Post on 23-Dec-2015
it is more important to do what is strategically right than what is immediately profitable.
Philip Kotler
2
The learning objectives:
•What is strategy?•what is strategic planning?•Marketing Planning process
1. Strategy
The logics by which the business unit hopes to achieve its marketing objectives.
Discussion
What ‘s the difference between the strategies and the tactics?
Market-Oriented Strategic Planning
Objectives
Skills
Resources
Opportunities
Market-Oriented Strategic Planning
Objectives
Skills
Resources
Opportunities
Profitand
Growth
Corporate Headquarters Planning
Define the corporate missionEstablish strategic business units (SBUs)Assign resources to SBUsPlan new business, downsize older businesses
The McKinsey 7-S Framework
SkillsSkills
Sharedvalues
Sharedvalues
StaffStaff
StyleStyle
StrategyStrategy
StructureStructure
SystemsSystems
Sell the product
The Value-Delivery Process
Make the product
ProcureDesignproduct Make Price Sell Advertise/
promote Distribute Service
Choose the Value Provide the Value Communicate the Value
(a) Traditional physical process sequence
(b) Value creation & delivery sequence
Strategic marketing Tactical marketing
2.Strategic planning
The process of developing and maintaining a strategic fit between the organization’s goals and capabilities and its changing marketing opportunities. It involves defining a clear company mission, setting supporting objectives,designing a sound business portfolios and coordinating functional strategies.
The Marketing Plan
Executive Summary & Table of Contents
Current Marketing Situation
Opportunity & Issue Analysis
Objectives
Marketing Strategy
Action Programs
Projected Profit-and-loss
Controls
Sal
esS
ales
10105500Time (yearsTime (years)
The Strategic-Planning Gap
Desiredsales
Desiredsales
Integrative growth
Intensive growth
CurrentportfolioCurrentportfolio
Strategic-Strategic-planningplanning
gapgap
DiversificationDiversification growthgrowth
Competitors
Marketingintermediaries
PublicsSuppliers
Factors Influencing Company Marketing Strategy
Mar
ketin
g
info
rmat
ion
syst
em
Marketing
planningsystem
Marketing
organization
system Mar
ketin
g
orga
niza
tion
and
impl
emen
tatio
n
Product
Promotion
Place PriceTargetcustomers
Demographic/Demographic/economiceconomic
environmentenvironment
Social/Social/culturalcultural
environmentenvironment
Technical/Technical/physicalphysical
environmentenvironment
Political/Political/legallegal
environmentenvironment
Steps in strategic planning(page 48)
Mission----objectives and goals business portfolios-----planning,marketing and other functional strategies
mission
The organization’s purpose---- what it wants to accomplish in the larger environment.
Good Mission Statements:
Limited number of goals
Stress major policies & values
Define competitive scopes
Business portfolios
The collection of business and products that make up the company.
Strategic business unit (SBU)
a unit of company that has a separate mission and objectives and that can be planned independently from other company businesses,it can be a company division, a product line with a division, or sometimes a single product or brand.
Three Intensive Growth Strategies: Ansoff’s Product/Market Expansion Grid
4. Diversification2. Marketdevelopment
Newmarkets
1. Marketpenetration
Existingmarkets
Existingproducts
3. Productdevelopment
Newproducts
The Boston Consulting Group’s Growth-Share Matrix
20%-20%-18%-18%-16%-16%-14%-14%-12%-12%-10%-10%- 8%-8%- 6%-6%- 4%-4%- 2%-2%- 00M
arke
t G
row
th R
ate
3 ?Question marks
? ??21
Cash cow
6
Dogs
8
710x 4x 2x 1.5x 1x 10x 4x 2x 1.5x 1x
Relative Market Share.5x .4x .3x .2x .1x .5x .4x .3x .2x .1x
Stars
5
4
Market Attractiveness: Competitive- Position Portfolio Classification
MA
RK
ET
AT
TR
AC
TIV
EN
ES
SM
AR
KE
T A
TT
RA
CT
IVE
NE
SS
5.005.00
3.673.67
2.332.33
1.001.00
Lo
wL
ow
Med
ium
Med
ium
Hig
hH
igh
Reliefvalve
Flexiblediaphragms
Fuelpumps
Aerospacefittings
Clutches
Hydraulicpumps
Joints
StrongStrong MediumMedium WeakWeakBUSINESS STRENGTHBUSINESS STRENGTH
1.001.002.332.333.673.675.005.00
Invest/growInvest/grow Selectivity/earningsSelectivity/earnings Harvest/divestHarvest/divest
1
4
2
3
HighHigh
LowLow
HighHigh LowLow
Att
ract
iven
ess
Att
ract
iven
ess
Success ProbabilitySuccess Probability OpportunitiesOpportunities
Opportunity Matrix
1. Company develops a more powerful lighting system
2. Company develops a device for measuring the energy efficiency of any lighting system
3. Company develops a device for measuring illumination level
4. Company develops a software program to teach lighting fundamentals to TV studio personnel
Threat Matrix
1. Competitor develops a superior lighting system
2. Major prolonged economic depression
3. Higher costs4. Legislation to reduce number
of TV studio licenses
1
4
2
3
HighHigh
LowLow
HighHigh LowLow
Ser
iou
snes
sS
erio
usn
ess
Probability of OccurrenceProbability of Occurrence ThreatsThreats
3.marketing process
•1.analyzing marketing opportunities•2.selecting target markets•3.developing the marketing mix•4.Managing the marketing effort.
Strategic-Planning, Implementation, and Control Process
Measuringresults
Diagnosingresults
Takingcorrective
action
ImplementationImplementationPlanningPlanning
Corporateplanning
Divisionplanning
Businessplanning
Productplanning
Organizing
Implementing
ControlControl
Market Segmentation
Dividing a market into distinct groups of buyers on the basis of needs,characteristics, or behaviors who might require separate products or marketing mixes.
Market segment
A group of consumers who respond in a similar way to a given set of marketing effort.
Market targeting
The process of evaluating each market segment’s attractiveness and selecting one or more segment to enter.
Marketing positioning
Arranging for a product to occupy a clear,distinctive, and desirable place relative to competing products in the minds of target consumers.
Marketing mix
4P’S----product,price,promotion,place4C’s---customer solution.customer cost, convenience, communication
Managing the marketing effort
Marketing analysis
Marketing planning
Implementation
control
Assignment
1.reading material:P63—P66, P702.Page 38,79