Slide 1:Planning MarketingStrategies 2


Chapter Learning Objectives :Copyright © Houghton Mifflin Company. All rights reserved. 2–2 Chapter Learning Objectives To describe the strategic planning process To explain how organizational resources and opportunities affect the planning process To understand the role of the mission statement in strategic planning To examine corporate, business-unit, and marketing strategies To understand the process of creating the marketing plan To describe the marketing implementation process and the major approaches to marketing implementation


Chapter Outline :Copyright © Houghton Mifflin Company. All rights reserved. 2–3 Chapter Outline Understanding the Strategic Planning Process Assessing Organizational Resources and Opportunities SWOT analysis Establishing an Organizational Mission and Goals Developing Corporate, Business-Unit, and Marketing Strategies Corporate strategy Business-Unit Strategy Marketing Strategy Creating the Marketing Plan Implementing Marketing Strategies Approaches to marketing implementation Organizing marketing activities Controlling marketing activities


Understanding the Strategic Planning Process :Copyright © Houghton Mifflin Company. All rights reserved. 2–4 Understanding the Strategic Planning Process Strategic Planning The process of establishing an organizational mission and formulating goals, corporate strategy, marketing objectives, marketing strategy, and a marketing plan


Components of Strategic Planning :Copyright © Houghton Mifflin Company. All rights reserved. 2–5 Components of Strategic Planning FIGURE 2.1 Source: Figure adapted from Marketing Strategy, Second Edition, by O. C. Ferrell and Michael Hartline.Copyright © 2005. Reproduced with permission of South-Western, a division of Thomson Learning.


Marketing Strategy and Marketing Plan :Copyright © Houghton Mifflin Company. All rights reserved. 2–6 Marketing Strategy and Marketing Plan Marketing Strategy A plan of action for identifying and analyzing a target market and developing a marketing mix to meet the needs of that market Marketing Plan A written document that specifies the activities to be performed to implement and control an organization’s marketing activities


Assessing Organizational Resources and Opportunities :Copyright © Houghton Mifflin Company. All rights reserved. 2–7 Assessing Organizational Resources and Opportunities Core Competencies Things a firm does extremely well (strengths), which sometimes give it an advantage over its competition Financial and human resources Reputation, goodwill, and brand names


Assessing Organizational Resources and Opportunities (cont’d) :Copyright © Houghton Mifflin Company. All rights reserved. 2–8 Assessing Organizational Resources and Opportunities (cont’d) Market Opportunity A combination of circumstances and timing that permits an organization to reach a target market Strategic Windows Temporary periods of optimal fit between the key requirements of a market and the particular capabilities of a firm


Assessing Organizational Resources and Opportunities (cont’d) :Copyright © Houghton Mifflin Company. All rights reserved. 2–9 Assessing Organizational Resources and Opportunities (cont’d) Competitive Advantage The result of a company’s matching a core competency (superior skill or resources) to opportunities in the marketplace Manufacturing skills Technical skills Marketing skills


SWOT Analysis :Copyright © Houghton Mifflin Company. All rights reserved. 2–10 SWOT Analysis An assessment of the organization’s strengths, weaknesses, opportunities, and threats Strengths—competitive advantages or core competencies Weaknesses—limitations on competitive capability Opportunities—favorable conditions in the environment Threats—conditions or barriers to reaching objectives


The Four-Cell SWOT Matrix :Copyright © Houghton Mifflin Company. All rights reserved. 2–11 The Four-Cell SWOT Matrix Source: Reproduced from Nigel F. Piercy, Market-Led Strategic Change. Copyright © 1992, p. 371, with permission from Elsevier Science. FIGURE 2.2


Establishing an Organizational Mission and Goals :Copyright © Houghton Mifflin Company. All rights reserved. 2–12 Establishing an Organizational Mission and Goals Mission Statement A long-term view, or vision, of what the organization wants to become The mission statement answers two questions: Who are our customers? What is our core competency?


Mission Statement: Starbucks :Copyright © Houghton Mifflin Company. All rights reserved. 2–13 Mission Statement: Starbucks Source: © 2005 Starbucks. All rights reserved.


Establishing an Organizational Mission and Goals (cont’d) :Copyright © Houghton Mifflin Company. All rights reserved. 2–14 Establishing an Organizational Mission and Goals (cont’d) Marketing Objective A statement of what is to be accomplished through marketing activities to match strengths to opportunities, or to provide for the conversion of weaknesses to strengths Should be stated in clear, simple terms Should be accurately measurable Should specify a time frame for accomplishment Should be consistent with business-unit and corporate strategy


Corporate Strategy :Copyright © Houghton Mifflin Company. All rights reserved. 2–15 Corporate Strategy A strategy that determines the means for utilizing resources in the various functional areas to reach the organization’s goals Determines the scope of the business Guides its resource deployment Identifies its competitive advantages Provides overall coordination of functional areas


Corporate Strategy (cont’d) :Copyright © Houghton Mifflin Company. All rights reserved. 2–16 Corporate Strategy (cont’d) Issues Influencing Corporate Strategy Development Corporate culture Competition Differentiation Diversification Interrelationships among business units Environment concerns and social issues


Business-Unit Strategy :Copyright © Houghton Mifflin Company. All rights reserved. 2–17 Business-Unit Strategy Strategic Business Unit (SBU) A division, product line, or other profit center within a parent company Market A group of individuals and/or organizations that have needs for products in a product class and have the ability, willingness, and authority to purchase those products Market Share The percentage of a market that actually buys a specific productfrom a particular company


Business-Unit Strategy (cont’d) :Copyright © Houghton Mifflin Company. All rights reserved. 2–18 Business-Unit Strategy (cont’d) Market-Growth/Market-Share Matrix A strategic planning tool based on the philosophy that a product’s market growth rate and market share are important in determining marketing strategy Factors determining SBU/product’s position within a matrix Market growth rate Relative market share


Growth-Share Matrix Developed by the Boston Consulting Group :Copyright © Houghton Mifflin Company. All rights reserved. 2–19 Growth-Share Matrix Developed by the Boston Consulting Group Source: “The BCG Portfolio Matrix” from the Product Portfolio Matrix, © 1970, The Boston Consulting Group. Reproduced by permission. FIGURE 2.4


Business-Unit Strategy (cont’d) :Copyright © Houghton Mifflin Company. All rights reserved. 2–20 Business-Unit Strategy (cont’d) Market-Growth/Market-Share Matrix (cont’d) BCG Classification Star—high growth market, dominant market share requires additional resources for continued growth Cash cow—low growth, dominant market share generates surplus resources for allocation to other SBUs Dog—low/declining market, subordinate market share has diminished prospects and represents a drain on the portfolio Question mark—high growth market, low market share represents a high-risk/cost opportunity requiring a large commitment of resources to build market share


Marketing Strategy :Copyright © Houghton Mifflin Company. All rights reserved. 2–21 Marketing Strategy Target Market Selection Defining/understanding the target market by focusing on specific profitable customer groups/market segments. recognizing changes occurring in the market. Creating the Marketing Mix Analyze customer needs, preferences, and behavior Have the skills and resources required for product design, pricing, distribution, and promotion Maintain strategic consistency and flexibility in marketing mix decisions


Creating the Marketing Plan :Copyright © Houghton Mifflin Company. All rights reserved. 2–22 Creating the Marketing Plan Marketing Planning The process of assessing opportunities and resources, determining objectives, defining strategies, and establishing guidelines for implementation and control of the marketing program


Creating the Marketing Plan (cont’d) :Copyright © Houghton Mifflin Company. All rights reserved. 2–23 Creating the Marketing Plan (cont’d) Benefits of Planning Provides the basis for internal communication among employees Defines the assignment of responsibilities and tasks and sets the schedules for implementation Presents objectives and specifies resource allocations Helps in monitoring and evaluating the performance of the marketing strategy


Components of the Marketing Plan :Copyright © Houghton Mifflin Company. All rights reserved. 2–24 Components of the Marketing Plan


Implementing Marketing Strategies :Copyright © Houghton Mifflin Company. All rights reserved. 2–25 Implementing Marketing Strategies Marketing Implementation The process of putting marketing strategies into action Intended Strategy The strategy that the company decides on during the planning phase Realized Strategy The strategy that actually takes place IntendedStrategy RealizedStrategy Implementation


Approaches to Marketing Implementation :Copyright © Houghton Mifflin Company. All rights reserved. 2–26 Approaches to Marketing Implementation Internal Marketing Coordinating internal exchanges between the firm and its employees to achieve successful external exchanges between the firm and its customers Helping employees understand and accept their roles in the marketing strategy External customers Individuals who patronize a business Internal customers A company’s employees


A Framework for InternalMarketing :Copyright © Houghton Mifflin Company. All rights reserved. 2–27 A Framework for InternalMarketing Source: Adapted from Nigel F. Piercy, Market-Led Strategic Change, Copyright © 1992, Butterworth-Heinemann Ltd., p. 371. Used with permission.


Total Quality Management :Copyright © Houghton Mifflin Company. All rights reserved. 2–28 Total Quality Management Total Quality Management (TQM) A philosophy that uniform commitment to quality in all areas of the organization will promote a culture that meets customers’ perceptions of quality Benchmarking Comparing the quality of the firm’s goods, services, or processes with that of the best-performing competitors Empowerment Giving customer-contact employees authority and responsibility to make marketing decisions on their own


Components of Total Quality Management :Copyright © Houghton Mifflin Company. All rights reserved. 2–29 Components of Total Quality Management Total QualityManagement


Organizing Marketing Activities :Copyright © Houghton Mifflin Company. All rights reserved. 2–30 Organizing Marketing Activities The Role of Marketing in an Organization Close coordination of organizational units Understanding customer needs and desires Organizational goals for customer value and firm profitability Marketing Concept


Organizing Marketing Activities (cont’d) :Copyright © Houghton Mifflin Company. All rights reserved. 2–31 Organizing Marketing Activities (cont’d) Centralized Organization A structure in which top management delegates little authority to levels below it Decentralized Organization A structure in which decision-making authority is delegated as far down the chain of command as possible


Organizing the Marketing Unit :Copyright © Houghton Mifflin Company. All rights reserved. 2–32 Organizing the Marketing Unit Alternatives for Organizingthe Marketing Unit


The Marketing Control Process :Copyright © Houghton Mifflin Company. All rights reserved. 2–33 The Marketing Control Process FIGURE 2.5


Controlling Marketing Activities :Copyright © Houghton Mifflin Company. All rights reserved. 2–34 Controlling Marketing Activities Marketing Control Process Establishing performance standards and trying to match actual performance to those standards Establishing Performance Standards Expected levels of performance Taking Corrective Action Improve actual performance Reduce or change the performance standards Do both


Controlling Marketing Activities (cont’d) :Copyright © Houghton Mifflin Company. All rights reserved. 2–35 Controlling Marketing Activities (cont’d) Problems in Controlling Marketing Activities Lack of information Uncontrollable influence of market environment changes on marketing activities Time lag that occurs between marketing campaigns and their results delays corrective actions


After reviewing this chapter you should: :Copyright © Houghton Mifflin Company. All rights reserved. 2–36 After reviewing this chapter you should: Be able to describe the strategic planning process. Know how organizational resources and opportunities affect the planning process. Understand the role of the mission statement in strategic planning. Be familiar with corporate, business-unit, and marketing strategies. Understand the process of creating a marketing plan. Be able to describe the marketing implementation process and the major approaches to marketing implementation.