Customer Relationship Management Lecture 3

1. Lecture # 3
Strategic Planning & The
Marketing Process
Prepared BY: Moazzam Kamran

2. Strategic Planning
The process of developing and maintaining a
strategic fit between the organization’s goals and
capabilities and its changing marketing
opportunities.

3. PLANNING?
What are we going do?
How are we going to do it?

4. Why Plan?
• Address changing environment and consumers
• Develop shared goals within organization
• Address competitive threat

5. Planning is no fun!
• Who likes to think about the future?
• It is just an unnatural act!

6. IF YOU FAIL TO PLAN,
YOU PLAN TO FAIL.

7. HOW TO
STRATEGICALLY PLAN
FOR A BUSINESS

10. Characteristics of a Strategic Plan
• Broad in Scope
• Long Range: 3 - 5 + Years
• Focus on Organizational Objectives
• Initiated and Managed by Top Management
• Becomes Basis for Tactical Planning &
Operations

11. LEVELS OF PLANNING
Strategic Planning
• Conducted by
Board, CEO,
Division VPs
• Sets Objectives
• Fundamental
Strategies
Tactical Planning
• Middle Management -
Sales Mgr., Mkt.
Research Director,
Advertising Director
• Quarterly & Semi-Annual
Plans
• Departmental Policies
and Procedures
• Budget Allocations
Operational Planning
• District Sales
Managers, Staff
Marketing Supervisors
• Daily and Weekly Plans
• Departmental Rules &
Procedures

12. IT IS MORE IMPORTANT TO DO
WHAT IS STRATEGICALLY RIGHT
THAN WHAT IS IMMEDIATELY
PROFITABLE.
--Phillip Kotler

13. STEPS IN STRATEGIC
PLANNING

14. SWOT ANALYSIS

15. SWOT ANALYSIS

17. Defining the Company’s Purpose

19. Designing the Business Portfolio
Business Portfolio:
The collection of business and products that make up the company
Portfolio Analysis:
A tool by which management evaluates the various business making up the
company
Strategic Business Unit (SBU):
A unit of the company that has a separate mission and objectives and that
can be planned independently from other company business

20. The best portfolio is the one that best fits the company’s strengths and
weaknesses to the opportunities in the environment.
The company must:
Analyze its current business portfolio or Strategic Business Units
(SBU’s)
Decide which SBU’s should receive more, less, or no investment
Develop growth strategies for adding new products or businesses
to the portfolio

21. The Boston Consulting Group’s Growth-Share Matrix

22. Product/Market Expansion Grid

23. Corporate
planning
Division
planning
Business
planning
Product
planning
Organizing
Implementing
Measuring
results
Diagnosing
results
Taking
corrective
action
Planning Implementation Control
Strategic Planning, Implementation, and Control
Process

24. MARKETING
STRATEGY PLANNING
PROCESS