ISO TC276 WG4 strategies and plans for developing bioprocessing ...
Chapter 2 Developing Marketing Strategies and Plans
36
Kotler • Keller Phillip Kevin Lane Marketing Management • 14e
description
mgt development
Transcript of Chapter 2 Developing Marketing Strategies and Plans
Kotler • KellerPhillip Kevin Lane
Marketing Management • 14e
Developing Marketing Strategies and Plans
Chapter 2
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 3 of 38
Discussion Questions
1. How does marketing affect customer value?
2. How is strategic planning carried out at different levels of the organization?
3. What does a marketing plan include?
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 4 of 38
The Value Delivery Approach
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 5 of 38
The Value Chain
ProcurementHuman Resource management
Technological DevelopmentInfrastructure
Support Activities
Primary Activities ServiceMarketingOutbound
LogisticsOperationsInbound Logistics M
argin
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 6 of 38
Core Business ProcessesCustomer relationship management
Customer acquisition
Market-sensing
New-offering realization
Fulfillment management
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 7 of 38
Strategic Planning
Businesses as investment portfolio
Assessing each business’s strength
Establish a strategy
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 8 of 38
Figure 2.1
Strategic Planning, Implementation, and Control Processes
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 9 of 38
Marketing Plan
• Directs and coordinates the marketing effort
• Product Line or Brand Level• Strategic and Tactical levels
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 10 of 38
Levels of a Marketing Plan
• Strategic– Analysis of marketing
opportunities– Target marketing
decisions– Value proposition
• Tactical– Product features– Promotion– Merchandising– Pricing– Sales channels– Service
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 11 of 38
Corporate Strategic Planning
Define corporate mission
Establish SBU’s
Assign resources to SBU’s
Assess growth opportunities
1
2
3
4
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 12 of 38
Defining the Corporate Mission
What is our business?
Who is the customer? What is of
value to the customer?
What will our business be?
What should our business
be?
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 13 of 38
Mission Statements
1. Focus on a limited number of goals2. Stress major policies and values3. Define major competitive spheres4. Take a long-term view5. Short, memorable, meaningful
Characteristics of good mission statements:
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 14 of 38
To build total brand value by innovating to deliver customer value and customer leadership faster, better, and more completely than our competition
Vague Mission Statement
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 15 of 38
GOOGLE’S Mission Statement
To organize the world’s information and make it universally accessible and useful.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 16 of 38
Vague Philosophy
We build brands and make the world a little happier by bringing our best to you.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 17 of 38
GOOGLE’s PhilosophyNever settle for the best.
1. Focus on the user and all else will follow.2. It’s best to do one thing really, really well.3. Fast is better than slow.4. Democracy on the web works.5. You don’t need to be at your desk to need an answer.6. You can make money without doing evil.7. There is always more information out there.8. The need for information crosses all borders.9. You can be serious without a suit.10.Great just isn’t good enough.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 18 of 38
Strategic Business Units (SBU)Three Characteristics of an SBU:
A single business or collection of related businesses
Unique competitors
Leader responsible for planning and profitability
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 19 of 38
Defining Strategic Business Units
Technology
Customer groups
Customer needs
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 20 of 38
Company Product Definition Market Definition
Union Pacific We run a railroad. We are a people-and-goods mover.
Xerox We make copying equipment.
We help improve office productivity.
Hess Corporation We sell gasoline. We supply energy.
Paramount Pictures We make movies. We market entertainment.
Encyclopaedia Britannica We sell encyclopedias We distribute information.
Carrier We make air conditioners and furnaces.
We provide climate control in the home.
Strategic Business Units
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 21 of 38
Assigning Resources
HIGHMEDLOW
HIGH
MED
LOW
GE/McKinsey Matrix
Industry Attractiveness
Business Position
Boston Consulting Group Matrix
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 22 of 38
Assessing Growth Opportunities
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 23 of 38
The Strategic-Planning GapFigure 2.2
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 24 of 38
Intensive Growth
ProductsCurrent
Mar
kets
Market Penetration
Market Development
Product Development
Diversification
New
Curr
ent
New
Product-Market Expansion Grid
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 25 of 38
Integrative Growth
Business
Competitor
Wholesaler
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 26 of 38
Diversification Growth
New Opportunity
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 27 of 38
Corporate Culture
… is the shared experiences, stories, beliefs, and norms that characterize an organization.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 28 of 38
Marketing Innovation
Identify and encourage new ideas
Scenario Analysis
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 29 of 38
Business Unit Strategic PlanningFig
ure 2.3
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 30 of 38
Opportunity and Threat MatricesFigure 2.4
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 31 of 38
SWOT Analysis
TThreat
Exte
rnal
Inte
rnal SStrength WWeakness
OOpportunity
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 32 of 38
Goal Formulation
Ranked
Realistic
QuantifiedConsistent
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 33 of 38
Strategy Formulation
Porter’s Generic Strategies
Strategic Alliances
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 34 of 38
Program Formulation and Implementation
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 35 of 38
Feedback and Control
Strong leadership
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Slide 36 of 38
Product Planning
Marketing Plans
