Corporate Strategic Planning

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  • Let's network togehter and market the film worldwide -
    Film 'JAIN ENLIGHTENMENT - A Way of Life' for America
    We have produced a beautiful 10 min DEMO film 'JAIN ENLIGHTENMENT - A Way of Life' and also working on 'Palitana - City of Temples on the Hill' to inform and educate America about Ahimsa, Anekantvad, Aparigrah ... involving Forgiveness, Compassion, and Peace.

    We returned from India with over 200 hours of film and are also producing a series of films on Legend of Lord Bahubali; King Adhinathan, Lord Mahavira and Sacred Pilgrimages - including Ranakpur, Ellora etc. to show Jain Images of Perfection.

    Vinanti Sarkar,Director, Global Cultural Diversity Films (GCDF) Inc. 425 East 51st Street, New York, NY 10022. Tel: 22-759-4568 Website: www.globalfilmlinks.com Linkedin / Twitter / Facebook / MySpace, etc. Review short clips on www.vimeo.com 5084696 or 5084856 or 50864417 or 5092260 or 5092316 and join our discussions on blog: ttp://jainenlightenment.blogspot.com where we are inviting donors to help in funding and receive free DVDs in return.
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  • Corporate Strategic Planning

    1. 1. Corporate Strategic Planning Asia-Pacific Marketing Federation Certified Professional Marketer Copyright Marketing Institute of Singapore
    2. 2. Outline <ul><li>Introduction </li></ul><ul><li>Meaning & Role of Strategic Planning </li></ul><ul><li>Corporate Mission </li></ul><ul><li>Strategic Business Units (SBU)‏ </li></ul><ul><li>Marketing Audit </li></ul>
    3. 3. Strategic Planning <ul><li>… is the managerial process of developing and maintaining a strategic fit between the organization's objectives and resources and its changing market opportunities. </li></ul>Org Objectives Resources Changing Environment Strategic Fit
    4. 4. The Role of Strategy Corporate Mission & Objectives <ul><li>Strategy: </li></ul><ul><li>Corporate </li></ul><ul><li>Business </li></ul><ul><li>Functional </li></ul>Operating Plans
    5. 5. Sun Tze on Strategy <ul><li>“ Know your enemy, know yourself, and your victory will not be threatened. Know the terrain, know the weather, and your victory will be complete.” </li></ul>
    6. 6. Strategic Marketing <ul><li>“ Marketing Strategy is a series of integrated actions leading to a sustainable competitive advantage.” </li></ul><ul><li>John Scully </li></ul>
    7. 7. Corporate Mission <ul><li>Broad purposes of the organization </li></ul><ul><li>General criteria for assessing the long-term organizational effectiveness </li></ul><ul><li>Driven by heritage & environment </li></ul><ul><li>Mission statements are increasingly being developed at the SBU level as well </li></ul>
    8. 8. Examples of Corporate Mission <ul><li>SINGAPORE AIRLINES is engaged in air transportation and related businesses. It operates world-wide as the flag carrier of the Republic of Singapore, aiming to provide services of the highest quality at reasonable prices for customers and a profit for the company </li></ul>
    9. 9. Examples of Corporate Mission (cont’d)‏ <ul><li>MARRIOTT’S Mission Statement: </li></ul><ul><li>We are committed to being the best lodging and food service company in the world, by treating employees in ways that create extraordinary customer service and shareholder value </li></ul>
    10. 10. Corporate Culture <ul><li>The most abstract level of managerial thinking </li></ul><ul><li>How do you define culture? </li></ul><ul><li>What is the significance of culture to an organization? </li></ul><ul><li>How does marketing affect culture in the organization? </li></ul>
    11. 11. Corporate Objectives & Goals <ul><li>An objective is a long-range purpose </li></ul><ul><ul><li>Not quantified and not limited to a time period </li></ul></ul><ul><ul><li>E.g. increasing the return on shareholders’ equity </li></ul></ul><ul><li>A goal is a measurable objective of the business </li></ul><ul><ul><li>Attainable at some specific future date through planned actions </li></ul></ul><ul><ul><li>E.g. 10% growth in the next two years </li></ul></ul>
    12. 12. What is a Strategic Business Unit? (SBU)‏ <ul><li>A set of products or product lines </li></ul><ul><ul><li>With clear independence from other products or product lines </li></ul></ul><ul><ul><li>for which a business or marketing strategy should be designed </li></ul></ul>
    13. 13. Characteristics of a viable SBU <ul><li>Unique business mission </li></ul><ul><li>Definable set of competitors </li></ul><ul><li>Integrative planning done independently </li></ul><ul><li>Responsible for resource management in all areas </li></ul><ul><li>Large enough but not so large as to become bureaucratic </li></ul>(Source: Subhash Jain, Marketing Planning & Strategy, 6 th Ed.)‏
    14. 14. Organizational Marketing Levels <ul><li>Hofer and Schendel suggested that organizations develop strategies at three structural levels: </li></ul><ul><li>Corporate level—(corporate marketing)‏ </li></ul><ul><li>SBU level—(Strategic Marketing)‏ </li></ul><ul><li>Product/Market level—(Functional Marketing)‏ </li></ul>
    15. 15. Marketing at the SBU Level— Strategic Marketing <ul><li>Strategic Marketing requires </li></ul><ul><ul><li>Detailed understanding of market needs, and </li></ul></ul><ul><ul><li>Proactive use of competitive intelligence at the corporate as well as SBU’s levels </li></ul></ul><ul><li>Strategic Marketing </li></ul><ul><ul><li>Focuses on what the firm do best at the SBU level </li></ul></ul><ul><ul><li>To secure and maintain a sustainable competitive advantage </li></ul></ul>
    16. 16. What is Competitive Advantage? <ul><li>“ Competitive advantage is a company’s ability to perform in one or more ways that competitors cannot or will not match.” Philip Kotler </li></ul><ul><li>“ If you don’t have a competitive advantage, don’t compete.” Jack Welch, GE </li></ul>
    17. 17. Other Characteristics of Competitive Advantage <ul><li>Substantiality </li></ul><ul><ul><li>Is it substantial enough to make a difference? </li></ul></ul><ul><li>Sustainability </li></ul><ul><ul><li>Can it be neutralized by competitors quickly? </li></ul></ul><ul><li>Ability to be leveraged into visible business attributes that will influence customers </li></ul>(Source: Strategic Marketing Management, Aakers)‏
    18. 18. Seeking Competitive Advantages <ul><li>Positions of advantage </li></ul><ul><ul><li>Superior customer value </li></ul></ul><ul><ul><li>Lower relative total cost </li></ul></ul><ul><li>Performance advantages </li></ul><ul><ul><li>Customer satisfaction, Loyalty, Market Share, Profit </li></ul></ul><ul><li>Sources of advantages </li></ul><ul><ul><li>Superior skills & knowledge, Superior resources, Superior business process </li></ul></ul>
    19. 19. Key Elements of Marketing Strategy Formulation <ul><li>The strategic 3 Cs </li></ul><ul><ul><li>Customers, Competitors & the Corporation </li></ul></ul><ul><li>Environment analysis -- PEST </li></ul><ul><li>  Strategic Marketing Decisions </li></ul><ul><ul><li>Where to compete </li></ul></ul><ul><ul><li>How to compete </li></ul></ul><ul><ul><li>When to compete </li></ul></ul>
    20. 20. <ul><li>Must have a clearly defined market </li></ul><ul><li>Must have a good match between corporate strengths and market needs </li></ul><ul><li>Must have significant positive differentiation in the key success factors of the business </li></ul>A Viable Marketing Strategy
    21. 21. Situation Analysis <ul><li>Internal Analysis— company; capability etc. </li></ul><ul><li>External Analysis— customers, market definition, industry structure </li></ul><ul><li>SWOT Analysis </li></ul><ul><ul><li>S trengths, W eaknesses, O pportunities & T hreats </li></ul></ul><ul><ul><li>Identify & prioritize major problems and opportunities: selection of key issues </li></ul></ul><ul><li>Based on the firm’s core competencies, decide on future options </li></ul>
    22. 22. Marketing Audit <ul><li>“ Marketing audit is a comprehensive, systematic, independent, and periodic examination of a company’s—or business unit’s—marketing environment, objectives, strategies, and activities with a view to determining problem areas and opportunities and recommending a plan of action to improve the company’s marketing performance” Philip Kotler </li></ul>
    23. 23. Characteristics of Marketing Audit <ul><li>Comprehensive </li></ul><ul><ul><li>Must cover all marketing areas </li></ul></ul><ul><li>Systematic </li></ul><ul><ul><li>Sequential diagnostic steps </li></ul></ul><ul><li>Independent </li></ul><ul><ul><li>Internal & external auditors </li></ul></ul><ul><li>Periodic </li></ul><ul><ul><li>Performed at regular intervals </li></ul></ul>
    24. 24. Marketing Audit Procedure <ul><li>Marketing environment audit </li></ul><ul><li>Marketing strategy audit </li></ul><ul><li>Marketing organization audit </li></ul><ul><li>Marketing system audit </li></ul><ul><li>Marketing productivity audit </li></ul><ul><li>Marketing function audit </li></ul><ul><li>Marketing excellence review </li></ul><ul><li>Ethical and social responsibility review </li></ul>

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