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Chapter 2
Chapter 2
Chapter 2
Chapter 2
Chapter 2
Chapter 2
Chapter 2
Chapter 2
Chapter 2
Chapter 2
Chapter 2
Chapter 2
Chapter 2
Chapter 2
Chapter 2
Chapter 2
Chapter 2
Chapter 2
Chapter 2
Chapter 2
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  • Intel’s success has resulted from strong strategic planning and its relentless dedication to a simple marketing strategy: delivering superior value to customers by creating a continuous stream of leading-edge products. They also invest heavily to develop state-of-the-art products and bring them quickly to market. Intel’s marketing strategy goes far beyond innovative products and market development. It also includes innovative advertising using brand-awareness ads that create brand personality and convince PC buyers that Intel microprocessors really are superior. Intel has innovated at such a torrid pace that its microprocessors have sometimes outpaced market needs and capabilities. To help thing along, Intel has invested heavily in market development, creating new PC applications that can take full advantage of the latest Intel-powered PC’s. This strategy has brought it amazing success.
  • A market segment consists of consumers who respond in a similar way to a given set of marketing efforts. After a company has defined market segments, it can enter one or many segments of a given market. A target market is one or more segments that a company decides to enter. A company should target segments in which it can profitably generate the greatest customer value and sustain it over time.
  • Transcript

    • 1. Chapter 2 Strategic Planning and the Marketing Process
    • 2. Road Map: Previewing the Concepts
      • Explain companywide strategic planning and its four steps.
      • Discuss how to design business portfolios and growth strategies.
      • Explain functional planning strategies and asses marketing’s role in strategic planning.
      • Describe the marketing process and the forces that influence it.
      • List the marketing management functions, including the elements of a marketing plan.
    • 3. Strategic Planning
      • Many companies operate without formal plans, yet these plans can provide many benefits such as:
        • encouraging management to think ahead systematically,
        • forcing managers to clarify objectives and policies, and
        • helping the company to anticipate and respond quickly to environmental changes and sudden developments.
    • 4. Strategic Planning
      • Strategic Planning is the Process of Developing and Maintaining a Strategic Fit Between the Organization’s Goals and Capabilities and Its Changing Marketing Opportunities.
    • 5. Steps in Strategic Planning (Fig. 2-1)
    • 6. 3M
      • A mission statement is a statement of an organization’s purpose.
      • “… 3M solves people’s problems by putting innovation to work for them.”
      • http://www.3m.com/
    • 7. Setting Company Objectives and Goals
    • 8. Designing the Business Portfolio
      • The business portfolio is the collection of businesses and products that make up the company.
      • The company must:
        • analyze its current business portfolio or Strategic Business Units (SBU’s),
        • decide which SBU’s should receive more, less, or no investment,
        • develop growth strategies for adding new products or businesses to the portfolio.
    • 9. Analyzing Current SBU’s: BCG Growth-Share Matrix (Fig. 2-2)
      • 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
      • Dogs
      • Low growth & share
      • Low profit potential
      Relative Market Share High Low Market Growth Rate Low High ?
    • 10. Problems With Matrix Approaches Can be Difficult, Time-Consuming, Costly to Implement Difficult to Define SBU’s & Measure Market Share/Growth Focus on Current Businesses, But Not Future Planning Can Lead to Unwise Expansion or Diversification
    • 11.
      • Form students into groups of three to five members. Each group should answer the following questions pertaining to the opening chapter material on Intel, then discuss in class:
        • Why has Intel been so successful?
        • What has been the company’s primary strategy?
        • What role has innovation played in Intel’s success?
    • 12. Product/Market Expansion Grid (Fig. 2-3) 1. Market Penetration 2. Market Development 3. Product Development 4. Diversification Existing Markets New Markets Existing Products New Products
    • 13. Product/Market Expansion Grid Based on Starbucks
      • Market Penetration : making more sales to current customers without changing its products.
        • How? Add new stores in current market areas, improvements in advertising, prices, etc.
      • Market Development : identify and develop new markets for its current products.
        • How? Review new demographic (senior consumers) or geographic (Asian, European & Australian) markets.
    • 14. Product/Market Expansion Grid Based on Starbucks
      • Product Development : offering modified or new products to current markets.
        • How? Increasing food offerings, sell coffee in supermarkets, extend to Frappuccino drinks.
      • Diversification : start up or buy businesses outside current products and markets.
        • How? Currently testing two new restaurant concepts – Cafe Starbucks and Circadia, or branded casual clothing.
    • 15. Planning Cross-Functional Strategies Guiding Philosophy Inputs to Strategic Planners Marketing’s Role in Strategic Planning Design Strategies Customer Satisfaction
    • 16. Value Delivery Network Company’s Value Chain Suppliers Distributors Customers
    • 17. The Marketing Process (Fig. 2-4)
    • 18. Connecting With Customers
      • Market Segmentation : determining distinct groups of buyers (segments) with different needs, characteristics, or behavior.
      • Market Targeting : evaluating each segment’s attractiveness and selecting one or more segments to enter.
      • Market Positioning : arranging for a product to occupy a clear, distinctive, and desirable place relative to competing products in the minds of target consumers. i.e. Chevy Blazer is “like a rock.”
    • 19.
      • What is the difference between a market segment and a market target?
    • 20. Developing the Marketing Mix (Fig. 2-5)
    • 21. The 4 P’s & 4 C’s of the Marketing Mix
      • 4 P’s
        • Product
        • Price
        • Place
        • Promotion
      • 4 C’s
        • Customer Solution
        • Customer Cost
        • Convenience
        • Communication
    • 22. Managing the Marketing Effort (Fig. 2-6)
    • 23. Contents of a Marketing Plan (Table 2-2) Executive Summary Current Marketing Situation Threats and Opportunity Analysis Objectives and Issues Marketing Strategy Action Programs Budgets Controls
    • 24. Marketing Department Organization Formats for Organizing the Department Include: Geographic Organization Combination Plan Market or Customer Organization Functional Organization Product Management Organization
    • 25. Marketing Control Process (Fig. 2-7)
    • 26. Review of Concept Connections
      • Explain companywide strategic planning and its four steps.
      • Discuss how to design business portfolios and growth strategies.
      • Explain functional planning strategies and assess marketing’s role in strategic planning.
      • Describe the marketing process and the forces that influence it.
      • List the marketing management functions, including the elements of a marketing plan.

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