The document discusses the strategic marketing plans and objectives of an organization for the year 2012. It provides details on the organization's mission, strategies for various divisions, strategic management approaches, and image marketing. It also outlines the scope of works, development plans up to 2012, factors like electricity generation and capacity in Bangladesh. Overall, the document focuses on analyzing the external environment, developing long-term vision and strategic priorities to guide business planning for transforming and growing the organization.

1. MISSION – 2012
From Marketing Point of View
Prepared By : Md. Mushfik Monjur

2. OVERVIEW
Organization mission Divisional Strategy
Corporate Strategy Divisional Planning
Strategic management Image Marketing
We Place High Value
On Customer Service
Strategic Marketing Brand equity

3. Our Strategic Planning
Developing and Maintaining a strategic
fit between the organization's objectives
and resources and its changing market
opportunities.
Org Objectives Strategic Fit Resources
Changing Environment

4. Sun Tze on Strategy
 “Know your enemy, know yourself, and your
victory will not be threatened. Know the
terrain, know the weather, and your victory
will be complete.”

5. Few Facts : Electricity Generation In
Bangladesh
 Maximum generation in 2008 : 3935.1 MW
 Maximum Generation In 2007 : 4130 MW
 Maximum Generation In History : 4130 MW

6. Development plan Up to 2012
 Installed Capacity, MW 9,666
 Peak Demand, MW 7,887
 Net Generation, MKWh 39,157
 Transmission Line, Km 7,180
 Capacity of Grid S/S, MVA
(a) 230/132 KV 11,575
(b) 132/33 KV 17,920
 Distribution Line, Km 3,45,530
 No. of Consumers, million 12.75
 No. of Village Electrified 69,571
 per Capita Generation, kWh 260
 Access to Electricity 65%
 Investment Requirement, (billion Tk) 307

7. Road To 2012 & Our Scope
 Upcoming New Power plants : 26
 Out of 26 – Gas Power : 25 & Hydropower :1
 Present Proven Reserve of Natural Gas : 8.40
TCF
 First Half of FY08 :
i) Avg. Daily Power generation – 3552 MW
ii) Peak Demand Stood At : 5200 MW

8. SCOPE OF WORKS
 DESA  APSCL
 DESCO  EGCB
 BPDB  NWZPDC
 PGCB  NWPGC
 DPDC  PC
 PBS  SZPDC
 BERC  WZPDC
 REB  RPC

9. Our Key Elements of Marketing Strategy
Formulation
 The strategic 3 Cs
 Customers, Competitors & the Corporation
 Strategic Marketing Decisions
 Where to compete
 How to compete
 When to compete

10. A Viable Marketing Strategy
 We Must have a clearly defined
market
 We Must have a good match between
corporate strengths and market needs
 We Must have significant positive
differentiation in the key success
factors of the business

11. Marketing Audit of EEL
 Comprehensive
 Must cover all marketing areas
 Systematic
 Sequential diagnostic steps
 Independent
 Internal & external auditors
 Periodic
 Performed at regular intervals

12. Charter Value
1. Customer Satisfaction
2. Profitability
3. Warm relationship with others
4. Sense of Accomplishment
5. Self-fulfillment
6. Sense of belonging
7. Respect from others
8. Self-respect
9. Security

13. Sources of Customer Value
 Economic:
 The economic benefit a customer derives from using a
product
 Functional:
 Those aspects of a product that provide functional or
utilitarian benefits to customers
Psychological:
 The image of the product, including how the product
“feels” and whether that feeling matches the image the
customer wants to project

14. ENERGYPAC IS A BRAND
OUR BRAND BUILDING
PROCESS

15. Consumer
Study
Brand Touch-
Attributes Points
EnergypacB
rand
Building
Brand Brand
Benefits Strategy
Brand
Positioning
and Essence

16. Our Brand
PUBLIC
EVENTS RELATIONS
DIGITAL
ASSET
MGMT
OUTDOOR
CORPORATE
IDENTITY
PRINT INTERACTIVE DIRECT
ENVIRON- MENT MKTG
RETAIL E-MAIL
MARKETING
E-COMMERCE
CO-BRANDING
EEL
PACKAGING ONLINE
MEDIA
PLAYING CRM
SURFACE
THEME ART
MARKETING
UNIFORM
BROADCAST GRAPHIC
STANDARDS
GUERRILLA
PROMOS MEDIA

17. How Can We Measure Our Brand
Equity
 Awareness:
Being aware of a brand is usually a requirement for its purchase
and tends to lead to more favorable opinions by reducing the risk
associated with a familiar option.
 Associations:
Images related to overall quality as well as specific product
attributes and user characteristics affect the reaction to a brand.
3. Attitude:
Overall favorability toward a brand is a critical part of brand
equity.
 Attachment:
Loyalty to a brand is the strongest type of equity, and most
beneficial for sellers.
 Activity:
The strongest fans of a brand become advocates.

18. How Can We Maintain Brand
Treat the
Loyalty
Customer right
Stay close to the Customer
Measure / Manage
Customer Satisfaction Brand Loyalty
Create a solution for a
Customer Problem /
Reward loyalty
Provide Extras

19. We May Maintain Brand Awareness
Top of
Mind
Brand Recall
Brand Recognition
Unaware of Brand

20. Assessing the Value of the Product
Category
1. Determine the uses of the product
2. Estimate the importance of the uses
3. List competing products for the uses
4. Determine the relative effectiveness of
the product category in each usage
situation

21. Three Minute Drill…
 How Can We Improve Our Customer
Analysis for Our Project?
 Demographic
 Socioeconomic
 Personality
 Psychographics and values

22. Hierarchy of Objectives
Company Mission/Vision
Level 0
Corporate objectives
Level I Corporate strategies
Divisional objectives
Level II
Divisional strategies
Product/brand objectives
Level III
Brand strategies
Program objectives
Level IV
Tactics

23. Strategic Alternatives
Long-
term
profits
Efficiency,
Growth in sales or
short-run
market share
profits
Market Market Decrease Increase
development penetration inputs outputs
Existing Reduce Increase
New segments
customers costs price
Improve
Convert Competitors’ Improve
asset
nonusers customers sales mix
utilization
New product
development

24. We May Focus On Five Areas For
Differentiation
1. Quality
2. Status and Image
3. Branding
4. Convenience and Service
5. Distribution

25. What: EEL Believes Brands Must
“Win The Heart”
EEL believes in creating motivating
communication solutions that connect brand
assets with consumers on deep emotional levels.
This fusion drives activation, increases brand
awareness and builds brand equity - positioning
client brands for maximum success.

26. We Value Different Types of Objectives
 Profitability  R&D
 Growth  Diversification
 Market share  Efficiency
 Social responsibility  Financial stability
 Employee welfare  Resource conservation
 Product Quality  Mgt & labor development
 Service

27. RECENT STRATEGIC DEVELOPMENT
Changes in external
environment
2000 Upcoming Years
New corporate
Existing Strategies
strategy
Strategy phase 1
Key themes: Strategy phase 2
 Making the case for change Our approach: Corporate strategy
 Products & services  Vision
 Restructuring to enable change
 Discipline reviews  Mission
 Market focus
 Property strategy  Strategic priorities
 Modernizing our services
 Managing collection as single entity
 E-strategy

28. OVERALL CHANGE PROGRAMME TIMELINE
2008 2008 2008 Remaining 2009 2012
After Dec
JUNE Decembe Expected Signing 2008 Demand Demand
r Contract
Total : 370 Total : 2820 MW About 6000 MW
MW
Public : 1470 MW For Reliable Supply :
Public : 60 7300 MW
MW Public-Private
Partnership : 1350 MW Per capita
Private- Consumption : 170 KWh
Total : 570 MW Total : 2310 MW
Public
Partnership : About 9,300 MW
Public : 240 MW Public : 1410 MW
310 MW
Public-Private Partnership : Public-Private Partnership
330 MW : 900 MW

29. STRATEGY PHASE - PROGRESS TO DATE
 More externally focused and market facing
 More effective and efficient management of
core functions
 More integrated view of collections and their
management
But still much to do to
 Faced up to endemic HR issues; modernised REACH and EMBED
our people strategy
 Catching up with our technology
infrastructure

30. STRATEGY PHASE – OUR APPROACH
Focus for
Analyse strategic context (both
Corporate
internal and external)
Strategy review
Perform-
Mission Strategic Business Implem- ance &
Vision Strategies Budgets
statement priorities Plans entation impact
review
Organisational values
APPROACH
•First conduct in-depth analysis of EEL’s strategic context (internal and external)
•Then focus efforts on developing long-term Vision
•Ultimately develop Strategic Priorities as first stage of Business Planning cycle

31. STRATEGIC FOCUS FOR THE NEXT 3 YEARS
 Transforming search and navigation
 Building the digital research environment
 Growing and managing the collection
 Developing our people

32. Concerns of EEL’s competitive analysis
How can our competitors be grouped meaningfully?
Figure 20.8
Source: Adapted from Wilson et al. (1992).

33. Function Process
 Market Research  Direct Mail, Print
 Direct Marketing  Seminars
 Online Marketing  Digital
 Trade Shows  Email, Web site, Banner
 Public Relations Ads, Links
 Collateral Material  Case Studies, White
 Advertising Papers
 Lead Management  Speaking
 Measurement  Database Management

34. Tactical Marketing
 Define USP  Forecast financial analysis
 Identify market  Create a corporate ID
 Generate marketing ideas  Prepare market
 Plan concept entry strategy
development

35. Make Marketing Decisions That:
 Satisfy target customers’ needs
 Help them achieve their organizational
goals and objectives

36. Strategic Marketing
 Understand emerging business trends
 Define value-based market
 Create a focus
 Plot organizational development
 DO competitive analysis
 Develop communication & collateral materials
 Talk to the decision maker

37. Strategic Planning
 Be aware of industry and economic
changes
 Understand buyer’s pain
 Know your client’s buy cycle
 Analyze business problems to better
formulate marketing strategy
 Research client’s needs

38. Reasons People Buy
What to look for What they want
 Need  Security
 Desire  Integrity
 Emotion  Quality
 Service
 Value
 Price

39. Image Marketing
 Know key differentiators
 Stick to Position Statement
 Create perceived value in marketing
 Project problem solving features
 Stay focused
 Build value over time

40. Our Approach of Narrowing Target
Markets
Selecting
target
marketing
approach
Segmenting Single
Narrowing down to into possible target
specific product-market target markets market
approach
All Some One Multiple
broad Homogeneous target
customer generic product
(narrow) product market
needs needs markets approach
market
Combined
target
market
approach

41. THANK YOU