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Ch-3

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  • 1. Chapter 3 Winning Markets: Market-Oriented Strategic Planning Marketing Management Tenth Edition Philip Kotler
  • 2. Objectives
    • Corporate and division strategic planing
    • Business unit planning
    • The marketing process
    • Product level planning
    • The marketing plan
  • 3. Market-Oriented Strategic Planning Objectives Skills Resources Opportunities
  • 4. Market-Oriented Strategic Planning Objectives Skills Resources Opportunities Profit and Growth
  • 5. Corporate Headquarters Planning
    • Define the corporate mission
    • Establish strategic business units (SBUs)
    • Assign resources to SBUs
    • Plan new business, downsize older businesses
  • 6. Strategic-Planning, Implementation, and Control Process Planning Measuring results Diagnosing results Taking corrective action Implementation Corporate planning Division planning Business planning Product planning Organizing Implementing Control
  • 7. Good Mission Statements: Limited number of goals Stress major policies & values Define competitive scopes
  • 8. The Boston Consulting Group’s Growth-Share Matrix 20%- 18%- 16%- 14%- 12%- 10%- 8%- 6%- 4%- 2%- 0 Market Growth Rate 3 ? Question marks ? ? ? 2 1 Cash cow 6 Dogs 8 7 10x 4x 2x 1.5x 1x Relative Market Share .5x .4x .3x .2x .1x Stars 5 4
  • 9. Market Attractiveness: Competitive- Position Portfolio Classification MARKET ATTRACTIVENESS 5.00 3.67 2.33 1.00 Low Medium High Relief valve Flexible diaphragms Fuel pumps Aerospace fittings Clutches Hydraulic pumps Joints Strong Medium Weak BUSINESS STRENGTH 1.00 2.33 3.67 5.00 Invest/grow Selectivity/earnings Harvest/divest
  • 10. The Strategic-Planning Gap Sales 10 5 0 Time (years ) Desired sales Integrative growth Intensive growth Current portfolio Strategic- planning gap Diversification growth
  • 11. Three Intensive Growth Strategies: Ansoff’s Product/Market Expansion Grid 4. Diversification 2. Market development New markets 1. Market penetration Existing markets Existing products 3. Product development New products
  • 12. Opportunity Matrix
    • 1. Company develops a more powerful lighting system
    • 2. Company develops a device for measuring the energy efficiency of any lighting system
    • 3. Company develops a device for measuring illumination level
    • 4. Company develops a software program to teach lighting fundamentals to TV studio personnel
    1 4 2 3 High Low High Low Attractiveness Success Probability Opportunities
  • 13. Threat Matrix
    • 1. Competitor develops a superior lighting system
    • 2. Major prolonged economic depression
    • 3. Higher costs
    • 4. Legislation to reduce number of TV studio licenses
    1 4 2 3 High Low High Low Seriousness Probability of Occurrence Threats
  • 14. The McKinsey 7-S Framework Skills Shared values Staff Style Strategy Structure Systems
  • 15. The Value-Delivery Process (a) Traditional physical process sequence (b) Value creation & delivery sequence Sell the product Make the product Procure Design product Make Price Sell Advertise/ promote Distribute Service Choose the Value Provide the Value Communicate the Value Strategic marketing Tactical marketing
  • 16. The Marketing Plan Executive Summary & Table of Contents Current Marketing Situation Opportunity & Issue Analysis Objectives Marketing Strategy Action Programs Projected Profit-and-loss Controls
  • 17. Factors Influencing Company Marketing Strategy Target customers Competitors Marketing intermediaries Publics Suppliers Marketing information system Marketing planning system Marketing organization system Marketing organization and implementation Product Promotion Place Price Demographic/ economic environment Social/ cultural environment Technical/ physical environment Political/ legal environment
  • 18. Review
    • Corporate and division strategic planing
    • Business unit planning
    • The marketing process
    • Product level planning
    • The marketing plan

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