Corporate Marketing Planning Corporate Marketing Planning


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  • Corporate Marketing Planning Corporate Marketing Planning

    1. 1. Corporate Marketing Planning
    2. 2. Corporate Marketing Planning <ul><li>Corporate Strategy </li></ul><ul><ul><li>Which products to Offer </li></ul></ul><ul><ul><li>Which Markets to Serve </li></ul></ul><ul><li>Product Mix Strategy </li></ul><ul><ul><li>What Each Product Should Contribute to the Firm </li></ul></ul><ul><ul><li>How Resources Should be Allocated Across Products </li></ul></ul>
    3. 3. Factors Influencing Corporate Strategy Environmental Problems and Opportunities Corporate Mission and Objectives Corporate Strategy Organizational Resources and Competencies
    4. 4. Using Distinctive Competencies <ul><li>Competency </li></ul><ul><ul><li>R&D Capability </li></ul></ul><ul><ul><li>Financial Resources </li></ul></ul><ul><ul><li>Company Reputation for Quality </li></ul></ul><ul><ul><li>Strong Sales Force </li></ul></ul><ul><ul><li>Control Over Materials and Other Supplies </li></ul></ul><ul><li>Potential Use </li></ul><ul><ul><li>Emphasize High technology in product development </li></ul></ul><ul><ul><li>Acquiring other businesses </li></ul></ul><ul><ul><li>Select markets where reputation is known </li></ul></ul><ul><ul><li>Select new products that can be sold by same salesforce </li></ul></ul><ul><ul><li>Emphasize products that require these resources; compete as low-cost producer </li></ul></ul>
    5. 5. Common Types of Corporate Objectives <ul><li>Profitability </li></ul><ul><ul><li>i.e. Net profit as a percent of sales </li></ul></ul><ul><li>Volume </li></ul><ul><ul><li>i.e. Market share </li></ul></ul><ul><li>Stability </li></ul><ul><ul><li>i.e. Variance in annual sales volume </li></ul></ul><ul><li>Nonfinancial </li></ul><ul><ul><li>i.e. Improved corporate image </li></ul></ul>
    6. 6. Sell the Business Core Business Integration Product Development Backward Forward Horizontal Market Development Market Penetration Concentric Horizontal Conglomerate New Products for Existing Markets New Markets for Existing Products New Product Markets (Diversification) Related to Core Business Unrelated to Core Business Core Development Options
    7. 7. Basic Types of Corporate Strategy <ul><li>Growth Strategies </li></ul><ul><ul><li>For Current Markets </li></ul></ul><ul><ul><ul><li>Market penetration </li></ul></ul></ul><ul><ul><ul><li>Product Development </li></ul></ul></ul><ul><ul><ul><li>Vertical Integration </li></ul></ul></ul><ul><ul><li>For New Markets </li></ul></ul><ul><ul><ul><li>Market development </li></ul></ul></ul><ul><ul><ul><li>Diversification </li></ul></ul></ul><ul><ul><ul><li>Strategic Alliances </li></ul></ul></ul>
    8. 8. Basic Types of Corporate Strategy <ul><li>Consolidation Strategies </li></ul><ul><ul><li>Retrenchment </li></ul></ul><ul><ul><li>Pruning </li></ul></ul><ul><ul><li>Divestment </li></ul></ul>
    9. 9. Product Mix Strategy <ul><li>Product Form </li></ul><ul><li>Product Class </li></ul><ul><li>Generic Need </li></ul><ul><li>Sales of regular tea, decaffeinated tea or herbal tea </li></ul><ul><li>Sales of tea </li></ul><ul><li>Sales of all beverages </li></ul>Definitions of the Relevant Market
    10. 10. Product Mix Strategy <ul><li>The BCG Growth-Share Matrix </li></ul><ul><li>The GE Business Screen </li></ul><ul><li>Directional Policy Matrix </li></ul>Product Portfolio Models
    11. 11. The BCG Matrix ? Low High G R O W T H R A T E MARKET SHARE High Low
    12. 12. R & D Cash Generated Cash Use Net Star Cash Generated Cash Use Net Cash Cow Cash Generated Cash Use Net Problem Child Cash Generated Cash Use Net Dog Cash Generated Cash Use Net High High Low Low 0% 10% 10x 1.0x 1x Market Dominance Market- Growth Rate 0 ++ 0 + -- -- -- +++ -- ++ + -- 0 The BCG Growth-Share Matrix
    13. 13. GE Planning Grid Protect Position Invest to Build Build Selectively Build Selectively Selectivity/ Manage for Earnings Limited Expansion or Harvest Protect and Refocus Manage for Earnings Divest Low High Medium Medium Strong Weak Business Strength Strategies Market Attractiveness
    14. 14. Evaluating Competitive Strength and Market Attractiveness <ul><li>Competitive Strength Dimensions </li></ul><ul><ul><li>Does our market share suggest we have a strong customer base? </li></ul></ul><ul><ul><li>Do we have the managerial skills needed to compete? </li></ul></ul><ul><ul><li>Are our production facilities modern and efficient? </li></ul></ul><ul><ul><li>Do we possess the technology to maintain a competitive rate of innovation? </li></ul></ul><ul><ul><li>Do customers have a positive image of our products? </li></ul></ul><ul><ul><li>Does our cost structure enable us to be competitive on price? </li></ul></ul><ul><ul><li>Do we have stable and reliable suppliers? </li></ul></ul>
    15. 15. Evaluating Competitive Strength and Market Attractiveness <ul><li>Market Attractiveness Dimensions </li></ul><ul><ul><li>Is the industry sales-growth rate high? </li></ul></ul><ul><ul><li>Is the market large enough to sustain several competitors? </li></ul></ul><ul><ul><li>Is the rate of product obsolescence high? </li></ul></ul><ul><ul><li>Does extensive government regulation constrain actions? </li></ul></ul><ul><ul><li>Is there a risk of raw material or component shortage? </li></ul></ul><ul><ul><li>Are their a large number of strong competitors? </li></ul></ul><ul><ul><li>Does the industry present a strong potential for profit? </li></ul></ul><ul><ul><li>Does the industry fit well with our overall corporate strategy? </li></ul></ul>