Download to read offline
More Related Content
Mkt201 chapter 2
- 1. Marketing Management DR. SALMA AKTER AssistantProfessor: East West University PhD.: Cardiff Metropolitan University, UK. MSc.: (International Business Management): University of Gloucestershire, UK, MBA, BBA: University of Dhaka
- 2.
- 3. The Value Delivery Process Choosingthe Value Providing the Value Communicating
- 4. The Value Chain Michael Porterof Harvard University has proposed the value chain as a “tool for identifying ways to create more customer value”
- 5.
- 6. Core Business Processes THE MARKET SENSING PROCESS THE CUSTOMER ACQUISITION PROCESS THE FULFILLMENT MANAGEMENT PROCESS THENEW- OFFERING REALIZATION PROCESS THE CRM PROCESS 01 02 05 03 04
- 7. Core Competencie s Core competencies arethe main strengths or strategic advantages of a business. Core competencies are the combination of pooled knowledge and technical capacities that allow a business to be competitive in the marketplace. Source: www.investopedia.co m
- 8. Core Competencie s A core competencyhas three characteristics: 1. It is a source of competitive advantage and makes a significant contribution to perceived customer benefits. 2. It has applications in a wide variety of
- 9. The Marketing Plan The Marketing Planis the central instrument for directing and coordinating the marketing effort.
- 10. Levels of a MarketingPlan • Strategic – Target Markets – Value Propositions – Analyzing Market Opportunities • Tactical – Product Features – Promotion – Pricing – Sales
- 11.
- 12. Corporate and DivisionStrategic Planning Format Assessing Growth Opportunities Intensive Growth Integrative Growth Diversification Growth Downsizing and Divesting Assigning Resources to Each SBU Establishing SBUs Defining the Corporate Mission Business Definition Mission Statement
- 13. Defining the Corporate Mission Todefine the corporate mission, a company should address Peter Drucker’s classic questions: • What is our business? • Who is the customer? • What is of value to the customer? • What will our business be? • What should our business be?
- 14. Defining the Corporate Mission •Business Definition – Product Oriented Vs Market Oriented (Table 2.2) • Mission Statement – Five Major Characteristics (Page 63)
- 15. Establishing SBUs • Large companieshave multiple Strategic Business Units (SBUs) • An SBU has three characteristics: – It is a single business, or a collection of related businesses, that can be planned separately from the rest of the company. – It has its own set of competitors. – It has a manager responsible for strategic planning and profit performance, who controls most of the factors affecting profit.
- 16. Assigning Resources to EachSBU Once it has defined SBUs, the management must decide how to allocated corporate resources to each.
- 17.
- 18. Intensive Growth An useful framework which considersthe strategic growth opportunities is the product market expansion grid, also known as the Ansoff Matrix, MARKET PENETRAT ION STRATEGY PRODUC T DEVELOP MENT STRATEG Y MARKET DEVELOPM ENT STRATEGY DIVERSIFIC ATION STRATE GY Intensive Growth is the improvement of existing businesses. PRODUCTS MAR KETS Existing Ne w Ne w Existi ng
- 19.
- 20. Other Growth Strategies • DiversificationGrowth • Downsizing and Divesting Older Businesses
- 21.
- 22. Business Unit Strategic PlanningFormat Feedback & Control Program Formulation and Impementation Porter’s Generic Strategies Strategic Alliances Goal Formulation Strategic Formulation External Environment Analysis Internal Environment Analysis The Business Mission SWOT Analysis
- 23. The Business Mission Sources: http://panmore.com/unilever-vision-statement-mission-statement-analysis;http://www.lifebuoy.com/. Each business unit needs to define its specific mission within the broader company mission. Examples: • Mission: Adding vitality to life by meeting everyday needs for nutrition, hygiene, and personal care. Helping people feel good, look good, and get more out of life. • Mission: To spread the COMP ANY BUSINESS UNIT
- 24. SWOT Analysis • The overall evaluationof a company’s strengths, weaknesses, opportunities and treats. • It’s a way of monitoring the external and internal marketing STRENGTHS WEAKNESSES OPPORTUNITIES THREATS External Internal Helpful Harmful Source: www.presentationgo.com
- 25. SWOT Analysis EXTERNAL ENVIRONMENT • Amarketing opportunity is an area of buyer need and interest that a company has a high probability of profitably satisfying. • An environmental threat is a challenge posed by an unfavorable trend or development that, in the absence of a defensive marketing action, would lead to lower sales or profit.
- 26. SWOT Analysis INTERNAL ENVIRONMENT • Acompanies internal strengths & weaknesses can be measured using a form, such as the ‘marketing memo – provided in the textbook (page 73)’
- 27. SWOT Analysis REAL EXAMPL E: Go through theSWOT Analysis of Dell (Page 72-73)
- 28. Goal Formulation • Once thecompany has performed a SWOT Analysis, it can proceed to goal formulation. • Goals are objectives that are specific with respect to magnitude and time. • These objectives must meet four criteria: – They must be arranged hierarchically – They should be quantitative whenever possible – They should be realistic – They must be consistent
- 29.
- 30. Strategic Alliances PRODUCT OR SERVICEALLIANCES • One company licenses another to produce its product or two companies jointly market their complementary products or a new product.
- 31. Strategic Alliances PROMOTIONAL ALLIANCES • Onecompany agrees to carry a promotion for another company’s product or service.
- 32. Strategic Alliances LOGISTICS ALLIANCES • Onecompany offers logistical services for another company’s product. PRICING COLLABOLRATIONS • One or more companies join in a special pricing collaboration.
- 33.
- 34.
- 35. THE NATURE AND CONTENTSOF A MARKETING PLAN
- 36. The Nature andContents of a Marketing Plan 1. Executive Summary & ToC 2. Situati on Analys is 3. Marketi ng Strateg y 4. Market ing Tactics 5. Financi al Projecti ons 6. Impleme ntation Controls