Strategic marketing :Strategic marketing Tony Proctor


1 :1


Factors impacting on marketing strategy :Factors impacting on marketing strategy


Slide 4:Exhibit 1.1 Selected stakeholders Interests for an NHS organization


Slide 5:Exhibit 1.2 Stakeholders for a pharmaceutical company


Porter’s wheel of competitive strategy :Porter’s wheel of competitive strategy


2 :2


Product life cycle :Product life cycle


BCG Matrix :BCG Matrix


Product life cycle portfolio matrix :Product life cycle portfolio matrix


GE/McKinsey Matrix :GE/McKinsey Matrix


Directional Policy Matrix :Directional Policy Matrix


ADL Matrix :ADL Matrix


3 :3


Balanced Scorecard :Balanced Scorecard Figure 3.1 The balanced scorecard


Slide 17:EXHIBIT 3.5 FORD MODEL ‘T’—THE MINDSET OF HENRY FORD Henry Ford’s model ‘T’ remained unchanged for years while General Motors (Chevrolet) was making changes often using new technology. Henry Ford said: ‘We’ll give the customer any colour he wants as long as it is black.’ It was an arrogant statement by an arrogant man who had been on top so long he thought nothing could dislodge him from the number one position. In the late 1920s Ford nearly went out of business as a result of this myopic approach. General Motors (Chevrolet) took over as number one in the US and Ford did not catch up until the late 1980s.


Slide 18:·        Strategic blocks: ‘one right answer approaches’, inflexibility in thinking. These affect the approach taken to solve problems. They include the tendency to rely heavily on past experience or particular techniques without challenging their appropriateness; focusing on a narrow range of options for either problem definition or problem solving; and adapting an over­ly serious approach to problems which prevents the emergence of a playful, imaginative and humorous climate. ·        Value blocks: ‘over-generalized rigidity influenced by personal values’. These occur when personal beliefs and values restrict the range of ideas contemplated. Values co-exist and failure to reconcile them contributes to difficult personal and organizational dilemmas. ·        Perceptual blocks: ‘over-narrow focus of attention and interest’. These arise from a lack of sensory awareness at a physical level and therefore contribute to a lack of awareness of implications of situations. ·        Self-image blocks: ‘poor effectiveness through fear of failure, timidity in expressing ideas, etc.’. These reduce effectiveness in advancing ideas assertively. They arise from a lack of self confidence in the value of one’s own ideas. Individuals may be reluctant to seek help and talk about personal feelings.This barrier seems to be the greatest impediment to the successful implementation of new ideas. Blocks to Individual Creativity


Slide 19:EXHIBIT 3.6 BLOCKS TO CREATIVITY IN ORGANIZATIONS People and organizations tend to fall into a variety of traps when trying to become more innovative. 1 Identifying the wrong problem 2 Judging ideas too quickly 3 Stopping with the first good idea 4 Failing to get the support of key personnel in the organization 5 Failing to challenge assumptions


4 :4


Industry life cycle :Industry life cycle


Revitalising markets :Revitalising markets


Strategies for declining/ stagnant industries :Strategies for declining/ stagnant industries


Space analysis :Space analysis


Competitive Advantage Matrix :Competitive Advantage Matrix


5 :5


Market Analysis :Market Analysis


6 :6


Forces of competition :Forces of competition


7 :7


The marketing environment :The marketing environment


Booms and slumps and the economy :Booms and slumps and the economy


Technological change :Technological change


Cross impact matrix :Cross impact matrix


The TOWS matrix :The TOWS matrix


The TOWS matrix :The TOWS matrix


8 :8


Complex buying decision :Complex buying decision


Factors influencing consumer behaviour :Factors influencing consumer behaviour


Roles in the purchase decision making process :Roles in the purchase decision making process


Family Life Cycle Stages :Family Life Cycle Stages


Stages in the marketing research process :Stages in the marketing research process


9 :9


Sources of competitive advantage :Sources of competitive advantage


10 :10


Requirements of a market segment :Requirements of a market segment


Profiles :Profiles


Perceptual map :Perceptual map


Perceptual map :Perceptual map


11 :11


Types of sales promotion :Types of sales promotion


12 :12


Ansoff matrix :Ansoff matrix


International Market Entry Methods :International Market Entry Methods Indirect export Direct export: A domestic-based export department or division An overseas sales branch or subsidiary Travelling export sales representatives Foreign-based distributors or agents Licensing Joint ventures Direct Investment


Slide 55:EXHIBIT 12.2 WHAT IS A NEW PRODUCT? New to the world products: inventions—in-line skates, Polaroid camera, etc. New category entries: P&G’s first shampoo, Ford’s first Mini Additions to product lines: Tide liquid detergent Product improvements: current products made better Repositionings: Arm & Hammer’s baking soda repositioned several times as drain deodorant, refrigerator deodorant, etc.


Reasons for product failure :Reasons for product failure products lack useful/meaningful uniqueness planning is poor during the introduction phase the introduction is badly timed, e.g. before the market is ready for the product key important points are sometimes overlooked in the enthusiasm to go ahead poor marketing and failure after launch the top management in the organization does not provide adequate support for the product company politics, e.g. between various brand managers unforeseen high product costs.


New product development phases :New product development phases EXHIBIT 12.1 GENERIC STRATEGIES BASED ON


New product development :New product development


Slide 59:EXHIBIT 12.9 CONCEPT TESTING Uniqueness of the concept Believability of the concept Importance of the problem being addressed Extent to which the concept is interesting Extent to which it is realistic, practical, useful Extent to which it solves a problem or meets a need How much they like the concept How likely they would be to buy the product Their reactions to the proposed price What problems they see in using the product


Entry strategies :Entry strategies


Integrative growth strategies :Integrative growth strategies


Egan’s extension of Ansoff :Egan’s extension of Ansoff


13 :13


Reasons for customer defection :Reasons for customer defection


Good customer relations pathway :Good customer relations pathway


Slide 67:ORMSBY MOTORS


14 :14


Classical Gap Analysis :Classical Gap Analysis


Marketing and Corporate Strategies :Marketing and Corporate Strategies