Strategic
Marketing
ITESM: Escuela de Graduados en Administración
y Dirección de Empresas
Professor: Fernando Huerta June 4th, 2009
fhuertamty@itesm.mx

Learning and Discovering
• Objective: Learning the root of what
are we learning
• Challenge: Find the Etymologies of
(Mercado, Tecnica, Estrategia)
• Time: 3 Minutes
Professor: Fernando Huerta Strategic Marketing Planning

Marketing’s Role in the Organization
Organizational Level Role of Marketing Formal Name
Provide customer and
Corporate Corporate Marketing
competitive perspective for
corporate strategic planning
Business Unit Assist in the development of Strategic Marketing
strategic perspective of the
business unit to direct its future
curse
Product/Market Formulate and implement Marketing Management
marketing
Programs
Professor: Fernando Huerta Strategic Marketing Planning

Marketing Strategy: Key elements
Political/Legal Technological
Environment Environment
Customer
MS: Value
Creation
Corporation Competition
Social Economic
Environment Environment
Professor: Fernando Huerta Strategic Marketing Planning

Aspects of Strategic Marketing
• Importance: As key factor of Strategic management process
• Characteristics: Long Term, Corporate Inputs, Varying
roles, Organizational Level, Relationship to Finance
• Origin: 1970, Centralize resources
• Future: Growth, Deregulation, Mergers & Acquisition, No
boundaries, Global Competition, Market
Fragmentation, Technology availability, Demographic &
Psychographic changes, Innovation Effect.
Professor: Fernando Huerta Strategic Marketing Planning

Marketing: Strategic vs Management
POD Strategic Mkting. Mkting Mgmt.
Long range, i.e. decisions Day to day i.e., decisions have
Time Frame have long term implications relevance in a given financial year
Inductive and intuitive Deductive and analytical
Orientation
Primarily bottom-up Mainly top-down
Decision Process
Environment Considered Environment considered constant
Relationship with Environment Ever-changing and dynamic with occasional disturbances
Professor: Fernando Huerta Strategic Marketing Planning

Marketing: Strategic vs Management
POD Strategic Mkting. Mkting Mgmt.
Ongoing to seek new Ad hoc search for new opportunity
Opportunity sensitivity opportunities
Achieve synergy between Pursue interest of decentralized unit
Different components of the
Organizational Behavior
Organization (vertical and
horizontal)
Requires high degree of Requires maturity, experience,
Nature of Job Creativity and originality And control orientation
Requires Proactive Requires reactive perspective
Leadership Style perspective
Professor: Fernando Huerta Strategic Marketing Planning

Marketing: Strategic vs Management
POD Strategic Mkting. Mkting Mgmt.
Deals with what business Deals with running a delineated
Mission to emphasize business
Professor: Fernando Huerta Strategic Marketing Planning

Strategic Marketing Process
Professor: Fernando Huerta Strategic Marketing Planning

Strategic Marketing Process
Corporate SBU Marketing
Strategy Mission Strategy
Value System Aligned to Corporate Vision & Objectives & Goals
Mission
Corporate Publics Strategy Description
Aligned to SBU Vision
Corporate Resources Portfolio Analysis
Statement
Business Unit Performance a) Purpose Business Unit Strategic Plan
b) Products
External Environment c) Customers Strengths and Weakness:
d) Differentiation Environment, Product & Market
e) Values Review and perspective and
marketing effectiveness)
Strategic Perspectives from other
functional areas
Professor: Fernando Huerta Strategic Marketing Planning

Strategic Marketing Process
Who is our Identify What is the job Marketing
Target? Opportunities to be done? What we need? Strategy
Define Target Unmet needs Define Value SBU assessment Who, What, Why
Market and markets Proposition , How, Where
The one who pays Blue Ocean Are we unique? Alliances? 4P’s
a) Product
Our Boss Innovation Are we differnt? Acquisitions? b) Promotion
c) Place
Our Friend Create Needs Rational Benefits Training? d) Price
Our Family Create Trends Psicographic Benefits Development? 5C’s
a) Customer Needs
Create Markets Functional Benefit? Resources b) Company Skills
c) Competition
d) Collaborators
e) Context
Professor: Fernando Huerta Strategic Marketing Planning

Strategic Marketing Process
Unique Customer Value UCVP Statement
Proposition Statemet
POD 1 POD 2 POD 3
Purchasing Drivers
Rational Benefits
Functional Benefits
Psicological Benefits
Professor: Fernando Huerta Strategic Marketing Planning

Strategic Marketing Implementation
• Failings:
– Too much emphasis on “where to compete” vs “how to compete”.
– Too little focus on Uniqueness and adaptability strategy.
– Inadequate emphasis on “when” to compete.
• Addressing Problems:
– Develop attainable goals and objectives
– Involve operating personal
– Avoid becoming so engrossed in current problems that strategic
marketing is neglected and thus becomes discredited in the eyes of
others
– Do not keep separate Marketing Strategy from the rest of the
management process
– Avoid creating a climate that is resistant to marketing
– Do not assume that Marketing Strategy can be delegated to a planner
– Do not overturn Strategy Formulation with intuitive conflict decisions.
Professor: Fernando Huerta Strategic Marketing Planning

Strategic
Marketing
ITESM: Escuela de Graduados en Administración
y Dirección de Empresas
Professor: Fernando Huerta June 4th, 2009
fhuertamty@itesm.mx