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    Developing Marketing Strategies and Plans Developing Marketing Strategies and Plans Presentation Transcript

    • Developing MarketingStrategies and PlansKoichi Tachiya
    • Chapter QuestionsHow does marketing affect customer value?How is strategic planning carried out atdifferent levels of the organization?What does a marketing plan include?Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 2-2
    • Phases of Value Creation andDeliveryCopyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 2-3Choosing the valueProviding the valueCommunicating the value
    • Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 2-4What is the Value Chain?The value chain is a tool for identifying waysto create more customer value becauseevery firm is a synthesis of primary andsupport activities performed to design,produce, market, deliver, and support itsproduct.
    • Core Business ProcessesMarket-sensing processNew-offering realization processCustomer acquisition processCustomer relationship management processFulfillment management processCopyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 2-6
    • Characteristics ofCore CompetenciesA source of competitive advantageApplications in a wide variety of marketsDifficult to imitateCopyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 2-7
    • Maximizing Core Competencies(Re)defining the business concept(Re)shaping the business scope(Re)positioning the company’s brand identityCopyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 2-8
    • Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 2-9What is Holistic Marketing?Holistic marketing sees itself as integratingvalue exploration, value creation, and valuedelivery activities with the purpose ofbuilding long-term, mutually satisfyingrelationships and co-prosperity among keystakeholders.
    • Questions to Address inHolistic MarketingCopyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 2-10What value opportunities are available?How can we create new value offeringsefficiently?How can we deliver the new offeringsefficiently?
    • Figure 2.1: The Strategic Planning,Implementation, andControl ProcessesCopyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 2-11
    • Table 2.1: Master MarketersCopyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 2-12
    • Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 2-13Levels of a Marketing PlanStrategicTarget marketingdecisionsValue propositionAnalysis ofmarketingopportunitiesTacticalProduct featuresPromotionMerchandisingPricingSales channelsService
    • Corporate Headquarters’Planning ActivitiesDefine the corporate missionEstablish strategic business units (SBUs)Assign resources to each SBUAssess growth opportunitiesCopyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 2-14
    • Good Mission StatementsFocus on a limitednumber of goalsStress major policiesand valuesDefine majorcompetitive spheresTake a long-term viewAre short, memorable,meaningfulCopyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 2-15
    • GoogleCopyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 2-16
    • Table 2.2:Major Competitive SpheresIndustryProductsCompetenceMarket segmentVertical channelsGeographicCopyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 2-17
    • Table 2.3: Product Orientation vs.Market OrientationCompany Product MarketMissouri-PacificRailroadWe run a railroad We are a people-and-goods moverXerox We make copyingequipmentWe improve officeproductivityStandard Oil We sell gasoline We supply energyColumbia Pictures We make movies We entertainpeopleCopyright © 2012 Pearson Education,Inc. Publishing as Prentice Hall
    • Dimensions Define a BusinessCopyright © 2012 Pearson Education,Inc. Publishing as Prentice HallCustomer GroupsCustomer NeedsTechnology
    • Characteristics ofStrategic Business Units (SBUs)ex. General Electric has 49 SBUs•It is a single business or collection ofrelated businesses→collection of related businesses•It has its own set of competitors  → Sony, Samsung•It has a leader responsible for strategicplanning and profitabilityCopyright © 2012 Pearson Education,Inc. Publishing as Prentice Hall
    • Figure 2.2:The Strategic-Planning GapCopyright © 2012 Pearson Education,Inc. Publishing as Prentice Hall
    • What is Corporate Culture?Corporate culture isThe shared experiences, stories, beliefs,and norms that characterize anorganization.Copyright © 2012 Pearson Education,Inc. Publishing as Prentice Hall
    • Figure 2.3: The Business UnitStrategic-Planning ProcessCopyright © 2012 Pearson Education,Inc. Publishing as Prentice Hall
    • SWOT AnalysisCopyright © 2012 Pearson Education,Inc. Publishing as Prentice HallStrengthsWeaknessesOpportunitiesThreats
    • Copyright © 2011 Pearson Education,Inc. Publishing as Prentice Hall
    • Market Opportunity Analysis (MOA)Consider followings:• Can the benefits involved in theopportunity be articulated convincingly toa defined target market?• Can the target market be located andreached with cost-effective media andtrade channels?• Does the company possess or haveaccess to the critical capabilities andresources needed to deliver the customerbenefits?Copyright © 2012 Pearson Education,Inc. Publishing as Prentice Hall
    • Market Opportunity Analysis (MOA)• Can the company deliver the benefitsbetter than any actual or potentialcompetitors?• Will the financial rate of return meet orexceed the company’s requiredthreshold for investment?Copyright © 2012 Pearson Education,Inc. Publishing as Prentice Hall
    • Figure 2.4:Opportunity and Threat MatricesCopyright © 2012 Pearson Education,Inc. Publishing as Prentice Hall
    • Goal Formulation andManagers by Objectives• Unit’s objectives must be hierarchical→ priority # of objects’ importance• Objectives should be quantitative→ increase sales by 15% in 2 years.• Goals should be realistic→ use SWOT/Market Opportunity Analysis• Objectives must be consistent→ not possible to increase sales/profit atthe same timeCopyright © 2012 Pearson Education,Inc. Publishing as Prentice Hall
    • Porter’s Generic StrategiesCopyright © 2012 Pearson Education,Inc. Publishing as Prentice HallOverall cost leadershipDifferentiationFocus
    • Categories of Marketing Alliances• Product or service alliancesex. Starbucks +   Barnes and Nobles• Promotional alliancesex. McDonald’s + Disney = Happy meal• Logistics alliancesex. Zappos + UPS• Pricing collaborationsex. Credit card/Rental car offer mutual pricediscountCopyright © 2012 Pearson Education,Inc. Publishing as Prentice Hall
    • McKinsey’s Elements of SuccessCopyright © 2012 Pearson Education,Inc. Publishing as Prentice HallStrategyStructureSystemsStyleShared valuesStaffSkills
    • Marketing Plan ContentsCopyright © 2012 Pearson Education,Inc. Publishing as Prentice Hall Executive summary Table of contents Situation analysis Marketing strategy Financial projections Implementation controls
    • Evaluating a Marketing PlanCopyright © 2012 Pearson Education,Inc. Publishing as Prentice Hall Is the plan simple? Is the plan specific? Is the plan realistic? Is the plan complete?
    • For Review• How does marketing affect customervalue?• How is strategic planning carried out atdifferent levels of the organization?• What does a marketing plan include?Copyright © 2012 Pearson Education,Inc. Publishing as Prentice Hall
    • Mission StatementsNIKETo Bring Inspiration and innovation toevery athlete in the world.MicrosoftWe work to help people and businessesthroughout the world realize their fullpotentialCVSWe will be the easiest pharmacy retailer forcustomers to use.DisneyWe create happiness by providing the finestin entertainment for people of all ages,everywhere.
    • Questions1. Are these mission statements lacking“teeth” and specificity?2. Do they vary much from firm to firm?3. Are these empty promises?4. Take mission: mission statements arecritical to a successful marketingorganization versus mission statementsrarely provide useful marketing value.Copyright © 2011 Pearson Education,Inc. Publishing as Prentice Hall
    • 2-2-3838All rights reserved. No part of this publication may be reproduced, stored in aretrieval system, or transmitted, in any form or by any means, electronic,mechanical, photocopying, recording, or otherwise, without the prior writtenpermission of the publisher. Printed in the United States of America.Copyright © 2012 Pearson Education, Inc.  Copyright © 2012 Pearson Education, Inc.  Publishing as Prentice HallPublishing as Prentice Hall