Marketing strategy and planning in an      international perspective                 Intro to the coursethe role of market...
Jacob Holm                                       Email:                              jacob.k.holm@gmail.com            Stu...
The marketing management process                            Part 1:Marketing Strategy• Market –led strategic management – ...
A bit inspiration before we start         What’s it all about?        Fenway and Why sport                                ...
Teachers• Lecturer: Jacob Holm (Jes Trygved, Peter Becker)• Classes:    – Class A: Peter Becker    – Class B: Jes Trygved ...
Eksamen• Hvordan får du et top resultat    –   Kend din teori (dette er CBS)    –   Relater teorien til en case (det virke...
Hvad lægges der vægt på til eksamen•   at den studerende demonstrerer forståelse for og indblik i diverse    strategiske m...
Before we start………”It is not the future that I           fear..... it is not being able to let       go of the past”John M...
Case:        www.Office2go.dk
Case: Renault F1• Scene: Race track ”Monza, Italy”, 2009, July –race day; Saturday, time=10.00 hrs.• Weather: Sunny, tempe...
Case: The situation• Test races has shows problems with thebreaks.• You have had 2 cancellations previous this yeardue to ...
Case: Renault F1 - Data            Data are inconclusive:• Tests show signs of break failure when thetemperature is at 28 ...
Case: Renault F1 - Monza    Monza has an                 Whether forecast: aboveextremely dangerous              30 C duri...
Case: Renault F1 - Task:Do you race: Yes or No ?You alone have to take thedecision!                             Renault F1...
Case or real life ?This is of course a story, but a story with a point.As marketing people we need to take decisions – not...
How do we work?1. Problem identification2. Problem formulation3. Solution or suggestion                                Met...
Markops Online SimulationWhy include a simulation game in the course?     Introduction to the Markops world               ...
4 companies are in competition in a fictitiousFMCG market: the “Yumite” market    “Yumites” are a class of edible consume...
Five consumer segments of Yumite productsvary in age, occupation and family status                                        ...
Over 95% of Yumite products are purchasedin traditional distribution channels                                        SUPER...
Data is available on Consumers, Firms, Brands...It is up to you to prioritize, digest and interpret them                  ...
NewsletterAttributes of marketed brands                    Brand names start                     with firm’s initial      ...
Markops and Marketing strategy                           www.Office2go.dk
Markops and Marketing strategy                           www.Office2go.dk
Markops and Marketing strategy                           www.Office2go.dk
You are responsible for designing andimplementing the marketing strategy ofyour firmProduct portfolio strategy    Which b...
Your missionIMPROVE CONSUMER WELL-BEING    THROUGH INNOVATIVE   PRODUCTS AND SERVICES                      AND            ...
Coffee break               www.Office2go.dk
www.Office2go.dk                   www.Office2go.dk
What is marketing’s role“There are only one valid definition of business purpose:                      To create a custome...
Controlling marketing activityThere is an old saying that goes somewhat like this:  “Half of the marketing budget will pro...
Findings                        Universe: 400 BTB DK based companies Written Mkt-plan:                                   ...
But this is not the case………..In a recent research 204 CEO’s in Danish companies with over 50employees where asked which de...
Strategy“ A strategy is a fundamental pattern of present and plannedobjectives, resource deployments and interactions of a...
What is strategy                       Strategy is war tacticsClausewitz was one of the first andlargest strategic thinker...
Stakeholders               www.Office2go.dk
Marketing fundamentals• Principle 1: Focus on the customer   –   What business are we in?   –   What business could we be ...
Marketing fundamentals• Principle 1: Focus on the customer• Principle 2: Only compete in markets where you can establish a...
Marketing fundamentals• Principle 1: Focus on the customer• Principle 2: Only compete in markets where you can establish a...
Marketing fundamentals• Principle 1: Focus on the customer• Principle 2: Only compete in markets where you can establish a...
Marketing fundamentals• Principle 1: Focus on the customer• Principle 2: Only compete in markets where you can establish a...
Marketing fundamentals• Principle 1: Focus on the customer• Principle 2: Only compete in markets where you can establish a...
Eksempel: øl og det situationsbestemte               forbrug                                www.Office2go.dk
The marketing Strategy process                            www.Office2go.dk
Business purpose                   www.Office2go.dk
Mission, Vision og VærdierMission (hvem er vi?)•   Fortæller kort hvilke behov og ønsker hos kunderne virksomheden vil dæk...
SWOT (TOWS)              www.Office2go.dk
SWOT…        www.Office2go.dk
SWOT…S: STYRKER                      T: TRUSLERINTERNE ANALYSE-                EKSTERNE ANALYSE-MODELLER                  ...
SWOT som ledelsesværktøj                     www.Office2go.dk
SWOT Eksempel                www.Office2go.dk
Inden du laver en SWOT• Definer hvad du laver en SWOT for!   –   Virksomhed   –   Produktgruppe   –   Brand   –   Marked• ...
TOWS -analyse          www.Office2go.dk
Core strategy                www.Office2go.dk
Core strategy                www.Office2go.dk
Creation of the competitive position                               www.Office2go.dk
Forretningsstrategier                        www.Office2go.dk
Generic strategies“ How should a business position its product offering so customers   in the target market perceive the o...
Generic strategies                     www.Office2go.dk
Implementation                 www.Office2go.dk
Thomas Bonoma; Problem diagnosis                 Source : ”The marketing edge – making strategies work”                   ...
Marketing mix                Kap 12                     www.Office2go.dk
The marketing management process                            Part 1:Marketing Strategy• Market –led strategic management – ...
www.Office2go.dk
Nothing more for today                          Jacob Holm                            Email:                   jacob.k.hol...
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Cbs intro til marketing strategy

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Marketing course at Copenhagen business School

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Cbs intro til marketing strategy

  1. 1. Marketing strategy and planning in an international perspective Intro to the coursethe role of marketing in devoleping succesful business strategies Week 37 Jacob Holm Jacob.k.holm@gmail.com hoja@udd.cbs.dk www.office2go.dk
  2. 2. Jacob Holm Email: jacob.k.holm@gmail.com Studies: Positions: Position now:Masters in economics, ÅrhusUniversitet (Cand Oecon)University of California atBerkeley www.Office2go.dk
  3. 3. The marketing management process Part 1:Marketing Strategy• Market –led strategic management – chapter 1• Strategig marketing plannng Part 2: Competitive market analysis• The changing market environment – chapter 3• Customer analysis – chapter 4• Competitor analysis - chapter5• Understanding the organizational resource base – chapter 6• Forecasting future demand and market requirements – chapter 7 Part 3: Identifying current and future competitive positions• Segmentation and positioning principles – chapter 8• Segmentation and positioning research – chapter 9• Selecting target markets– chapter 10 Part 4: Competitive position strategies• Segmentation and positioning principles – chapter 11• Competing through the new marketing mix – chapter 12•Competing trough innovation– chapter 13• Competing through superior service and customer relationship – chapter 14 Part 5: Implementing the strategy• Strategic customer management – chapter 15• Strategic alliances and network – chapter 16• CSR – chapter 18 www.Office2go.dk
  4. 4. A bit inspiration before we start What’s it all about? Fenway and Why sport www.Office2go.d
  5. 5. Teachers• Lecturer: Jacob Holm (Jes Trygved, Peter Becker)• Classes: – Class A: Peter Becker – Class B: Jes Trygved – Class C: Jacob Holm• Markops Online Simulation – Jacob Holm,• Exams: Synopsis and oral examination www.Office2go.dk
  6. 6. Eksamen• Hvordan får du et top resultat – Kend din teori (dette er CBS) – Relater teorien til en case (det virkelige liv) – Ha’ overblik over stoffet – Kunne kritisere teori – kritik kan både være positivt og negativt.• Se pensum som en helhed• Formuler klart of præcist www.Office2go.dk
  7. 7. Hvad lægges der vægt på til eksamen• at den studerende demonstrerer forståelse for og indblik i diverse strategiske modellers, teoriers og metoders anvendelsesmuligheder/- begrænsninger i forbindelse med identifikation, formulering og analyse af marketingmæssige problemstillinger på det internationale marked;• at den studerende demonstrerer evne til at koble og konvertere interne og eksterne informationer/data samt analyseresultater til beslutningsstøttende information med henblik på at kunne vurdere valg af strategiske alternativer:• at der vises forståelse for og indblik i det kulturelle aspekt af international marketing, og hvilke udfordringer det medfører for virksomhedens strategier og planlægning;• at den studerende formår at relatere fagets teoretiske apparat til konkrete cases; Det forventes således, at der bl.a. kan drages paralleller til cases gennemgået i undervisningen.• at såvel synopsis som oplæg er velstruktureret, velargumenteret og velformuleret www.Office2go.dk
  8. 8. Before we start………”It is not the future that I fear..... it is not being able to let go of the past”John Meynard Keynes, 1883-1946 www.Office2go.dk
  9. 9. Case: www.Office2go.dk
  10. 10. Case: Renault F1• Scene: Race track ”Monza, Italy”, 2009, July –race day; Saturday, time=10.00 hrs.• Weather: Sunny, temperatures are expected tobe above 30 C during mid day.• Race starts at 1300 hrs and finish at 1600 hrs.• You are technical director Bob Bell of theRenault sponsored F1 team.• You have a team of a 100 specialist andmechanics to help you take decisions. But you are the manager and have to take the decisions! www.Office2go.dk
  11. 11. Case: The situation• Test races has shows problems with thebreaks.• You have had 2 cancellations previous this yeardue to engine failures and similar breakproblems as this race day.• Renault is entitled to withdraw its sponsorshipwith its finance share of more than 75% of theteam budget if the team cancel a third time.• You are in the middle of the season and findinga new sponsor is not an option.• If you decide not to run, Renault will withdrawand cause a bankruptcy and you and yourcolleagues will be without a job.• Break failures can be fatale. www.Office2go.dk
  12. 12. Case: Renault F1 - Data Data are inconclusive:• Tests show signs of break failure when thetemperature is at 28 C or above, but only underwet conditions (rain)• However tests also shows that in 30% of thecases, break failures appears at temperatureshigher than 28 C under dry conditions.• However it is not certain if this temperaturelimit is 28, 30 or 33 C due to lack of significanttests.• Their is no proven correlation betweentemperature and the likely hood of break failureat this stage. www.Office2go.dk
  13. 13. Case: Renault F1 - Monza Monza has an Whether forecast: aboveextremely dangerous 30 C during mid day. corner – “point A” – where the driverscome into the cornerwith app 300 km (186 miles) A Robert Kubica & Vitay Petrov www.Office2go.dk
  14. 14. Case: Renault F1 - Task:Do you race: Yes or No ?You alone have to take thedecision! Renault F1 technical director Bob Bell www.Office2go.dk
  15. 15. Case or real life ?This is of course a story, but a story with a point.As marketing people we need to take decisions – not life or death decisions, but budget decisions every day!To be able to take the right decisions we need to have a appropriate strategy! www.Office2go.dk
  16. 16. How do we work?1. Problem identification2. Problem formulation3. Solution or suggestion MethodCase discussion Markops game Teach method – we will go behind the problem to come up with a solution www.Office2go.dk
  17. 17. Markops Online SimulationWhy include a simulation game in the course? Introduction to the Markops world Your task in brief! 222 Third Street Cambridge, MA 02142 Tel: (617) 494-8282 Fax: (617) 494-1421 www.Office2go.dk
  18. 18. 4 companies are in competition in a fictitiousFMCG market: the “Yumite” market  “Yumites” are a class of edible consumer products comparable to savory snacks, confectionary products or dessert items  “Yumite products have existed for several years  Now a well-established market, with several strong brands at different price points covering a wide range of needs  Consistent solid growth since the introduction of the first Yumite brand  Probable continued growth over the next five years www.Office2go.dk
  19. 19. Five consumer segments of Yumite productsvary in age, occupation and family status HIGH EARNERS  High income  25+ SINGLES  Single or married no kids AFFLUENT FAMILIES Low income  Buy expensive products  High income 18 – 35  Motivated by social status  25 – 45 Single, student or employee  Married with kids Heavy users, rather price  Frequent buyers of Yumites sensitive  Buy high quality products LOW INCOME FAMILIES MEDIUM INCOME FAMILIES  Low family income  Lower income than Affl. Fam.  25 – 45  25 – 45  Married with kids  Married with kids  Buy lower quality products  Buy average quality products  Very price sensitive  Slightly price sensitive www.Office2go.dk
  20. 20. Over 95% of Yumite products are purchasedin traditional distribution channels SUPERMARKETS  20 chains – 2,000 stores  Large % sales from Yumites  Broad product line MASS  Both cheap and expensive SPECIALTY CHAIN MERCHANDISERS brands STORES 10 chains – 12,500 stores  15 chains – 6,000 stores Food, house wares, personal  Specialize in Yumites care products  Extensive customer service Limited product line  Focus on expensive, high quality Cheaper, lower-quality brands brands www.Office2go.dk
  21. 21. Data is available on Consumers, Firms, Brands...It is up to you to prioritize, digest and interpret them Strategic Data Information Options www.Office2go.dk
  22. 22. NewsletterAttributes of marketed brands Brand names start with firm’s initial www.Office2go.dk
  23. 23. Markops and Marketing strategy www.Office2go.dk
  24. 24. Markops and Marketing strategy www.Office2go.dk
  25. 25. Markops and Marketing strategy www.Office2go.dk
  26. 26. You are responsible for designing andimplementing the marketing strategy ofyour firmProduct portfolio strategy  Which brands the company is going to develop and marketSegmentation and positioning strategy  Which market segments will be targeted  How products will be positionedMarketing mix strategy  Day-to-day operational marketing decisions  Pricing, production, communication, distribution, … www.Office2go.dk
  27. 27. Your missionIMPROVE CONSUMER WELL-BEING THROUGH INNOVATIVE PRODUCTS AND SERVICES AND MAXIMIZE SHAREHOLDER VALUE www.Office2go.dk
  28. 28. Coffee break www.Office2go.dk
  29. 29. www.Office2go.dk www.Office2go.dk
  30. 30. What is marketing’s role“There are only one valid definition of business purpose: To create a customer!Because it’s purpose is to create a customer, a business has two– and only two – basic functions. Marketing and innovation. Theyproduce results – all the rest are costs”Peter Drucker – Markedsføring 12 – 2005 Therefore we need to focus on: 1. how we increase the effectiveness of the marketing effort 2. The level of innovation www.Office2go.dk
  31. 31. Controlling marketing activityThere is an old saying that goes somewhat like this: “Half of the marketing budget will probably be wasted – the problem is that we do not know which half it is before after the budget period………..”This is just not god enough in today’s business world !!!Marketing needs to compete for resourcesIn the company like all other departments www.Office2go.dk
  32. 32. Findings Universe: 400 BTB DK based companies Written Mkt-plan: 79% no Does Mkt-dept know KPI: 70% no Act or react mode: 75% react mode (ie vs competitor) Does Mkt-dept know sales targets: 70% no Does Mkt-dept know markets and competition: 70% no Is marketing involved in costumer relations: 80% no Is the Mkt-dept ”competent”: 72% no Is the Mkt-dept marketing educated: 75% no Is the Mkt-dept respected in ”sales”: 80% no Is Mkt-dept part of top management: 92% no Research in ”Markedsføring” No 12 (24 of Augst 2004), page 15, source ChangeMarketig www.Office2go.dk
  33. 33. But this is not the case………..In a recent research 204 CEO’s in Danish companies with over 50employees where asked which department who contributed withmost value to the company? Sales Cust om er service Business developm ent Product ion Dist ribut ion Market ing IT Finance Research & Developm ent Hum an research 0% 10% 20% 30% 40% 50% 60% Source: Institut for konjunktur-analyse: 5-11 juli 2005 www.Office2go.dk
  34. 34. Strategy“ A strategy is a fundamental pattern of present and plannedobjectives, resource deployments and interactions of anorganization with markets, competitors, and other environmentalfactors”-------- And what does that mean ?…………………… www.Office2go.dk
  35. 35. What is strategy Strategy is war tacticsClausewitz was one of the first andlargest strategic thinkers: Carl Philipp Gottlieb von Clausewitz 1. juli 1780 - 16. november 1831“War is merely a continuation ofpolitics” Wom Kriege 1832 www.Office2go.dk
  36. 36. Stakeholders www.Office2go.dk
  37. 37. Marketing fundamentals• Principle 1: Focus on the customer – What business are we in? – What business could we be in? – What business do we want do be in? – What must we do to get into or consolidate in that business www.Office2go.dk
  38. 38. Marketing fundamentals• Principle 1: Focus on the customer• Principle 2: Only compete in markets where you can establish a competitive advantage www.Office2go.dk
  39. 39. Marketing fundamentals• Principle 1: Focus on the customer• Principle 2: Only compete in markets where you can establish a competitive advantage• Principle 3: Customers do not buy products…….. • Women do not by shoes for walking – they by fashion. • You by headache relief not Aspirin – A products value is a function of a lot of different aspects which are different from buyer to buyer. www.Office2go.dk
  40. 40. Marketing fundamentals• Principle 1: Focus on the customer• Principle 2: Only compete in markets where you can establish a competitive advantage• Principle 3: Customers do not buy products……..• Principle 4: Marketing is to important to leave to the marketing department Products, prices, place, promotion www.Office2go.dk
  41. 41. Marketing fundamentals• Principle 1: Focus on the customer• Principle 2: Only compete in markets where you can establish a competitive advantage• Principle 3: Customers do not buy products……..• Principle 4: Marketing is to important to leave to the marketing department• Principle 5: Markets are heterogeneous www.Office2go.dk
  42. 42. Marketing fundamentals• Principle 1: Focus on the customer• Principle 2: Only compete in markets where you can establish a competitive advantage• Principle 3: Customers do not buy products……..• Principle 4: Marketing is to important to leave to the marketing department• Principle 5: Markets are heterogeneous• Principle 6: Markets and customers are constantly changing – Situationsbestemt forbrug (Institut for fremtidsforskning 2003) • Her tager mennesket ikke udgangspunkt i sig selv og den type man tilhører, men mere i den situation som man står i og den rolle man har i situationen. • Lad os kigge på et godt eksempel ØL! www.Office2go.dk
  43. 43. Eksempel: øl og det situationsbestemte forbrug www.Office2go.dk
  44. 44. The marketing Strategy process www.Office2go.dk
  45. 45. Business purpose www.Office2go.dk
  46. 46. Mission, Vision og VærdierMission (hvem er vi?)• Fortæller kort hvilke behov og ønsker hos kunderne virksomheden vil dække – og hvordan de vil gøre det• Bæredygtig over tid• Beskriver kerneforretningen• Virksomhedens eksistensberettigelse – hvorfor er vi her?Vision (hvem vil vi være?)• Fremtiden – det virksomheden stræber mod (fyrtårn, stjerne mm)• Skal være ambitiøs og skabe inspiration/motivation/stolthedVærdier (hvordan gør vi det?)• De grundlæggende principper for ledelsens og medarbejdernes adfærd www.Office2go.dk
  47. 47. SWOT (TOWS) www.Office2go.dk
  48. 48. SWOT… www.Office2go.dk
  49. 49. SWOT…S: STYRKER T: TRUSLERINTERNE ANALYSE- EKSTERNE ANALYSE-MODELLER MODELLERW: SVAGHEDER M: MULIGHEDERINTERNE ANALYSE- EKSTERNE ANALYSE-MODELLER MODELLER• HVAD KAN VI KONKLUDERE PÅ BAGGRUND AF VORES SWOT?• HVILKE STYRKER/SVAGHEDER SPILLER SAMMEN MED HVILKE TRUSLER/MULIGHEDER?• DET ER HER VI FINDER VORE KONKURRENCEFORDELE! www.Office2go.dk
  50. 50. SWOT som ledelsesværktøj www.Office2go.dk
  51. 51. SWOT Eksempel www.Office2go.dk
  52. 52. Inden du laver en SWOT• Definer hvad du laver en SWOT for! – Virksomhed – Produktgruppe – Brand – Marked• Hvor en SWOT kun analyserer, tager TOWS løsninger med ! www.Office2go.dk
  53. 53. TOWS -analyse www.Office2go.dk
  54. 54. Core strategy www.Office2go.dk
  55. 55. Core strategy www.Office2go.dk
  56. 56. Creation of the competitive position www.Office2go.dk
  57. 57. Forretningsstrategier www.Office2go.dk
  58. 58. Generic strategies“ How should a business position its product offering so customers in the target market perceive the offering as providing the benefits they seek, thereby giving the product an advantage over current and potential future competitors”.“ A company can outperform its rivals only if it can establish a difference that in can preserve. It must deliver greater value to customers or create comparable value at a lower cost”. www.Office2go.dk
  59. 59. Generic strategies www.Office2go.dk
  60. 60. Implementation www.Office2go.dk
  61. 61. Thomas Bonoma; Problem diagnosis Source : ”The marketing edge – making strategies work” Strategy Appropriate Inappropriate Roulette: Success: •Good execution can •All that can be done to mitigate poor Good assure success has been strategy, ”forcing” done – 25% management to success – 10 % OrImplementation •The good execution can hasten failure. Trouble: Failure: •Poor execution hampers •Very hard to good strategy. diagnose, because bad Poor strategy is masked by Management may never become aware of strategic poor execution. soundness because of •Even harder to execution inadequacies. – fix, because two things are 50 % wrong. – 25 % www.Office2go.dk
  62. 62. Marketing mix Kap 12 www.Office2go.dk
  63. 63. The marketing management process Part 1:Marketing Strategy• Market –led strategic management – chapter 1• Strategig marketing plannng Part 2: Competitive market analysis• The changing market environment – chapter 3• Customer analysis – chapter 4• Competitor analysis - chapter5• Understanding the organizational resource base – chapter 6• Forecasting future demand and market requirements – chapter 7 Part 3: Identifying current and future competitive positions• Segmentation and positioning principles – chapter 8• Segmentation and positioning research – chapter 9• Selecting target markets– chapter 10 Part 4: Competitive position strategies• Segmentation and positioning principles – chapter 11• Competing through the new marketing mix – chapter 12•Competing trough innovation– chapter 13• Competing through superior service and customer relationship – chapter 14 Part 5: Implementing the strategy• Strategic customer management – chapter 15• Strategic alliances and network – chapter 16• CSR – chapter 18 www.Office2go.dk
  64. 64. www.Office2go.dk
  65. 65. Nothing more for today Jacob Holm Email: jacob.k.holm@gmail.com www.office2go.dk

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