MARKETING (STRATEGIC UNIT)

11,090 views

Published on

HOW THE SBU R FORMED IN A COMPANY

2 Comments
6 Likes
Statistics
Notes
No Downloads
Views
Total views
11,090
On SlideShare
0
From Embeds
0
Number of Embeds
17
Actions
Shares
0
Downloads
652
Comments
2
Likes
6
Embeds 0
No embeds

No notes for slide

MARKETING (STRATEGIC UNIT)

  1. 1. STRATEGIC BUSINESS UNIT<br /> Presented By :<br />Purushotam Sati<br />PujilKhanna<br />Vinod Kumar<br /> Rabi Kr. Pradhan<br />
  2. 2. analysis of strategic planning<br /><ul><li>Defining the corporate mission
  3. 3. Establishing strategic business unit
  4. 4. Assigning resources to each SBU
  5. 5. Assessing growth opportunities</li></li></ul><li>WHAT IS STRATEGY ?<br />STRATEGY IS A SET OF KEY<br /> DECISIONS MADE TO MEET <br /> OBJECTIVES.<br />
  6. 6. WHAT DOES STRATEGY INCLUDE ?<br /><ul><li> The Company objective
  7. 7. The strategy and tactics that will enable the company to reach those objectives
  8. 8. The resources required, and how they are going to obtained
  9. 9. Who is responsible for the choosing the goal?
  10. 10. What are the company’s business risks and external factor?</li></li></ul><li>ELEMENTS IN STRATEGY FORMULATION<br />MISSION<br />OBJECTIVE<br />GOALS<br />TARGETS<br />F<br />O<br />R<br />M<br />U<br />L<br />A<br />T<br />I<br />O<br />N<br />A<br />C<br />H<br />I<br />V<br />E<br />M<br />E<br />N<br />T<br />S<br />
  11. 11. Role of strategist<br />Strategists are individuals or groups who are primarily involved in the formulation, implementation, and evaluation of strategy. <br />
  12. 12. STRATEGIC PLANNING<br />Corporate <br />Strategy<br />Business <br />Strategy<br />Functional Strategy<br />Operational Strategy<br />
  13. 13. A Strategic Business Unit is….<br />A Unit comprising of one or more products having a common market base whose manager has complete responsibility for integrating all functions into strategy against an identifiable competitor.<br />
  14. 14. Characteristic of sbu <br /><ul><li> It has its own set of competitors.
  15. 15. It has a manager responsible for strategic planning and profit performance, who controls most of the factors affecting profit.
  16. 16. It is a single business, or a collection of related businesses, that can be planned separately from the rest of the company.</li></li></ul><li>Advantages of SBUs<br /><ul><li> Intra Competition.
  17. 17. Corporate Image.
  18. 18. Better Management.
  19. 19. Higher Efficiency.
  20. 20. Better Customer Services.</li></li></ul><li> Structure of SBU<br />CEO<br />zz<br />SBU I<br />SBU II<br />SBU III<br />FINANCE<br />MARKETING<br />PRODUCTION<br />
  21. 21. DABUR INDIA LIMITED<br /><ul><li>1884 : BIRTH OF DABUR
  22. 22. 1896 : FIRST PRODUCTION UNIT
  23. 23. 1940 : LAUNCH OF DABUR AMLA HAIR OIL
  24. 24. 1994 : RAISES FIRST PUBLIC ISSUE
  25. 25. 2000 : CROSSES RS 1000 CRORE TURNOVER
  26. 26. 2005 : ACCQUSITION OF BALSARA GROUP
  27. 27. 2007 : BECAME THE THIRD MOST RESPECTED FMCG COMPANIES IN INDIA</li></ul> (business world November 2007)<br /><ul><li> 2008 : START NEW “U” RETAIL CHAIN UNDER H&V STORE LIMITED.</li></li></ul><li> vision<br />DEDICATED TO THE HEALTH AND WELL BEING OF EVERY HOUSEHOULD<br />
  28. 28. Dabur SBU’s Structure<br />DABUR<br />Consumer International Consumer Retail<br /> Care Business Health Care <br /> Division DivisionDivision<br /> (CCD) (IBD) (CHD)<br />
  29. 29. % SHARE IN DABUR REVENUES<br />
  30. 30. CORPORATE MISSION<br />TRANSFORM AN AYURVEDIC COMPANY TO A GROWING MODERN FMCG PLAYER BASED ON HERBAL PLATFORM ONE THAT WOULDEMBODY ALL THE CHARACTERISTIC OF A FMCG COMPANY.<br />
  31. 31. CCD structure<br />CCD (Consumer Care Division)<br />Personal Health Home Foods<br /> Care CareCareCare<br />
  32. 32. e<br />% SHARE IN CCD SALES<br />
  33. 33. Continual<br />Attention<br />Creativity<br />Management<br />Commitment<br />Effective Strategic Planning<br />
  34. 34. WORLD-WIDE PRESENCE OF DABUR<br />
  35. 35. MANUFACTURING UNITS OF DABUR IN INDIA<br />
  36. 36. Strategy used by dabur<br /><ul><li>FOUR FOLD STRATEGY
  37. 37. EXPANSION
  38. 38. ACQUISITION
  39. 39. INNOVATION
  40. 40. REGIONAL BRANDING
  41. 41. PROMOTIONAL STRTEGY
  42. 42. DISTRIBUTION STRATEGY</li></li></ul><li>PROMOTION STRATEGY<br /><ul><li>T.V COMMERCIAL
  43. 43. RADIO
  44. 44. NEWSPAPER
  45. 45. POP DISPLAY
  46. 46. WALL PANTING
  47. 47. VIDEO VANS
  48. 48. SALES PROPOTION
  49. 49. CONTEST IN MELAS OR HAATS</li></li></ul><li>PROMOTION STRATEGY<br />DABUR HEAVILY ADVERTISED THEIR PRODUCT THROUGH VARIOUS CONTESTS-<br /><ul><li>DABUR AMLA SUNDER
  50. 50. DABUR AMLA SUSHEEL
  51. 51. DABUR YOGYA PRATIYOGITA
  52. 52. HAJMOLA BAHANA CHAMPIONSHIP
  53. 53. MELODIOUS VOICE OF PUNJAB
  54. 54. DABUR GULABARI MISS FRESH FACE </li></ul>OF UP 2008 <br />
  55. 55. DISTRIBUTION STRATEGY<br /> DEALER<br /> WHOLE SALER<br /> AGENTS<br /> RETAILER<br /> KIRANA STORE<br />
  56. 56. REGIONAL BRANDING <br />Dabur is trying to capture market by<br /> launching product with a regional<br /> twist.<br />EXAMPLE : <br />1) In Tamil Nadu- Sivappu pal podi- lal dantmanjan.<br />2)Dabur red Toothpaste in East India<br />
  57. 57. Price Strategy<br />
  58. 58. THE BCG GROWTH - SHARE MATRIX<br /><ul><li>It is based on the combination of market growth and market share relative to the next best competitor </li></ul>It is based on the observation that a company’s business unit can be classified into four categories:<br /><ul><li> Stars
  59. 59. Question marks
  60. 60. Cash cows
  61. 61. Dogs</li></li></ul><li>
  62. 62. QUESTION MARKS (?)<br /><ul><li>Most businesses start of as question marks.
  63. 63. They will absorb great amounts of cash if the market share remains unchanged, (low).
  64. 64. Investments should be high for question marks.
  65. 65. WHY QUESTION MARKS ?
  66. 66. Analysis with DABUR INDIA-
  67. 67. Dazzl
  68. 68. New-U
  69. 69. ChyawanPrakash</li></li></ul><li>stars<br /><ul><li> stars are leaders in Business.
  70. 70. High growth, High market share.
  71. 71. Effort should be made to hold the market share otherwise the star will become a CASH COW.
  72. 72. Analysis with DABUR INDIA-
  73. 73. DABUR GLUCOSE-32% (GROWTH RATE)
  74. 74. DABUR HONEY-26%(GROWTH RATE)
  75. 75. MESWAK-39%(GROWTH RATE)</li></li></ul><li>CASH COW<br /><ul><li>They are foundation of the company and often the stars of yesterday.
  76. 76. They extract the profits by investing as little cash as possible.
  77. 77. They are located in an industry that is mature, not growing or declining.
  78. 78. Analysis With DABUR INDIA-
  79. 79. CHYAWAN PRASH
  80. 80. HAJMOLA
  81. 81. REAL</li></li></ul><li>DOGS<br /><ul><li>Dogs are the cash traps.
  82. 82. Dogs do not have potential to bring in much cash.
  83. 83. Number of dogs in the company should be minimized.
  84. 84. Business is situated at a declining stage. </li></li></ul><li>PRODUCT FAILURE<br /><ul><li> PRODUCT CONCEPT
  85. 85. PRODUCT DESIGN AND UNPLEMENTATION
  86. 86. PRODUCT COMPETITIVE POSITIONING
  87. 87. PRODUCT VALUE PROPOSITION
  88. 88. PRODUCT MESSAGING
  89. 89. PRODUCT DISTRIBUTION
  90. 90. PRODUCT SERVING
  91. 91. PRODUCT REPEAT PURCHASE
  92. 92. PRODUCT CROSS SELLING
  93. 93. EXTERNAL EVENTS</li></li></ul><li>growth strategy<br />
  94. 94. RECOMMENDATION<br /><ul><li> FOCUS ON NATIONAL BRANDING
  95. 95. WORK ON INNOVATION</li></li></ul><li>CONCLUSION<br /><ul><li>DABUR HAS STRONG DISTRIBUTION NETWORK.
  96. 96. FOURTH LARGEST FMCG COMPANY OF INDIA
  97. 97. ONE OF THE MOST TRUSTED BRAND
  98. 98. HAVING VERY AGGRESSIVE STRATEGY TO CAPTURE THE DIFFERENT SEGMENT OF THE MARKET</li>

×