2. Strategic Planning
The process of developing and maintaining a strategic fit
between the organization’s goals and capabilities and its
changing marketing opportunities.
It involves defining a clear company mission, setting
supporting objectives, designing a sound business portfolio,
and coordinating functional strategies.
“If you fail to plan, you are planning to fail.”
The annual and long-range plans deal with the company’s
current businesses and how to keep them going.
3. Steps in Strategic Planning
Defining the Setting company Designing Planning marketing
Company objectives the business and other functional
mission and goals portfolio strategies
Corporate level Business unit,
product
and market levels
4. What is a Mission?
Mission statement are enduring statements of purpose that
distinguish one business from other similar firms.
A clear mission statement acts as an “invisible hand” that
guides people in the organization.
It identifies the scope of a firm’s operation in product and
market terms.
It promotes a sense of shared expectations in employees and
communicates a public image to important stakeholder groups
in the company’s task environment.
5. Factors for Mission Statement
Product and technologies eventually become outdated, but
basic market needs may last forever.
Management should avoid making its mission too narrow or
too broad. e.g. pencil manufacturer – communication
equipment business.
Missions should be realistic, specific and motivating. Base
on organization distinctive competencies and should fit the
market environment.
6. Objectives Vs Goals
Objectives are the end results of planned activity.
They states what is to be accomplished by when and should be
quantified if possible.
The achievement of corporate objectives should result in the
fulfillment of the corporation’s mission.
In contrast to objectives, a goal is an open-ended statement of
what one wishes to accomplish with no quantification of what
is to be achieved and no time frame for completion.
7. Designing the Business Portfolio
Business portfolio – the collection of businesses and
products that make up the company.
Portfolio analysis – a tool by which management identifies
and evaluates the various businesses making up the company.
SBU – a unit of the company that has a separate mission and
objectives and that can be planned independently from other
company businesses.
The company must
1) Analyze its current business portfolio and decide which
businesses should receive more, less, or no investment.
2) Develop growth strategies for adding new products or
businesses to the portfolio.
8. The Boston Consulting Group
Approach
A portfolio-planning method that evaluate a company’s SBUs in
term of their market growth rate and relative market share.
SBUs are classified as stars, cash cows, question marks, or dogs.
One of the four strategies can be pursued for each SBUs.
Invest more in the SBU in order to build its share.
Invest just enough to hold the SBU’s share at its current level.
It can harvest the SBU, milking its short-term cash flow
regardless of the long-term effect.
The company can divest the SBU by selling it or phasing it
out and using the resources elsewhere.
9. Developing Growth Strategies
Existing New
products products
Market Product
Existing Penetration Development
markets
New Market
Diversification
Development
markets
10. Planning Cross-Functional
Strategies
The company’s strategic plan establishes what kinds of
businesses the company will be in and its objectives for each.
Then, within each business unit more detailed planning must
take place.
There is much overlap between overall company strategy and
marketing strategy. Marketing looks at consumer needs and the
company’s ability to satisfy them; these same factors guide the
company’s overall mission and objectives.
11. Marketing and the Other Business
Functions
Value chain – the series of departments which carry out value
creating activities to design, produce, market, deliver, and
support a firm’s products.
Each company department can be thought of as a link in the
company’s value chain.e.g. Wal-Mart.
A company’s different functions should work in harmony to
produce value for consumers.
Marketing department actions can increase purchasing costs,
disrupt production schedules, increase inventories, and create
budget headaches.
Jack Welch, former CEO of GE, “ Companies can’t give job
security. Only customers can!”
12. Factors Influencing Company
Marketing Strategy
Marketing
Demographic- Intermediaries Technological-
economic natural
environment s is environment
a ly
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Place TARGET Price
Suppliers CONSUMERS
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Political- Social-
legal Competitors cultural
environment environment
13. The Marketing Process
The process of
1. Analyzing marketing opportunities;
2. Selecting target markets;
3. Developing a marketing mix;
4. Managing the marketing effort.
The company first identifies the total market, then divides it
into small segments, selects the most promising segments,
and focuses on serving and satisfying these segments.
To find the best marketing mix and put into action, the
company engages in marketing analysis, planning,
implementation and control.
14. Connecting with Consumers
Companies know that they cannot connect profitably with all
consumers in a given market – at least not all consumers in the
same way.
Thus, each company must divide up the total market, choose
the best segments, and design strategies for profitably serving
chosen segments better than its competitors do.
This process involves three steps: market segmentation, market
targeting, and market positioning.
15. Market Segmentation
The market consists of many types of consumers, products, and
needs, and the marketer has to determine which segments offer
the best opportunity for achieving company objectives.
Consumers can be grouped and served in various ways based on
geographic, demographic, psychographic, and behavioral factors.
A market segment consists of consumers who respond in a
similar way to a given set of marketing efforts.
Market segmentation – dividing a market into distinct groups
with distinct needs, characteristics, or behavior who might
require separate products or marketing mixes.
16. Market Targeting
The process of evaluating each market segment’s attractiveness
and selecting one or more segments to enter.
A company should target segments in which it can profitably
generate the greatest customer value and sustain it over time.
Most companies enter a new market by serving a single
segment, and if this proves successful, they add segments.
GM says that it makes a car for every “person, purse, and
personality.”
17. Market Positioning
A product’s position is the place the product occupies relative
to competitors in consumers’ minds.
Market positioning – arrangement for a product to occupy a
clear, distinctive, and desirable place relative to competing
products from competing brands and give them the greatest
strategic advantage in their target markets.
Thus, marketers plan positions that distinguish their products
from competing brands and give them the greatest strategic
advantage in their target markets.
The company first identifies possible competitive advantages
on which to build the position.
18. The four Ps of Marketing Mix
Product
Variety Price
Quality List price
Design Discounts
Features Allowances
Brand name Payment period
Packaging Credit terms
Services Target
customers
Intended
positioning
Place
Promotion Channels
Advertising Coverage
Personal selling Assortments
Sales promotion Locations
Public relations Inventory
Transportation
Logistics
19. Buyer’s Viewpoint
4Ps 4Cs
Product Customer solution
Price Customer cost
Place Convenience
Promotion Communication
20. Managing the Marketing Effort
Analysis
Planning Control
Develop strategic Measure results
Implementation
plan
Carry out the Evaluate results
plans
Develop marketing
plan Take corrective
action
21. Marketing Analysis & Planning
The company must analyze its markets and marketing
environment to find attractive opportunities and to avoid
environmental threats.
It must analyze company strengths and weaknesses as well as
current and possible marketing actions to determine which
opportunities it can best pursue.
Marketing planning involves deciding on marketing strategies
that will help the company attain its overall strategic objectives.
A marketing strategy is the marketing logic whereby the
company hopes to achieve its marketing objectives. It consists
of specific strategies for target markets, positioning, the
marketing mix, and marketing expenditure levels.
22. Marketing Implementation
A brilliant marketing strategy counts for little if the company
fails to implement it properly.
Marketing planning addresses the what and why of marketing
activities, implementation addresses the who, where, when, and
how.
Many managers think that “doing things right”
(implementation) is as important as, or even more important
than, “doing the right things” (strategy).
Successful implementation depends on how well the company
blends its people, organizational structure, decision and reward
systems, and company culture into a cohesive action program
that supports its strategies.
23. The Control Process
Set goals Measure performance Evaluate performance Take corrective
action
What do we want to What is Why is it What should we do
achieve? happening? happening? about it?
24. Marketing Control
The process of measuring and evaluating the results of marketing
strategies and plans, and taking corrective action to ensure that
objectives are achieved.
Operating control involves checking ongoing performance
against the annual plan and taking corrective action when
necessary.
Strategic control involves looking at whether the company’s
basic strategies are well matched to its opportunities.
The marketing audit is a major tool for strategic control. It is a
comprehensive, systematic, independent, and periodic
examination of a company’s environment, objectives, strategies,
and activities to determine problem areas and opportunities.
