Chap 2,company & marketing strategy
-
Upload
rajesh-kumar -
Category
Business
-
view
2.454 -
download
0
description
Transcript of Chap 2,company & marketing strategy
![Page 1: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/1.jpg)
Prepared by
PROF. RAJESH KUMAR(MBA IMT, GBD,SIX-SIGMA BLACK BELT CERTIFIED)
Prof. of IMT-CDL(DIMS)IP UNIV
Ex. HOD-MARKETING,BSD)E:[email protected]
P:9810275444www.marketingandbrandingguru.com
![Page 2: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/2.jpg)
Siemens AG has grown through new product innovation
![Page 3: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/3.jpg)
Netflix’s Distinctive Capabilities
![Page 4: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/4.jpg)
Holistic Marketing
![Page 5: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/5.jpg)
Holistic Marketing
Basically Holistic marketing Framework is design to address three management Question:
• Value Exploration
• Value Creation
• Value Delivery
![Page 6: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/6.jpg)
Value Exploration
Value ExplorationHow company will identify new value
Opportunity
• Customer Cognitive Space• Company’s Competence Space• The Collaboration Space
![Page 7: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/7.jpg)
Value Creation
Value CreationHow can company efficiently create more
innovative new product
• Identify New Customer Benefit• Utilizing core competence• Selecting & Managing New Partners
![Page 8: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/8.jpg)
Value Delivery
Value Delivery:How can company deliver the goods effectively
to customer
• Customer Relationship Management• Internal Resource Management• Business Partnership Management
![Page 9: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/9.jpg)
Nike Creates Value
![Page 10: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/10.jpg)
What is a Marketing Plan?
A marketing plan is the central instrument for directing and coordinating the marketing effort.
![Page 11: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/11.jpg)
Company wide strategic Planning
![Page 12: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/12.jpg)
The Strategic, Planning, Implementation and Control Processes
![Page 13: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/13.jpg)
Corporate Headquarters’ Planning Activities
• Define the corporate mission
• Establish strategic business units (SBUs)
• Assign resources to each SBU
• Assess growth opportunities
![Page 14: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/14.jpg)
.
M
Good Mission Statements
Focus on limited number of goalsFocus on limited number of goals
Stress major policies and valuesStress major policies and values
Define major competitive spheresDefine major competitive spheres
Take a long-term viewTake a long-term view
Short, memorable, meaningfulShort, memorable, meaningful
![Page 15: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/15.jpg)
Some Great Mission
“To achieve our objectives in an environmentof fairness, honesty, and courtesy towardsour clients, employees, vendors, and societyat large.”
We help you organize the world’s information and make it universally accessible and useful.
“We help people trade anything on earth. We will continue to enhance the online trading experiences of all—collectors, dealers, small businesses, unique item seekers, bargain hunters, opportunity sellers, and browsers.”
![Page 16: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/16.jpg)
Product Orientation vs. Market Orientation
![Page 17: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/17.jpg)
Characteristics of SBUs
• It is a single business or collection of related businesses
• It has its own set of competitors
• It has a leader responsible for strategic planning and profitability
![Page 18: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/18.jpg)
Assign resources to each SBU
Assign resources to each SBU
• According to Size• According to Importance• According to Involvement
![Page 19: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/19.jpg)
Assess growth opportunities
Assess growth opportunities
• Planning New Business• Downsizing• Terminating Older Business
![Page 20: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/20.jpg)
The Strategic Planning Gap
![Page 21: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/21.jpg)
BCG MATRIX
![Page 22: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/22.jpg)
DOGSLow growth, Low market share
• Dogs are the cash traps.
• Do not have potential to bring in much cash.
• Normally we assume it is the first stage of company
![Page 23: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/23.jpg)
CASH COWS Low growth , High market share
• Foundation of the company and often the stars of yesterday/ Tomorrow.
• Generate more cash than required.• Extract profits by investing little cash • They are located in an industry that is mature,
not growing or declining.
![Page 24: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/24.jpg)
STARSHigh growth, High market share
• Stars are leaders in business.• They also require heavy investment, to
maintain its large market share.• It leads to large amount of cash consumption
and cash generation.• Attempts should be made to hold the market
share otherwise the star will become a CASH COW/ Problem Child.
![Page 25: Chap 2,company & marketing strategy](https://reader035.fdocuments.us/reader035/viewer/2022062511/54ce79e94a7959ef6c8b4667/html5/thumbnails/25.jpg)
QUESTION MARKSHigh growth , Low market share
• They will absorb great amounts of cash if the market share remains unchanged, (low).
• Question marks have potential to become star and eventually cash cow but can also become a dog.
• Investments should be high for question marks.