The document outlines the concepts of the value chain and marketing plans, emphasizing their importance in creating customer value and strategic direction. It details the characteristics of core competencies, the functions of strategic and tactical levels in marketing, and the significance of mission statements and strategic business units. Additionally, it discusses methods such as SWOT analysis, market opportunity analysis, and the formulation of goals and strategies to enhance organizational performance.

1. Guided By Prof. Rakesh ShiraseMBA-I
Vishal Patel | Drashti Shah | Jyotsana Iyer | Shruti Kumari | Pappu Kumar

2. What is the Value Chain?
The value chain is a tool for identifying
ways to create more customer value
because every firm is a synthesis of
primary and support activities
performed to design, produce, market,
deliver, and support its product.

3. Porter’s Value Chain

4. Characteristics of Core Competencies
 A source of competitive advantage
 Applications in a wide variety of markets
 Difficult to imitate

5. What is a Marketing Plan?
 A marketing plan is the central instrument
for directing and coordinating the marketing
effort.
 It operates at a strategic and tactical level.

6. Levels of a Marketing Plan
 Strategic
 Target marketing
decisions
 Value proposition
 Analysis of
marketing
opportunities
 Tactical
 Product features
 Promotion
 Merchandising
 Pricing
 Sales channels
 Service

7. The Strategic Planning, Implementation, and
Control Processes

8. Corporate And Division Strategic Planning
 Defining the corporate mission
 Establishing strategic business units
 Assigning resources to each SBU
 Assessing growth opportunities

9. Defining the corporate mission
Mission statement includes the mission of
an organization which it needs to achieve
through careful marketing research by
carefully analyzing the needs and wants of
customer and providing him with the
same.

10. Good Mission Statements
Focus on limited number of goals
Stress major policies and values
Define major competitive spheres
Take a long-term view
Short, memorable, meaningful

11. Sample Mission Statements
MARRIOTT’S Mission Statement:
We are committed to being the best lodging and
food service company in the world, by treating
employees in ways that create extraordinary
customer service and shareholder value

12. Cont.
 Biocon
“To be an integrated biotechnology enterprise of
global distinction.”
 Infosys Technologies Limited
“To achieve our objectives in an environment of
fairness, honesty, and courtesy towards our
clients, employees, vendors and society at
large.”

13.  It is a single business or collection of related
businesses
 It has its own set of competitors
 It has a leader responsible for strategic planning
and profitability
Establish strategic business units (SBUs)
Characteristics of SBUs

14. Product Orientation vs. Market Orientation
Company Product Market
Missouri-Pacific
Railroad
We run a railroad We are a people-
and-goods mover
Xerox We make copying
equipment
We improve office
productivity
Standard Oil We sell gasoline We supply energy
Columbia Pictures We make movies We entertain people

15. Assign resources to each SBU
The Strategic Planning Gap

16. Assess growth opportunities
Ansoff’s Product-Market Expansion Grid

17. The Business Unit Strategic Planning Process

18. SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats

19. SWOT Analysis
INTERNAL FACTORS
past and present
EXTERNAL FACTORS
past and present ACTION
STRENGTHS
Build on them,
Emphasise in promotional
campaigns
OPPORTUNITIES
Exploit them if possible
Need to be identified and
researched via
environmental scanning
and analysis
WEAKNESSES
Eliminate them if possible,
Circumvent them
THREATS
Develop contingency
plans
Must be addressed by
Marketing Plan decisions

20. Market Opportunity Analysis (MOA)
 Can the benefits involved in the opportunity be
articulated convincingly to a defined target
market?
 Can the target market be located and reached
with cost-effective media and trade channels?
 Does the company possess or have access to the
critical capabilities and resources needed to
deliver the customer benefits?

21. MOA (cont.)
 Can the company deliver the benefits better
than any actual or potential competitors?
 Will the financial rate of return meet or exceed
the company’s required threshold for
investment?

22. Goal Formulation
 Hierarchically arranged from the most to the
least important.
 Quantitative objectives whenever possible
 Objectives should be realistic
 Objectives must be consistent

23. Strategic Formulation
Porter’s Generic Strategies
Overall Cost Leadership
Differentiation
Focus

24. Feedback And Control
Measures include:
•Performance
measurements
•Evaluation mechanisms
•Feedback mechanisms
•Contingency planning
•Budgets / profit & loss

25. Problems with Planning
 Companies become obsessed with the process or
technique rather than the actual content and
delivery of the plan!!
 Unreliable or insufficient market research data can
make plans flawed from beginning!

26.  New companies
 too busy?
 Small companies
 not important/ no skills/ restrictive?
 Mature companies
 Unnecessary / cumbersome?
 Fast changing markets
 not useful / responsive?
However all organisations should plan!
Problems with Planning (Cont.)

27. Marketing Planning is Essential ...
Conflicting pressures make choices difficult
Enhancing customer
service
Short-term profit
Revenue
maximisation Cost minimisation
Long-term value
creation
Increasing
profitabilityVs.
Vs.
Vs.

28.  Executive summary
 Table of contents
 Situation analysis
 Marketing strategy
 Financial projections
 Implementation controls
Marketing Plan should
consist :
Conclusion

29. Thank you