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CH02.ppt

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  • 1. DEVELOPING SUCCESSFUL MARKETING AND CORPORATE STRATEGIES C HAPTER
  • 2.
    • Levels in Organizations and How Marketing Links to Them
    • Corporate Level
    • Strategic Business Unit (SBU)
    • Functional Level
    • Business Unit Level
    ORGANIZATIONS AND THEIR LEVELS OF STRATEGY
    • Department
  • 3.
    • Strategy Issues in Organizations
    • The Business
    • The Mission (Mission Statement/Vision)
    • Organizational Culture
    • Stakeholders
    • Organizational Culture
    ORGANIZATIONS AND THEIR LEVELS OF STRATEGY
  • 4.
    • Strategy Issues in Organizations
    • Goals or Objectives
    • Profit
    • Sales
    • Market Share
    • Quality
    • Customer Satisfaction
    • Employee Welfare
    • Social Responsibility
    ORGANIZATIONS AND THEIR LEVELS OF STRATEGY
  • 5. Concept Check 2. What is the meaning of an organization’s mission?
      • A: Mission is a statement of the organization’s scope, often identifying its customers, markets, products, technology, and values.
  • 6. Concept Check 3. How do an organization’s goals relate to its mission?
      • A: Goals or objectives measure how well the organization’s mission is being accomplished.
  • 7. SETTING STRATEGIC DIRECTIONS
    • Competencies
    • A Look Around: Where Are We Now?
    • Customers
    • Competitive Advantage
    • Competitors
  • 8. SETTING STRATEGIC DIRECTIONS
    • Growth Strategies: Where Do We Want to Go?
    • Business Portfolio Analysis (BCG)
    • Relative Market Share
    • Market Growth Rate
    • Stars
    • Cash Cows
    • Dogs
    • Question Marks or Problem Children
  • 9. FIGURE 2-2 Boston Consulting Group portfolio analysis for Kodak, as it might appear in 2006 Kodak self- service kiosk Kodak film sales: US, Canada, & W. Europe Kodak digital photo printer Kodak digital camera
  • 10. SETTING STRATEGIC DIRECTIONS
    • Growth Strategies: Where Do We Want to Go?
    • Market-Product Analysis
    • Market Penetration
    • Market Development
    • Product Development
    • Diversification
  • 11. Concept Check 1. What are competencies and why are they important?
      • A: Competencies are an organization’s special capabilities, including skills, technologies, and resources that distinguish it from other organizations, which if exploited, can lead to the organization’s success .
  • 12. Concept Check 2. What is business portfolio analysis?
      • A: Business portfolio analysis studies a firm’s business units as though they were a collection of separate investments.
  • 13. Concept Check 3. What are the four market-product strategies?
      • A: (1) market penetration; (2) market development; (3) product development; and (4) diversification.
  • 14. THE STRATEGIC MARKETING PROCESS
    • Strategic Marketing Process
    • How do we allocate our resources to get where we want to go?
    • How do we convert our plans to actions?
    • How do our results compare with our plans, and do deviations require new plans?
    • Marketing Plan
  • 15. FIGURE 2-4 The strategic marketing process
  • 16.
    • Strategic Marketing Process: The Planning Phase
    • Step 1: Situation (SWOT) Analysis
    • Situation Analysis
    • SWOT Analysis
    • O pportunities
    • S trengths
    • T hreats
    • W eaknesses
    THE STRATEGIC MARKETING PROCESS
  • 17. FIGURE 2-5 Ben & Jerry’s: a SWOT analysis to get it growing again
  • 18.
    • Strategic Marketing Process: The Planning Phase
    • Step 2: Market-Product Focus and Goal Setting
    • Market Segmentation
    • Set Marketing and Product Goals
    • Select Target Markets
    • Find Points of Difference
    • Position the Product
    THE STRATEGIC MARKETING PROCESS
  • 19.
    • Strategic Marketing Process: The Planning Phase
    • Step 3: Marketing Program
    • Product Strategy
    • Price Strategy
    • Promotion Strategy
    • Place (Distribution) Strategy
    THE STRATEGIC MARKETING PROCESS
  • 20. FIGURE 2-6 Elements of the marketing mix that comprise a cohesive marketing program
  • 21. Concept Check 1. What is the difference between a strength and an opportunity in a SWOT analysis?
      • A: Both are positive factors for the organization, but a strength is an internal factor whereas an opportunity is an external one.
  • 22. Concept Check 2. What is market segmentation?
      • A: Market segmentation involves aggregating prospective buyers into groups, or segments, that (1) have common needs and (2) will respond similarly to a marketing action.
  • 23. Concept Check 3. What are points of difference and why are they important?
      • A: Points of difference are those characteristics of a product that make it superior to competitive substitutes. They are the single most important factor in the success or failure of a new product.
  • 24.
    • Strategic Marketing Process: The Implementation Phase
    • Obtaining Resources
    • Designing the Marketing Organization
    • Developing Schedules
    THE STRATEGIC MARKETING PROCESS
  • 25.
    • Strategic Marketing Process: The Control Phase
    • Comparing Results With Plans to Identify Deviations
    • Acting on Deviations
    • Planning Gap
    • Exploiting a Positive Deviation
    • Correcting a Negative Deviation
    THE STRATEGIC MARKETING PROCESS
  • 26. Concept Check 2. How do the objectives set for a marketing program in the planning phase relate to the control phase of the strategic marketing process?
      • A: The planning phase objectives are used as the benchmarks to which the actual performance results are compared in the control phase.
  • 27. Sample Résumé
  • 28. Sample Cover Letter
  • 29. Profit
      • Profit is the reward to a business firm for the risk it undertakes in offering a product for sale. It is also the money left over after a firm’s total expenses are subtracted from its total sales.
  • 30.
      • Mission is a statement of the organization’s scope, often identifying its customers, markets, products, technology, and values.
    Mission
  • 31.
      • Organizational culture is a set of values, ideas, and attitudes that is learned and shared among the members of an organization .
    Organizational Culture
  • 32.
      • Goals or objectives convert the mission into targeted levels of performance to be achieved, often by a specific time.
    Goals or Objectives
  • 33.
      • Market share is the ratio of sales revenue of the firm to the total sales revenue of all firms in the industry, including the firm itself.
    Market Share
  • 34.
      • The strategic marketing process is the approach whereby an organization allocates its marketing mix resources to reach its target markets.
    Strategic Marketing Process
  • 35.
      • A marketing plan is a road map for the marketing activities of an organization for a specified future period of time, such as one year or five years.
    Marketing Plan
  • 36.
      • Situation analysis involves taking stock of where a firm or product has been recently, where it is now, and where it is headed in terms of the organization’s plans and the external factors and trends affecting it.
    Situation Analysis
  • 37.
      • SWOT analysis is an acronym describing an organization’s appraisal of its internal S trengths and W eaknesses and its external O pportunities and T hreats.
    SWOT Analysis
  • 38.
      • Market segmentation involves aggregating prospective buyers into groups, or segments, that (1) have common needs and (2) will respond similarly to a marketing action.
    Market Segmentation
  • 39.
      • Points of difference are those characteristics of a product that make it superior to competitive substitutes.
    Points of Difference
  • 40.
      • A marketing strategy is the means by which a marketing goal is to be achieved, usually characterized by a specific target market and a marketing program to reach it.
    Marketing Strategy
  • 41.
      • Marketing tactics are detailed day-to-day operational decisions essential to the overall success of marketing strategies.
    Marketing Tactics