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©2000 Prentice Hall
Objectives
Corporate and division strategic planingCorporate and division strategic planing
Business u...
©2000 Prentice Hall
Market-Oriented Strategic
Planning
Objectives
Skills
Resources
Opportunities
©2000 Prentice Hall
Market-Oriented Strategic
Planning
Objectives
Skills
Resources
Opportunities
Profit
and
Growth
©2000 Prentice Hall
Corporate Headquarters
Planning
Define the corporate missionDefine the corporate mission
Establish str...
©2000 Prentice Hall
Strategic-Planning, Implementation,
and Control Process
Measuring
results
Diagnosing
results
Taking
co...
©2000 Prentice Hall
Good Mission Statements:
Limited number of goals
Stress major policies & values
Define competitive sco...
©2000 Prentice Hall
The Boston Consulting Group’s
Growth-Share Matrix
20%-20%-
18%-18%-
16%-16%-
14%-14%-
12%-12%-
10%-10%...
©2000 Prentice Hall
Market Attractiveness: Competitive-
Position Portfolio Classification
MARKETATTRACTIVENESSMARKETATTRAC...
©2000 Prentice Hall
SalesSales
10105500
Time (yearsTime (years)
The Strategic-Planning Gap
Desired
sales
Desired
sales
Int...
©2000 Prentice Hall
Three Intensive Growth Strategies:
Ansoff’s Product/Market Expansion
Grid
4. Diversification
2. Market...
©2000 Prentice Hall
1
4
2
3
HighHigh
LowLow
HighHigh LowLow
AttractivenessAttractiveness
Success ProbabilitySuccess Probab...
©2000 Prentice Hall
Threat Matrix
1.1. Competitor develops aCompetitor develops a
superior lighting systemsuperior lightin...
©2000 Prentice Hall
The McKinsey 7-S Framework
SkillsSkills
Shared
values
Shared
values
StaffStaff
StyleStyle
StrategyStra...
©2000 Prentice Hall
Sell the product
The Value-Delivery Process
Make the product
ProcureDesign
product Make Price Sell Adv...
©2000 Prentice Hall
The Marketing Plan
Executive Summary & Table of Contents
Current Marketing Situation
Opportunity & Iss...
©2000 Prentice Hall
Competitors
Marketing
intermediaries
PublicsSuppliers
Marketing Strategy
M
arketing
inform
ation
syste...
©2000 Prentice Hall
Review
Corporate and division strategic planingCorporate and division strategic planing
Business unit ...
Ch03[1]    philip kotler strategic planning
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Ch03[1] philip kotler strategic planning

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Ch03[1] philip kotler strategic planning

  1. 1. ©2000 Prentice Hall Objectives Corporate and division strategic planingCorporate and division strategic planing Business unit planningBusiness unit planning The marketing processThe marketing process Product level planningProduct level planning The marketing planThe marketing plan
  2. 2. ©2000 Prentice Hall Market-Oriented Strategic Planning Objectives Skills Resources Opportunities
  3. 3. ©2000 Prentice Hall Market-Oriented Strategic Planning Objectives Skills Resources Opportunities Profit and Growth
  4. 4. ©2000 Prentice Hall Corporate Headquarters Planning Define the corporate missionDefine the corporate mission Establish strategic business unitsEstablish strategic business units (SBUs)(SBUs) Assign resources to SBUsAssign resources to SBUs Plan new business, downsize olderPlan new business, downsize older businessesbusinesses
  5. 5. ©2000 Prentice Hall Strategic-Planning, Implementation, and Control Process Measuring results Diagnosing results Taking corrective action ImplementationImplementationPlanningPlanning Corporate planning Division planning Business planning Product planning Organizing Implementing ControlControl
  6. 6. ©2000 Prentice Hall Good Mission Statements: Limited number of goals Stress major policies & values Define competitive scopes
  7. 7. ©2000 Prentice Hall The Boston Consulting Group’s Growth-Share Matrix 20%-20%- 18%-18%- 16%-16%- 14%-14%- 12%-12%- 10%-10%- 8%-8%- 6%-6%- 4%-4%- 2%-2%- 00 MarketGrowthRate 3 ? Question marks ? ? ? 2 1 Cash cow 6 Dogs 8 7 10x 4x 2x 1.5x 1x10x 4x 2x 1.5x 1x Relative Market Share .5x .4x .3x .2x .1x.5x .4x .3x .2x .1x Stars 5 4
  8. 8. ©2000 Prentice Hall Market Attractiveness: Competitive- Position Portfolio Classification MARKETATTRACTIVENESSMARKETATTRACTIVENESS 5.005.00 3.673.67 2.332.33 1.001.00 LowLowMediumMediumHighHigh Relief valve Flexible diaphragms Fuel pumps Aerospace fittings Clutches Hydraulic pumps Joints StrongStrong MediumMedium WeakWeak BUSINESS STRENGTHBUSINESS STRENGTH 1.001.002.332.333.673.675.005.00 Invest/growInvest/grow Selectivity/earningsSelectivity/earnings Harvest/divestHarvest/divest
  9. 9. ©2000 Prentice Hall SalesSales 10105500 Time (yearsTime (years) The Strategic-Planning Gap Desired sales Desired sales Integrative growth Intensive growth Current portfolio Current portfolio Strategic-Strategic- planningplanning gapgap DiversificationDiversification growthgrowth
  10. 10. ©2000 Prentice Hall Three Intensive Growth Strategies: Ansoff’s Product/Market Expansion Grid 4. Diversification 2. Market development New markets 1. Market penetration Existing markets Existing products 3. Product development New products
  11. 11. ©2000 Prentice Hall 1 4 2 3 HighHigh LowLow HighHigh LowLow AttractivenessAttractiveness Success ProbabilitySuccess Probability OpportunitiesOpportunities Opportunity Matrix 1.1. Company develops a moreCompany develops a more powerful lighting systempowerful lighting system 2.2. Company develops aCompany develops a device for measuring thedevice for measuring the energy efficiency of anyenergy efficiency of any lighting systemlighting system 3.3. Company develops aCompany develops a device for measuringdevice for measuring illumination levelillumination level 4.4. Company develops aCompany develops a software program to teachsoftware program to teach lighting fundamentals to TVlighting fundamentals to TV studio personnelstudio personnel
  12. 12. ©2000 Prentice Hall Threat Matrix 1.1. Competitor develops aCompetitor develops a superior lighting systemsuperior lighting system 2.2. Major prolongedMajor prolonged economic depressioneconomic depression 3.3. Higher costsHigher costs 4.4. Legislation to reduceLegislation to reduce number of TV studionumber of TV studio licenseslicenses 1 4 2 3 HighHigh LowLow HighHigh LowLow SeriousnessSeriousness Probability of OccurrenceProbability of Occurrence ThreatsThreats
  13. 13. ©2000 Prentice Hall The McKinsey 7-S Framework SkillsSkills Shared values Shared values StaffStaff StyleStyle StrategyStrategy StructureStructure SystemsSystems
  14. 14. ©2000 Prentice Hall Sell the product The Value-Delivery Process Make the product ProcureDesign product Make Price Sell Advertise/ promote Distribute Service Choose the Value Provide the Value Communicate the Value (a) Traditional physical process sequence (b) Value creation & delivery sequence Strategic marketing Tactical marketing
  15. 15. ©2000 Prentice Hall The Marketing Plan Executive Summary & Table of Contents Current Marketing Situation Opportunity & Issue Analysis Objectives Marketing Strategy Action Programs Projected Profit-and-loss Controls
  16. 16. ©2000 Prentice Hall Competitors Marketing intermediaries PublicsSuppliers Marketing Strategy M arketing inform ation system M arketing planning systemM arketing organization system M arketing organization and im plem entation Product Promotion Place PriceTarget customers Demographic/Demographic/ economiceconomic environmentenvironment Social/Social/ culturalcultural environmentenvironment Technical/Technical/ physicalphysical environmentenvironment Political/Political/ legallegal environmentenvironment
  17. 17. ©2000 Prentice Hall Review Corporate and division strategic planingCorporate and division strategic planing Business unit planningBusiness unit planning The marketing processThe marketing process Product level planningProduct level planning The marketing planThe marketing plan

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