Unit 2. STRATEGIC PLANNING AND THE

MARKETING PROCESS

 Objectives

Participants will be able to:

1.explain company wide strategic planning and its four steps

2.explain functional planning strategies assess marketing role in strategic planning

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The Role of Marketing in Strategic Planning

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Strategic Planning

Strategic planning is the process of developing and maintaining a feasible fit between the organization’s objectives, skills, and resources and its changing marketing opportunities

(Kotler et.al(2012 pg38)

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Strategic Planning

According to Kotler et.al (2012) Company-wide strategic planning guides marketing strategy and planning. Like marketing strategy, the company’s broad strategy must also be customer oriented

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Reasons for Planning

Kotler posit the following :

•if one does not know where we are going any road will take us there.•The essence of strategic planning is the contemplation of current decision choices in the light of their probable outcome in the future

•The future is unpredictable however it is not a arbitrary stroll.

Source: Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc. Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458 6

Four Organizational Levels of Strategic Planning

Corporate SBU Unit Functional

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Four Steps in Corporate Strategic Planning Process

1. Defining the corporate mission. 2. Establishing strategic business units

(SBU).3. Assigning resources to each SBU.4. Developing growth strategies(Kotler et.al pg 38-

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Corporate Strategic Planning (cont.) Defining the corporate mission

1. Mission• The organization’s mission should define the

competitive scopes within which the company will operate. Industry scope, products and applications scope, competencies scope, market-segment scope, and vertical scope.

• should be market oriented and defined in terms of satisfying basic customer needs.

• Products and technologies eventually become outdated, but basic market needs may last forever.

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Corporate Strategic Planning (cont.) Defining the corporate mission

1. Mission

Questions to ask in establishing Mission!• What is our current business? • Who is the customer?• What do consumers value? • What do we do best? • What should our business be?• What are the values/ethics of the company?

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Corporate Strategic Planning (cont.) Defining the corporate mission

2. Establishing Strategic Business Units

Business portfolio:The collection of businesses and products that make up the company.( Kotler 2012 pg 40)

• Define Strategic Business Units by need rather than product.food vs pattyConvenience food fried chicken etcDefining business by product lead to

• Defined in terms of satisfying basic customer needsto Marketing myopia – communication vs blackberry

phone.

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Corporate Strategic Planning (cont.) Defining the corporate mission

2. Establishing Strategic Business UnitsKotler contends the following :The best business portfolio is the one that best fits the company’s strengths and weaknesses to opportunities in the environment. Business portfolio planning involves two steps.

First, the company must analyze its current business portfolio and determine which businesses should receive more, less, or no investment.

Portfolio analysisThe process by which Management evaluates the products and businesses that make up the company.(Kotler et.al 2012 pg 42)

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Corporate Strategic Planning (cont.) Defining the corporate mission

2. Establishing Strategic Business UnitsKotler contends the following :

Second, it must shape the future portfolio by developing strategies for growth and downsizing.

The purpose of strategic planning is to find ways in which the company can best use its strengths to take advantage of attractive opportunities in the environment.

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Corporate Strategic Planning (cont.) Defining the corporate mission

3. Assigning Resources to Each SBU

• The best-known portfolio-planning /analytical tools is the Boston Consulting Group growth-share matrix are used to guide management in evaluating each SBU.

• Anticipate changes

Growth-share matrixA portfolio-planning method that evaluatesa company’s SBUs in terms of its market

growth rate and relative market share.(Kotler…..)

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Mark

et

Gro

wth

Rate

Low

H

igh

Analyzing Current SBU’s:Boston Consulting Group Approach

Question Marks

• High growth, low share • Build into Stars or phase out • Require cash to hold market share

Question Marks

• High growth, low share • Build into Stars or phase out • Require cash to hold market share

Stars

• High growth & share• Profit potential • May need heavy investment to grow

Cash Cows

• Low growth, high share• Established, successful SBU’s•Produce cash

Cash Cows

• Low growth, high share• Established, successful SBU’s•Produce cash

Dogs

• Low growth & share • Low profit potential

Dogs

• Low growth & share • Low profit potential

High LowRelative Market Share

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Limitations of the Boston Consulting Group Approach

Porter contend that the BCG matrix exhibits the following weaknesses:1.Market growth rate is only one factor in industry attractiveness:-

relative market share is only one factor in competitive advantage.

The growth-share matrix overlooks many other factors in these two important determinants of profitability.

2.The framework assumes that each SBU is independent of the others.

In some cases, a business unit that is a "dog" may be helping other business units gain a competitive

advantage.

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Limitations of the Boston Consulting Group Approach

3. The matrix depends heavily upon the breadth of the definition of the market. A business unit may dominate its small niche, but

have very low market share in the overall industry.

In such a case, the definition of the market can make the difference between a dog and a cash cow.

(adapted from: http://www.netmba.com/strategy/matrix/bcg/)

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Corporate Strategic Planning (cont.)

4. Developing Growth Strategies– Intensive growth opportunities: Identify

further opportunities to achieve growth within the company’s current business.• Market penetration strategy seeks to

increase current products in current markets.• Market development strategy looks for new

markets in which current products can expand.

• Product development strategy considers new product possibilities

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Corporate Strategic Planning (cont.)

- Diversification growth opportunities: Identify opportunities to add attractive businesses that are unrelated to the company’s current businesses.• Concentric diversification strategy:

Company seeks new products that have technological and/or marketing synergy with existing product lines, even though the product may appeal to a new class of customers

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Corporate Strategic Planning (cont.)

- Horizontal diversification strategy: Company searches for new products that could appeal to its current customers though technologically unrelated to its current product line.

• Conglomerate diversification strategy.- Financial Institutions getting into real estates or farming business

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Corporate Strategic Planning (cont.)

- Integrative growth opportunities.• Backward integration: An Agro-Processing

company acquiring one of its supplier’ farms.• Forward integration: Agro Processing

company acquiring a distribution chain. conglomerate

• Horizontal integration: An Agro-Processing company acquiring one or more competitors, provided the government does not bar the move. or Digicel acquiring Claro

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1. Market Penetration

2. Market Development

3. Product Development

4. Diversification

ExistingMarkets

NewMarkets

ExistingProducts

NewProducts

Product/ Market Expansion Grid

Developing Growth Strategies in the Age of Connectedness

Adapted from Kotler. pg44

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Product/ Market Expansion Grid

Developing Growth Strategies in the Age of Connectedness

Product/market expansion grid:-A portfolio-planning tool for identifyingcompany growth opportunities throughmarket penetration, market development,product development, or diversification

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Business Strategy Planning –Planning at the SBU Level

1.Business mission

2.External environment analysis– opportunities and threats

3. Internal environment analysis– strengths and weaknesses

4.Goal Formulation (What do we want?)–The vision

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Business Strategy Planning (cont.)

5. Strategy Formulation (How do we get there?)- Michael Porter’s three generic types of strategy:

• Overall cost leadership• Differentiation• Focus

– Strategic Alliances: companies need to form strategic alliances with domestic or multinational companies that complement or leverage their capabilities and resources to achieve leadership nationally or globally.

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Business Strategy Planning (cont.)

6. Program formulation. Corporations must develop hiring, training, advertising, and other programs to support their strategy.

7. Implementation. If A firm is going to be successful , it must communicate its strategy to its employees and it must have the resources to carry out its strategy.

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Business Strategy Planning (cont.)

8. Feedback and control are unquestionably essential to track outcomes and monitor new developments in the market environment.

References and further reading

1. Principles of Marketing. K2. Kotler et.al, (2013), Marketing for Hospitality and Tourism,

Retrieved Jan, 2013 from:……

• Kotler, P. Bowen J, Makens,J 2003 Pearson Education, Inc Retreaved from:

• NetMBA.com (2002-2010) The BCG Growth-Share Matrix Retrieved January 09, 2012 from :http://www.netmba.com/strategy/matrix/bcg/

• http://www.slideshare.net/taquilla/marketing-management-by-philip-kotler-719-slides

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