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CIM Post Graduate Diploma Marketing Leadership & Planning Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM 1

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CIM Post Graduate Diploma. Marketing Leadership & Planning. Course Objectives. To deliver a coherent and deliverable market oriented internal culture to encourage flexibility which is SMART enough for your employer to understand and give you the go ahead. - PowerPoint PPT Presentation

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Page 1: CIM Post Graduate Diploma

CIM Post Graduate Diploma

Marketing Leadership & Planning

Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM 1

Page 2: CIM Post Graduate Diploma

Course Objectives

To deliver a coherent and deliverablemarket oriented internal culture

to encourage flexibilitywhich is SMART enough for your employer

to understand and give you the go ahead.

To follow the CIM guidelines so as not to throw away marks

To maximise the LSM on-line resources=

SUCCESS2Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

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Session 3

Strategic Marketing Plans

3Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

Page 4: CIM Post Graduate Diploma

Corporate Strategic Planning Process

4Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

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What is strategy? The direction and scope of an organisation over the

long term, which achieves advantage in a changing environment through its configuration of resources and competencies with the aim of fulfilling stakeholder expectations.

Johnson, Scholes and Whittington

In simple terms, it is the means by which an organisation implements its vision and mission whilst achieving a competitive advantage. Strategy depicts:

The direction of the organisationMarkets to be served and the scopeMethod of achieving competitive advantage Resource requirement and allocationInfluence and implications of the external environmentThe expectations and the values of the stakeholders

5Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

Page 6: CIM Post Graduate Diploma

Levels of Strategy

6Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

market oriented internal culture to encourage flexibility

Page 7: CIM Post Graduate Diploma

Corporate Strategy – Purpose and scope

When developing the corporate strategy, the following factor

should be taken into account:

Opportunities and threats derived through the environment

Availability and requirement of resources

Stakeholder, shareholder and organisational value

Timescale – (corporate strategies are developed on a long term

basis)

Complexity – uncertainty of the future, dynamism of the

environment

7Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

Page 8: CIM Post Graduate Diploma

Business Strategy – How do we compete?

Once the corporate Strategy derives what products to offer in which markets, the

next question of the business process would be to determine the way in which a

competitive advantage would be

achieved.

8Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

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Operational Strategy

Organisations comprise of different functions. Therefore, once the way of competing

is determined, it is important to derive the functional strategies to reflect the scope

and focus of each function/ department

Organisations often develop strategies for the following functions:

Production

Marketing

Finance

HRM

Research and development

Information systems Strategic fit

9Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

Page 10: CIM Post Graduate Diploma

10

5 M’s +E used for a resources audit

Manpower Money Materials Machines Markets

Enterprise

Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

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Strategic Choice – Product Market strategies

11Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

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Hierarchy of Objectives

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The McKinsey 7s – key internal

13Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1326

B2B Whiteboard v g

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The Importance of Marketing Planning in a Market-Oriented organisation

Delivering strategies & achieving objectives

Implementing a marketing project

Monitoring of progress

Managing implementation

Resource management

Financial management

Measurement of success

14Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

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A Road Map to Developing Strategic Plans

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Corporate Objectives Corporate objectives are statements of intent that provide

the basic direction for the activities of an organisation in achieving its mission.

E.g. – Achieve a 20% increase in ROCE every year

Corporate Objectives are translated into functional objectives in order to provide a basis for functional activities. It is important to ensure that each functional objectives are linked to the corporate objectives. Accordingly, the marketing function will develop its own objectives to ensure their contribution to the achievement of corporate objectives.

E.g – Achieve a market share of 30% by the end of 2011 Achieve a customer awareness level of 80% for all brands by

the end of 2010

16Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

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Nestlé's Objectives

Nestlé’s corporate objective is to be the world’s largest and best branded food manufacturer, whilst ensuring that the Nestlé name is synonymous with products of the highest quality.

In recent years, the company has pursued a policy of expansion and diversification through acquisition and divestment to achieve a more balancedstructure to the business.

Based on the corporate objectives, Nestlé has set marketing objectives for each of its product lines and profit centres. The primary objective for Kit Kat is to maintain its position as the UK’s number one selling confectionery brand.

17Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

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Impact of future corporate and marketing objectives

Objectives that are not achievable are worthless. It is important to note that objectives must lead to organisational capabilities to enable effective implementation.

However, acquiring a capability is not as easy as it sounds. To become good at something involves on-going training and practice.

Then only the organisation can develop successful competitive strategies that outperform others in the marketplace. For example, marketing capabilities are supported by effective communications and time to market is enabled by the logistics behind it.

18Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

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Impact of future corporate and marketing objectives

The organisation should possess the necessary resources such as finance, human resources, plan and equipment in order to achieve its objectives.

After/before developing the objectives, the organisation can conduct a resource audit to evaluate the resource capacity. The resource audit should include –

Technical resources Financial standing (credit rating, availability of capital, level of

gearing..etc) Managerial skills Information systems

19Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

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Corporate Objectives Year 1 Year 2 Year 3 Year 4 Year 5Increase overall revenue by: 5% 8% 10% 15% 20%Decrease overall cost of goods by: 5% 5% 5% 5% Maintain

current levels

Increase overall profit margins by: 3% 5% 8% 10% Maintain current levels

Marketing ObjectivesIncrease revenue by:From:UKMarket 1Market 2Market 3USMarket 1Market 2EUCountry a: Market 1 Market 2Country b: market 1

5%5%

10%8%

10%5%5%

10%

7%6%

14%6%5%6%5%8%

9%8%

18%5%4%7%5%6%

11%10%22%6%3%8%5%5%

14%12%26%7%4%9%5%7%

Increase brand awareness through brand recall by:From:UKUSEUCountry aCountry b

60%30%50%40%

70%40%60%50%

80%50%70%60%

90%60%80%70%

100%70%90%80%

An Example of How Corporate and Marketing Objectives Could be Illustrated

20Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

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Outline of a Strategic Marketing Plan

1. Executive summary2. Key Issues 3. Vision, Mission and Corporate Objectives4. Situation Analysis

4.1 Macro economic analysis 4.2 Industry Analysis 4.3 Market Analysis4.4 Internal Analysis 4.5 Summary of Current Situation

5. Marketing Objectives6. Marketing strategies7. Implementation (marketing mix) 8. Budgetary Requirements9. Control, Milestones and Corrective Actions

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Implementing a Strategic Marketing Plan - Developing core competencies

Core competencies are those capabilities that are critical to an organisation in order to achieve a competitive advantage. Core competencies should ideally make a significant contribution to what the customers perceive as a “benefit” . Furthermore, a core competency should be unique and difficult for competitors to imitate.

E.g – The core competency that has made “Tesco.com” standout from rest of the online shopping sites are: The provision of an effective distribution system Implementation of excellent supply chain management Provision of an attractive, user friendly customer interface that provides a

customised approach to online shopping.

22Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

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Implementing a Strategic Marketing Plan - Marketing Audit

A marketing audit involves a comprehensive, systematic, independent and periodic examination of a company’s or business unit’s marketing environment, objectives, strategies and activities with a view to determining problem areas and opportunities and recommending a plan of action to improve the company’s performance”

Kotler and Keller (2006)

Marketing audit has two parts External audit: political, economic, social, technological, environmental, and legal influences Internal audit:

Customers, competitors, suppliers, distributors, dealers and the public

23Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

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Implementing a Strategic Marketing Plan

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Why Marketing Plans fail!

Design and implementation issues - Marketing plans are of no use unless they are designed in an achievable manner and implemented to ensure that all required resources are available and proper monitoring mechanisms are put in place.

Lack of management support – In practice, managers guide the actions of employees. If they don’t have a clear focus and change plans frequently, employees would not be motivated to adhere to plans nor achieve their objectives.

Separation of operational planning from strategic planning – If operational plans are not designed in line with the strategic plans, the intended results will not be achieved and instead, teams will operate in isolation to achieve their objectives.

Lack of Integration between marketing planning and corporate planning

25Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

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Agenda

Management functions

Corporate and marketing objectives

Strategy

Strategic planning process

Implementing a Strategic Marketing Plan

Importance of marketing planning

Why marketing plans fail?

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The Context of the Organisation

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The TELESCOPIC OBSERVATIONS Strategic Matrix

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The TELESCOPIC OBSERVATIONS Strategic Matrix

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The TELESCOPIC OBSERVATIONS Strategic Matrix

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Integrating Marketing Planning Process with organisational Strategy and objectives

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Advantages & Disadvantages of Strategic Planning

Advantages Disadvantages

Identifies Risk Discourage strategic thinking

Stimulate management thinking Assumes that the environment is predictable

Maintains consistency at all levels Ignores internal politics

Facilitates better control Exaggerates Power

May not work for dynamic environments

Regular and routine

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Involves longer-term planning horizons

Involves major commitments of company resources

Determines the nature of what an organisation is & what it is to be

Affects & involves all levels, functions & activities of a business

Reflects both internal (company) & external considerations

The Importance of Strategic Marketing Planning

34Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM