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  1. 1. 02<br />Elements of Marketing Strategy and Planning<br />Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved<br />McGraw-Hill/Irwin<br />
  2. 2. LEARNING OBJECTIVES<br />Examine the concept of value and the elements and role of the value chain<br />Understand the conditions required for successful marketing planning, that marketing planning is focused on the value proposition, and that marketing planning is a dynamic process<br />Identify various types of organizational strategies<br />Conduct a situation analysis <br />Use the framework provided for marketing planning, along with the content in future chapters, to build a marketing plan<br />
  3. 3. VALUE IS AT THE CORE OF MARKETING<br />Value is a ratio of benefits to costs, as viewed from the eyes of the beholder (the customer). <br />
  4. 4. VALUE IS AT THE CORE OF MARKETING<br />Value proposition is the firm’s communication of the unique value of its products to its customers. <br />The value message may include the whole bundle of benefits the company promises to deliver – not just the benefits of the product itself. <br />
  5. 5. VALUE IS AT THE CORE OF MARKETING<br />A firm’s value proposition must be strong enough to move customers past satisfaction. <br />
  6. 6. VALUE IS AT THE CORE OF MARKETING<br />The Value Chain serves as a means for firms to identify ways to create, communicate, and deliver more customer value within a firm. <br />
  7. 7. Porter’s Value Chain<br />EXHIBIT 2.1<br />Support<br />Activities<br />Primary Activities<br />Source: Michael E. Porter, Competitive Advantage (New York: Simon & Schuster, 1985).<br />2-7<br />
  8. 8. Value-creating activities<br />Primary activities <br />
  9. 9. Value-creating activities<br />Support activities<br />
  10. 10. Marketing Planning<br />Marketing planning is the ongoing process of developing and implementing market-driven strategies for an organization. <br />The resulting document that records the marketing planning process in a useful framework is the marketing plan.<br />
  11. 11. MARKETING PLANNING IS BOTH STRATEGIC AND TACTICAL<br />Marketing (Big M) serves as a core driver of business strategy.<br />marketing (little m) represents the specific programs and tactics aimed at customers and other stakeholder groups.<br />
  12. 12. For effective marketing planning<br />Everyone in an organization must understand and support the concept of customer orientation.<br />All internal organizational processes and systems must be aligned around the customer. <br />
  13. 13. Framework for Marketing Planning<br />Marketing plan is connected to the firm’s business plan<br />Perform any needed market research<br />Establish marketing goals and objectives<br />Develop marketing strategies<br />Marketing mix strategies<br />Develop implementation plans<br />
  14. 14. Connecting the Marketing Plan to the Firm’s Business Plan<br />Market-driven strategic planning is often used to describe the process at the corporate or strategic business unit (SBU) level of marshaling the various resource and functional areas of the firm toward a central purpose around the customer. <br />
  15. 15. ELEMENTS OF MARKETING PLANNING<br />Portfolio analysis views SBUs and sometimes even product lines as a series of investments from which it expects maximization of returns. <br />Boston Consulting Group (BCG) Growth-Share Matrix <br />GE Business Screen<br />
  16. 16. Boston Consulting Group Growth-Share Matrix<br />EXHIBIT 2.3<br />2-16<br />
  17. 17. GE Business Screen<br />EXHIBIT 2.4<br />Market Attractiveness<br />High<br />Med<br />Low<br />Invest/<br />Grow<br />High<br />Selective<br />Investment<br />Business Position<br />Med<br />Harvest/<br />Divest<br />Low<br />“GE Business Screen,” Business Resource Software Online,, accessed May 16, 2008.<br />2-17<br />
  18. 18. ELEMENTS OF MARKETING PLANNING<br />Marketing planning does not occur in a vacuum <br />A mission statement articulates an organization’s purpose, or reason for existence. <br />Most mission statements also include a discussion of what the company would like to become in the future – its strategic vision. <br />
  19. 19. ELEMENTS OF MARKETING PLANNING<br />Goals eventually become refined into specific, measurable, and (hopefully) attainable objectives for the firm. <br />
  20. 20. ELEMENTS OF MARKETING PLANNING<br />Organizational Strategies<br />A strategy is a comprehensive plan stating how the organization will achieve its mission and objectives.<br />A firm’s generic strategy is its overall directional strategy at the business level. <br />
  21. 21. ELEMENTS OF MARKETING PLANNING<br />Three primary categories of competitive strategy: <br />Low Cost<br />Differentiation<br />Focus (or Niche)<br />
  22. 22. Generic Business Strategies<br />
  23. 23. Competitive Strategy Options<br />EXHIBIT 2.7<br />Competitive Advantage<br />Lower Cost<br />Differentiation<br />Cost Leadership<br />Differentiation<br />Broad Target<br />Competitive Scope<br />Cost Focus<br />Focus <br />Differentiation<br />Narrow Target<br />Source: Michael E. Porter, Competitive Advantage (New York: Simon & Schuster, 1985).<br />2-23<br />
  24. 24. ELEMENTS OF MARKETING PLANNING<br />Core competencies<br />Distinctive competencies <br />Sustainable competitive advantage<br />
  25. 25. Miles and Snow’s Strategy Types<br />
  26. 26. Situation analysis <br />
  27. 27. Situation analysis <br />
  28. 28. Forces Driving Industry Competition<br />EXHIBIT 2.9<br />Potential entrants<br />(Threat of<br />mobility)<br />Supplier<br />(Supplier<br />power)<br />Industry<br />competitors<br />(Segment rivalry)<br />Buyers<br />(Buyer<br />power)<br />Substitutes<br />(Threat of<br />substitutes)<br />Source: Michael E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (Boston: The Free Press, 1980).<br />2-28<br />
  29. 29. Situation analysis <br />
  30. 30. ELEMENTS OF MARKETING PLANNING<br />Summarize the situation analysis into a SWOT analysis:<br />A convenient way to summarize key findings into a matrix of strengths, weaknesses, opportunities, and threats.<br />Internal analysis reveals strengths and weaknesses, while external analysis points to potential opportunities and threats. <br />
  31. 31. SWOT Analysis Template<br />EXHIBIT 2.10<br />Strengths (S)<br />List 5–10 internal<br />strengths here<br />Weaknesses (W)<br />List 5–10 internal<br />weaknesses here<br />INTERNAL<br />FACTORS<br />(IFAS)<br />EXTERNAL<br />FACTORS<br />(EFAS)<br />S/O BasedStrategies<br />Generate strategies here<br />that use strengths to take<br />advantage of opportunities<br />W/O Based Strategies<br />Generate strategies here<br />that take advantage of<br />opportunities by<br />overcoming weaknesses<br />Opportunities (O)<br />List 5–10 external<br />opportunities here<br />Threats (T)<br />List 5–10 external<br />threats here<br />S/T Based Strategies<br />Generate strategies here<br />that use strengths to<br />avoid threats<br />W/T Based Strategies<br />Generate strategies here<br />that minimize weaknesses<br />and avoid threats<br />Source: J. David Hunger and Thomas H. Wheelen, Essentials of Strategic Management, 4th ed. (Upper Saddle River, NJ: Prentice Hall, 2007).<br />2-31<br />
  32. 32. ELEMENTS OF MARKETING PLANNING<br />Additional Aspects of Marketing Planning<br />Perform Any Needed Market Research<br />Establish Marketing Goals and Objectives<br />
  33. 33. ELEMENTS OF MARKETING PLANNING<br />Additional Aspects of Marketing Planning<br />Develop Marketing Strategies<br />Market penetration strategies<br />Product development strategies<br />Market development strategies<br />Diversification strategies<br />
  34. 34. Product – Market Combinations<br />EXHIBIT 2.11<br />Product Emphasis<br />Existing Products<br />New Products<br />Strategy =<br />Market<br />Penetration<br />Seek to increase<br />sales of existing<br />products to<br />existing markets<br />Strategy =<br />Market<br />Development<br />Create growth<br />by selling new<br />products in<br />existing markets<br />Market<br />Emphasis<br />Existing<br />Markets<br />Strategy =<br />Market<br />Development<br />Introduce existing<br />products to new<br />markets<br />Strategy =<br />Diversification<br />Emphasize both<br />new products and<br />new markets to<br />achieve growth<br />New<br />Markets<br />Source: H. Igor Ansoff, The New Corporate Strategy (New York: John Wiley & Sons, 1988).<br />2-34<br />
  35. 35. ELEMENTS OF MARKETING PLANNING<br />Implementation Plan <br />
  36. 36. ELEMENTS OF MARKETING PLANNING<br />Marketing Control<br />Process of measuring marketing results and adjusting the marketing plan as needed.<br />
  37. 37. ELEMENTS OF MARKETING PLANNING<br />Develop Contingency Plans<br />Plans that can be implemented should something happen that negates the viability of the marketing plan.<br />
  38. 38. TIPS FOR SUCCESSFUL MARKETING PLANNING<br />Stay flexible<br />Utilize input, but don’t become paralyzed by information and analysis<br />Don’t underestimate the implementation part of the plan<br />Stay strategic, but also stay on top of the tactical<br />Give yourself and your people room to fail and try again<br />
  39. 39. 39<br />Thank You, Please Visit Us At :<br /><br />
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