories — fresh produce, beverages, household goods — their value propositions are fundamentally different. For Supermarket 1 customers: 💸 Low prices 🛒 Convenience 🌍 Broad access For Supermarket 2 customers: 🌱 Premium quality ♻️ Ethical sourcing 🍏 Caring for health and the planet Now, let’s write our own mission. Peter Drucker “The purpose of any social structure is to improve people’s lives. That improvement is its mission — the very meaning of its existence. Every organization may have its own mission, but improving life is the alpha and omega for all. A mission must never be impersonal — it should carry deep meaning, something you believe in and stand behind. The most important responsibility of a leader is to make sure every member of the organization knows the mission, understands it, and lives it.” I’ll use my own small family-run business as an example — a party rental company in Wake County, North Carolina. Because it’s mine, I can be open and flexible in showing how mission and vision work in practice. I won’t share the actual name — but you can try to guess. Example (Party Rental Company in Wake County, NC) What is our business? We are a family-operated party rental company in Wake County, NC. We provide event essentials — from tents and tables to fun add-ons — making celebrations simple, joyful, and stress-free. Who is our customer? Families hosting backyard parties, friends gathering for milestones, corporate teams organizing events, and tailgaters who want hassle-free setups. What is value for the customer? Unlike large wedding rental providers — often expensive, slow, and complicated — we keep things simple and reliable. Clear, upfront pricing, no hidden fees, and real photos of our actual equipment. Customers can book online in minutes without calls or back-and-forth emails. What will our business be? Always in touch from the first inquiry to pickup. Offering extras that make parties easier — free delivery over $200, professional setup, clean and like-new gear, and even add-ons like coolers, games, toddler chairs, and trash cans. Equipment always arrives on time, looks fresh, and is ready for the party. What should our business be? The trusted go-to partner for celebrations in Wake County — a local, family-built business that makes events effortless, joyful, and memorable. Mission and Vision Now let’s define both, because they are the foundation we will build on. Mission answers the question: Why do we exist? Vision answers the question: How do we make it happen? Example (Party Rental Company in Wake County, NC) Mission To help families and communities celebrate together with clean, affordable, and reliable event rentals — always on time, with no surprises. Vision To become Wake County’s most trusted partner for joyful, stress-free events — offering simple booking, dependable service, and a personal touch. How do we know if a mission is strong? According to Philip Kotler and Kevin Keller, Marketing Management, a mission should: ✅ Focus on a limited number of goals ✔ Helping families and communities celebrate is one clear and powerful goal. ✅ Highlight the company’s core values ✔ Reliability, simplicity, honesty, and community. ✅ Define the main competitive domains: • Industry: event rentals • Products and outputs: tents, tables, chairs, add-ons, and event experiences • Competencies: reliability, convenience, and exceptional customer care • Market segment: families, community groups, corporate events, tailgaters • Business vertical: event rentals with optional setup and extras • Geography: Wake County, NC Vision checklist (Kotler & Keller): • Written in the present tense • Describes results for customers and community • Uses clear, specific language • Inspires and motivates • Creates a shared picture in everyone’s mind Our Party Rental Company in Wake County, NC vision meets all these points. Words like joyful, stress-free, and personal touch add warmth and inspiration. DO THIS TO WIN ✏️ Assignment 3-2 📝 Develop your own mission and vision. Involve colleagues or managers if helpful. Some businesses even bring in facilitators 🤝. At this stage, what matters most is not perfection, but practicing the skill of defining mission and vision. . At the end of this lesson You will have created a strong starting point for your marketing strategy. References Philip Kotler, Kevin L. Keller, Marketing Management Additional resource Highly recommended: Simon Sinek’s TED Talk “How Great Leaders Inspire Action.” It’s a powerful demonstration of the role of mission — the “why” — in business.

When defining a company’s mission, it’s essential to answer a set of strategic questions that clarify purpose, customers, value, and future direction.Peter Drucker emphasized these five questions as foundational for any organization’s mission statement. His insights are detailed in works such as: “Management: Tasks, Responsibilities, Practices” (1973) “The Five Most Important Questions You Will Ever Ask About Your Organization” (1993). Here is a detailed explanation of each question and what Drucker means by them: 1. What is our business? This question addresses the core purpose of the organization.It’s not just about the products or services offered, but about the fundamental problem the company solves for its customers. Drucker’s insight: See the business from the customer’s perspective.For example, a railroad company should think of itself not as a train operator, but as a provider of transportation for people and goods.Failure to understand this led to losing out to airlines and trucking companies. 2. Who is our customer? This question goes beyond demographics and identifies whose needs the organization satisfies. Sometimes the customer is not the payer, but the beneficiary.For instance, in education, the customer might be the student or the parent; in healthcare, it could be the patient or the insurer.Understanding who truly benefits and values your offerings is crucial. 3. What does the customer value? This requires empathy and research. Organizations often assume they know what customers want — but that’s not always true.Customer value can be: Convenience Speed Quality Status Safety Emotional fulfillment Drucker emphasizes: Managers must ask customers directly — it cannot be guessed. 4. What will our business be? This question focuses on the future, considering market, technological, social, and economic trends. It calls for strategic foresight and adaptability.Companies must anticipate changes and prepare to evolve with shifting customer needs and environments. 5. What should our business be? This question addresses the organization’s deeper mission and societal role. It invites reflection on: Ethics Long-term contribution The kind of impact the company wants to make beyond profits This can lead to redefinition of business focus and sustainable success. Summary:   These questions are not mere formalities — they require deep reflection on the organization’s role in serving customers. Drucker views business fundamentally as a form of service. Clear, consistent answers to these questions form the foundation of a meaningful and effective mission statement. Without clarity on these points, a business risks operating without direction or purpose.

Introduction: From Marketing Mix to Marketing in Action In our previous article on the Marketing Mix (read it here), we discussed the 4Ps — Product, Price, Place, and Promotion — and how to shape each of them for your business. But knowing the elements is only half the story.The real question is: How do we make them work together — consistently, measurably, and profitably? That’s where the 4 core functions of marketing come in.Think of them as a continuous cycle that keeps your marketing alive: 1️⃣ The 4 Core Marketing Functions More than 100 years old — and still relevant today! Visual idea: Circular infographic with 4 segments, each in brand colors: dark blue (Primary), light blue (Secondary), yellow accents (Accent). Central title: “The Continuous Marketing Cycle” 2️⃣ The Analytical Function This is where we start — by breaking down events into parts so we can understand why something happened. Example:Your sales grew last week, but you didn’t run a new campaign. By identifying causes, we can repeat success or avoid mistakes. The 4 types of analytics you must know: 💡 In our previous Marketing Mix article, we explained why measuring your product, price, place, and promotion is essential — analytics is how you do it in practice. 3️⃣ What We Analyze We analyze everything that affects our business: 4️⃣ The Production Function Now we use our analysis to create strategies: 5️⃣ The Sales / Implementation Function Place for Pic 5 Here’s where planning meets reality.We execute the strategies we’ve designed: Important: Implementation is not just “sales” — it’s the active rollout of your entire marketing strategy. 6️⃣ The Management & Control Function Place for Pic 6 Execution without control is just wishful thinking.Here we: Especially in B2C markets, customer behavior can change quickly — you need to stay agile while keeping your objectives measurable. Once control is complete, we return to analysis — and the cycle starts again. Conclusion Every marketing initiative should follow this cycle: Then… repeat.This is how you ensure your marketing isn’t a one-time win but a continuous, improving system. 📝 Homework: Build Your 4-Function Marketing Plan for Your Business By the end of this exercise, you will have a ready-to-use plan you can start applying tomorrow. Step 1 — Analytical Function Step 2 — Production Function Step 3 — Sales / Implementation Function Step 4 — Management & Control Function At the end, you should have a complete cycle plan — from analysis to control — ready to put into practice. 📝 Homework for Article 2 — Marketing Mix This task will create a foundation for your plan in Article 3. Step 1 — Product Step 2 — Price Step 3 — Place Step 4 — Promotion 💡 Keep this document — you’ll use it in Article 3 to connect your Marketing Mix decisions to the 4 marketing functions.