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1. CORPORATE MARKETING SERVICE
Design | Development | Marketing

2. CORPORATE MARKETING PLANNING
Corporate Strategy
 Which products to Offer
 Which Markets to Serve
Product Mix Strategy
 What Each Product Should Contribute to the Firm
 How Resources Should be Allocated Across Products
Design | Development | Marketing

3. FACTORS INFLUENCING
CORPORATE STRATEGY
Environmental
Problems and
Opportunities
Corporate
Mission
and
Objectives
Corporate
Strategy
Organizational
Resources and
Competencies
Design | Development | Marketing

4. Using Distinctive
Competencies
Competency
R&D Capability
Financial Resources
Company Reputation for Quality
Strong Sales Force
Control Over Materials and Other
Supplies
Potential Use
Emphasize High technology in
product development
Acquiring other businesses
Select markets where reputation is
known
Select new products that can be sold
by same salesforce
Emphasize products that require
these resources; compete as low-cost
producer
Design | Development | Marketing

5. COMMON TYPES OF CORPORATE
OBJECTIVES
Profitability
 i.e. Net profit as a percent of sales
Volume
 i.e. Market share
Stability
 i.e. Variance in annual sales volume
Nonfinancial
 i.e. Improved corporate image
Design | Development | Marketing

6. Sell the BusinessSell the Business
Core BusinessCore Business
IntegrationIntegration
Product
Development
Backward
Forward
Horizontal
Market
Development
Market
Penetration
Concentric
Horizontal
Conglomerate
New Products
for Existing
Markets
New Markets
for Existing
Products
New Product
Markets
(Diversification)
Related to
Core Business
Unrelated to
Core Business
Core Development Options

7. BASIC TYPES OF CORPORATE
STRATEGY
Growth Strategies
For Current Markets
Market penetration
Product Development
Vertical Integration
For New Markets
Market development
Diversification
Strategic Alliances
Design | Development | Marketing

8. BASIC TYPES OF CORPORATE
STRATEGY
Consolidation Strategies
 Retrenchment
 Pruning
 Divestment
Design | Development | Marketing

9. Product Form
Product Class
Generic Need
Sales of regular
tea,
decaffeinated
tea or herbal tea
Sales of tea
Sales of all
beverages
PRODUCT MIX STRATEGY
Definitions of the Relevant Market
Design | Development | Marketing

10. PRODUCT MIX STRATEGY
The BCG Growth-Share Matrix
The GE Business Screen
Directional Policy Matrix
Product Portfolio Models
Design | Development | Marketing

11. EVALUATING COMPETITIVE STRENGTH
AND MARKET ATTRACTIVENESS
Competitive Strength Dimensions
 Does our market share suggest we have a strong customer base?
 Do we have the managerial skills needed to compete?
 Are our production facilities modern and efficient?
 Do we possess the technology to maintain a competitive rate of
innovation?
 Do customers have a positive image of our products?
 Does our cost structure enable us to be competitive on price?
 Do we have stable and reliable suppliers?
Design | Development | Marketing

12. EVALUATING COMPETITIVE STRENGTH
AND MARKET ATTRACTIVENESS
Market Attractiveness Dimensions
 Is the industry sales-growth rate high?
 Is the market large enough to sustain several competitors?
 Is the rate of product obsolescence high?
 Does extensive government regulation constrain actions?
 Is there a risk of raw material or component shortage?
 Are their a large number of strong competitors?
 Does the industry present a strong potential for profit?
 Does the industry fit well with our overall corporate strategy?
Design | Development | Marketing

13. Design | Development | Marketing
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