Strategic marketing  Tony Proctor
1
Factors impacting on marketing           strategy
Exhibit 1.1 Selected stakeholders Interests for           an NHS organizationStakeholder            InterestsStaff        ...
Exhibit 1.2 Stakeholders for a pharmaceutical company        Stakeholders                 Interests        General public ...
Porter’s wheel of competitive strategy
2
Product life cycle
BCG Matrix
Product life cycle portfolio           matrix
GE/McKinsey Matrix
Directional Policy Matrix
ADL Matrix                                   Industry life                                   cycle stageCompetitive   Embr...
3
Balanced ScorecardFigure 3.1 The balanced scorecard
EXHIBIT 3.5 FORD MODEL ‘T’—THE MINDSET OF HENRYFORDHenry Ford’s model ‘T’ remained unchanged for years while GeneralMotors...
Blocks to Individual Creativity  Strategic blocks: ‘one right answer approaches’, inflexibility in thinking. Theseaffect t...
EXHIBIT 3.6 BLOCKS TO CREATIVITY IN ORGANIZATIONSPeople and organizations tend to fall into a variety of traps whentrying ...
4
Industry life cycle
Revitalising markets
Strategies for declining/ stagnant            industries
Space analysis
Competitive Advantage Matrix
5
Market Analysis
6
Forces of competition
7
The marketing environment
Booms and slumps and the       economy
Technological change
Cross impact matrix
The TOWS matrix
The TOWS matrix
8
Complex buying decision
Factors influencing consumer          behaviour
Roles in the purchase decision       making process
Family Life Cycle Stages
Stages in the marketing research             process
9
Sources of competitive advantage
10
Requirements of a market       segment
Profiles
Perceptual map
Perceptual map
11
Types of sales promotion
12
Ansoff matrix
International Market Entry Methods• Indirect export•   Direct export:•   A domestic-based export department or division•  ...
E XHIBIT 12.2 WHA T IS A NE W PRODUC T?New to the world products: inventions— in-line skates,Polaroid cam era, etc.New cat...
Reasons for product failure•   products lack useful/meaningful uniqueness•   planning is poor during the introduction phas...
New product development phases
New product development
E XHIBIT 12.9 C ONC E PT TE STINGUniqueness of the conceptBelievability of the conceptImportance of the problem being addr...
Entry strategies
Integrative growth strategies
Egan’s extension of Ansoff
13
Reasons for customer defection
Good customer relations pathway
ORMSBY MOTORS
14
Classical Gap Analysis
Marketing and Corporate Strategies
Strategic marketing
Strategic marketing
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Strategic marketing

  1. 1. Strategic marketing Tony Proctor
  2. 2. 1
  3. 3. Factors impacting on marketing strategy
  4. 4. Exhibit 1.1 Selected stakeholders Interests for an NHS organizationStakeholder InterestsStaff Provision of quality health care Self development and promotion prospectsCurrent Job Satisfaction Receive excellent care and attention Work in a safe and good quality environment Enhance health prospects and life expectancyPatients Advice on how best to recover from treatment and avoid future health problemsUnions Access to information Responsibility to members to ensure fair working practices, safe environment Support from medical staff Support and advise members in all areas of employment rights, i.e. Equal Opportunities, Discrimination, Racial IncidentsGovernment Recruitment of new members Quality Standards Legal requirements/Health and Safety/Equal Opps/Pay and ConditionsPress Financial Management, high achievementbeing used and managed effectively Praise and publicity for ensure resources Adverse publicity – making the facts knownProspective Patients Challenging use of finances and pleasant environment Excellent treatment in a caring Access to information Choices
  5. 5. Exhibit 1.2 Stakeholders for a pharmaceutical company Stakeholders Interests General public Safe, reliable, tested drugs Legal/ courts Tested drugs which do not result in serious side effects for the users. Government Reasonably priced drugs which have been shown to be effective in use. Media Stories showing either the benefits of drugs or very harmful side-effects of drugs which have not been properly tested. Scientific Community Details of development and testing of new drugs. Shareholders Return on investment and shareholder value created. Suppliers Steady and secure demand for the products and services it supplies. Financial institutions A sound developing and following sound marketing and corporate strategies which will produce guaranteed returns from lending and investment. Rank and file employees Secure and interesting employment with good future prospects. Competitors New developments that lead to competitive advantage. Consumers Safe and effective treatments. Management Control and influence over what happens in the firm.
  6. 6. Porter’s wheel of competitive strategy
  7. 7. 2
  8. 8. Product life cycle
  9. 9. BCG Matrix
  10. 10. Product life cycle portfolio matrix
  11. 11. GE/McKinsey Matrix
  12. 12. Directional Policy Matrix
  13. 13. ADL Matrix Industry life cycle stageCompetitive Embryonic Growth Mature AgingPositionDominant Hold position and Hold position and Hold position and Hold position seek to maximize share expand with share industryStrong Attempt to Attempt to Hold position and Hold position or improve position improve position expand with harvest and maximize and be selective in industry share attempts to improve shareFavourable Selective attempts Attempt to Find niche and Harvest or phased out to improve improve position attempt to guard withdrawal position and be selective in it. attempts to improve shareTenable Selectively push Find niche and Find niche and Phased out for position attempt to guard it hang on or phased withdrawal or out withdrawal abandonWeak Improve or get out Turnaround or Turn around or Abandon abandon phased out withdrawal
  14. 14. 3
  15. 15. Balanced ScorecardFigure 3.1 The balanced scorecard
  16. 16. EXHIBIT 3.5 FORD MODEL ‘T’—THE MINDSET OF HENRYFORDHenry Ford’s model ‘T’ remained unchanged for years while GeneralMotors (Chevrolet) was making changes often using new technology.Henry Ford said: ‘We’ll give the customer any colour he wants as longas it is black.’ It was an arrogant statement by an arrogant man who hadbeen on top so long he thought nothing could dislodge him from thenumber one position.In the late 1920s Ford nearly went out of business as a result of thismyopic approach. General Motors (Chevrolet) took over as number onein the US and Ford did not catch up until the late 1980s.
  17. 17. Blocks to Individual Creativity Strategic blocks: ‘one right answer approaches’, inflexibility in thinking. Theseaffect the approach taken to solve problems. They include the tendency to relyheavily on past experience or particular techniques without challenging theirappropriateness; focusing on a narrow range of options for either problemdefinition or problem solving; and adapting an over-ly serious approach toproblems which prevents the emergence of a playful, imaginative and humorousclimate. V alue blocks: ‘over-generalized rigidity influenced by personal values’.These occur when personal beliefs and values restrict the range of ideascontemplated. Values co-exist and failure to reconcile them contributes todifficult personal and organizational dilemmas. Perceptual blocks: ‘over-narrow focus of attention and interest’. These arisefrom a lack of sensory awareness at a physical level and therefore contribute to alack of awareness of implications of situations. Self-image blocks: ‘poor effectiveness through fear of failure, timidity inexpressing ideas, etc.’. These reduce effectiveness in advancing ideas assertively.They arise from a lack of self confidence in the value of one’s own ideas.Individuals may be reluctant to seek help and talk about personal feelings.This
  18. 18. EXHIBIT 3.6 BLOCKS TO CREATIVITY IN ORGANIZATIONSPeople and organizations tend to fall into a variety of traps whentrying to become more innovative.1 Identifying the wrong problem2 Judging ideas too quickly3 Stopping with the first good idea4 Failing to get the support of key personnel in the organization5 Failing to challenge assumptions
  19. 19. 4
  20. 20. Industry life cycle
  21. 21. Revitalising markets
  22. 22. Strategies for declining/ stagnant industries
  23. 23. Space analysis
  24. 24. Competitive Advantage Matrix
  25. 25. 5
  26. 26. Market Analysis
  27. 27. 6
  28. 28. Forces of competition
  29. 29. 7
  30. 30. The marketing environment
  31. 31. Booms and slumps and the economy
  32. 32. Technological change
  33. 33. Cross impact matrix
  34. 34. The TOWS matrix
  35. 35. The TOWS matrix
  36. 36. 8
  37. 37. Complex buying decision
  38. 38. Factors influencing consumer behaviour
  39. 39. Roles in the purchase decision making process
  40. 40. Family Life Cycle Stages
  41. 41. Stages in the marketing research process
  42. 42. 9
  43. 43. Sources of competitive advantage
  44. 44. 10
  45. 45. Requirements of a market segment
  46. 46. Profiles
  47. 47. Perceptual map
  48. 48. Perceptual map
  49. 49. 11
  50. 50. Types of sales promotion
  51. 51. 12
  52. 52. Ansoff matrix
  53. 53. International Market Entry Methods• Indirect export• Direct export:• A domestic-based export department or division• An overseas sales branch or subsidiary• Travelling export sales representatives• Foreign-based distributors or agents• Licensing• Joint ventures• Direct Investment
  54. 54. E XHIBIT 12.2 WHA T IS A NE W PRODUC T?New to the world products: inventions— in-line skates,Polaroid cam era, etc.New category entries: P& G’s first sham poo, Ford ’s first M iniAdditions to product lines: Tid e liquid d etergent Productimprovements: current prod ucts m ad e better Repositionings:Arm & H am m er’s baking sod a repositioned several tim es asd raind eod orant, refrigerator d eod orant, etc .
  55. 55. Reasons for product failure• products lack useful/meaningful uniqueness• planning is poor during the introduction phase• the introduction is badly timed, e.g. before the market is ready for the product• key important points are sometimes overlooked in the enthusiasm to go ahead• poor marketing and failure after launch• the top management in the organization does not provide adequate support for the product• company politics, e.g. between various brand managers• unforeseen high product costs.
  56. 56. New product development phases
  57. 57. New product development
  58. 58. E XHIBIT 12.9 C ONC E PT TE STINGUniqueness of the conceptBelievability of the conceptImportance of the problem being addressedExtent to which the concept is interestingExtent to which it is realistic, practical, usefulExtent to which it solves a problem or meets a needHow much they like the conceptHow likely they would be to buy the productTheir reactions to the proposed priceWhat problems they see in using the product
  59. 59. Entry strategies
  60. 60. Integrative growth strategies
  61. 61. Egan’s extension of Ansoff
  62. 62. 13
  63. 63. Reasons for customer defection
  64. 64. Good customer relations pathway
  65. 65. ORMSBY MOTORS
  66. 66. 14
  67. 67. Classical Gap Analysis
  68. 68. Marketing and Corporate Strategies

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