![Page 1: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/1.jpg)
Chapter 7Strategic Marketing Planning
Copyright © 2013 Pearson Canada Inc.
![Page 2: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/2.jpg)
Visual Model
Copyright © 2013 Pearson Canada Inc. 7-2
![Page 3: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/3.jpg)
Strategic Planning
Copyright © 2013 Pearson Canada Inc. 7-3
“The process of determining objectives, and identifying strategies and tactics within the framework of the business environment that will contribute to the achievement of objectives.”
![Page 4: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/4.jpg)
Marketing Planning
Copyright © 2013 Pearson Canada Inc. 7-4
“The analysis, planning, implementation, evaluation, and control of marketing initiatives in order to satisfy target market needs and organizational objectives.”
Short term and specific; combines both strategy and tactics.
![Page 5: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/5.jpg)
Planning Variables
7-5Copyright © 2013 Pearson Canada Inc.
Objectives
Strategies
Execution
What is to be accomplished
How objectives will be achieved (a plan with appropriate resources)
Detailed action plan; the tactics.
![Page 6: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/6.jpg)
Corporate Planning
Copyright © 2013 Pearson Canada Inc. 7-6
A corporate plan sets the direction for an organization and has an impact on functional plans like marketing plans.
Mission: a statement of purpose and operating philosophy.
Vision: A statement of what and where an organization would like to be in the future.
Values: Statements reflecting an organization’s culture and priorities.
![Page 7: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/7.jpg)
http://www.coca-colacompany.com/our-company/mission-vision-values
![Page 8: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/8.jpg)
Our VisionOur vision serves as the framework for our Roadmap and guides every aspect of our business by describing what we need to accomplish in order to continue achieving sustainable, quality growth.People: Be a great place to work where people are inspired to be the best they can be.Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people's desires and needs.Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value. Planet: Be a responsible citizen that makes a difference by helping build and support sustainable communities.Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities.Productivity: Be a highly effective, lean and fast-moving organization.
![Page 9: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/9.jpg)
• Since its beginnings, Coca-Cola has built its business using a universal strategy based on three timeless principles:
• acceptability - through effective marketing, ensuring Coca-Cola brands are an integral part of consumer's daily lives, making Coca-Cola the preferred beverage everywhere
• affordability - Coca-Cola guarantees it offers the best price in terms of value for money
• availability - making sure that Coca-Cola brands are available anywhere people want refreshment, a pervasive penetration of the marketplace.
![Page 10: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/10.jpg)
Mission Statement• Defines the present state or purpose of an
organization;
• Answers three questions about why an organization exists -
• WHAT it does;WHO it does it for; andHOW it does what it does.
• Is written succinctly in the form of a sentence or two.
![Page 11: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/11.jpg)
Vision Statement
• Defines the optimal desired future state - the mental picture - of what an organization wants to achieve over time;
• Provides guidance and inspiration as to what an organization is focused on achieving in five, ten, or more years;
• Functions as the "north star" - it is what all employees understand their work every day ultimately contributes towards accomplishing over the long term; and,
![Page 12: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/12.jpg)
Corporate Objectives
Copyright © 2013 Pearson Canada Inc. 7-12
Objectives should be quantitative in nature, growth oriented, and measureable. Typical objectives include:
Sales
Profit
Return on Investment
Social Responsibility
![Page 13: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/13.jpg)
Strategies• Sell More
• Sell more to existing customers
– Reformulate – revise uses
• Sell to new customers
– Increase Market Share
– Expand abroad – Penetrate new markets
• Sell new things to existing customers
– Diversification
• Sell new things to new customers
• Enhance profitability
– Reduce costs / Refine processes
• Build brand equity
– Positioning and re-positioning
– Social responsibility
![Page 14: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/14.jpg)
Marketing Planning - Definition
Copyright © 2013 Pearson Canada Inc. 7-14
“The analysis, planning, implementation, evaluation, and control of marketing initiatives in order to satisfy target market needs and organizational objectives.”
![Page 15: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/15.jpg)
Marketing Planning – The Process
• Collect Information and conduct a Situational Analysis
• Summarize with a SWOT Analysis• Set Objectives based on issues and problems
found in the Analysis• Create Strategies and plans to accomplish those
Objectives• Execute the plan and Measure Results• Take what you have learned and start again
![Page 16: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/16.jpg)
Marketing Plan Model
![Page 17: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/17.jpg)
Marketing Plan
ElementsMarketing Strategy
Product Distribution
Price
Marketing Mix
Business Mission Statement
Situational Analysis (SWOT)
Issues and
Objectives
Target Market Strategy
ImplementationEvaluation
Control
Promotion
Another example is on page 141 of textbook
![Page 18: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/18.jpg)
Situation Analysis
Copyright © 2013 Pearson Canada Inc. 7-18
Essential information is compiled and analyzed.
Analyze: • Market• Customer• Brand Analysis• Positioning• Competitor Analysis• Economy• Technology• Social• Demographic• Legal
• External influences that have an impact on the brand are analyzed.
• Past and present marketing strategies are assessed. How well is the brand doing?
![Page 19: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/19.jpg)
Situational Analysis
• Collect and consider information related to1)The external environment
– Competition– Demographic Trends– Social Trends– Economic Trends– Legal and Regulatory– Technological Trends
– Chapter 2
![Page 20: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/20.jpg)
Pareto’s Theorem• Vilfredo Pareto• 16th Century Italian engineer
• 80% of any phenomenon is caused by 20% of the agents that could cause the phenomenon
• Otherwise known as the 80/20 rule• 80% of our sales come from 20% of our
customers
• Examples are numerous – can you think of one?
![Page 21: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/21.jpg)
Situational Analysis• Collect and consider information related to
2) The Customer• Profile them using
» Demographics» Psychographics» Behaviour in buying (usage and attitudes)
– Consider their lifestyles and family make up– Consider their needs and the benefits they seek– Consider the way they buy – “Buying Process”
– Chapters 6 and 4
![Page 22: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/22.jpg)
Segmentation Variables
Usage RateUsage Rate
Benefits SoughtBenefits Sought
PsychographicsPsychographics
DemographicsDemographics
GeographyGeography
![Page 23: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/23.jpg)
Maslow’s Hierarchy of Needs
![Page 24: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/24.jpg)
The Buying Process
Postpurchase Behaviour
Postpurchase Behaviour
PurchasePurchase
Evaluation of Alternatives
Evaluation of Alternatives
Information SearchInformation Search
Need RecognitionNeed Recognition
Cultural, Social, Cultural, Social, Individual and Individual and Psychological Psychological
Factors Factors affect affect
all stepsall steps
Cultural, Social, Cultural, Social, Individual and Individual and Psychological Psychological
Factors Factors affect affect
all stepsall steps
![Page 25: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/25.jpg)
Situational Analysis• Collect and consider information related to
– 3) The Market• Market size in $ / units / customers• Market Share of the competitors• Competitors’ products• Positioning• New products coming out• Geographic issues• Demographic trends• Technological trends
– Chapter 3 - Research
![Page 26: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/26.jpg)
Evoked Set
Group of brands, resulting from
an information search, from
which a buyer can choose
Evoked SetEvoked Set
![Page 27: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/27.jpg)
Product Differentiation
A positioning strategy that some firms use to distinguish their products from those of competitors.
Distinctions can be real or perceived.
Eat Fresh!
![Page 28: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/28.jpg)
Positioning
Developing a specific
marketing mix to influence
potential customers’ overall
perception of a brand or
product –
as it relates to the
meaningful attributes of the
competitive set.
Positioning takes place in
the mind of the customer.
![Page 29: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/29.jpg)
Position your product with a positioning statement
![Page 30: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/30.jpg)
Situational Analysis• Summarize your findings in a detailed…
– SWOT Analysis• Strengths -
– internal – about us – makes us “better”
• Weaknesses – – internal – about us – makes us “weaker”
• Opportunities – – external – about trends and changes – mistakes
competitors make - technology
• Threats – – external – about changes in market or competitors that
puts us at a disadvantage
![Page 31: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/31.jpg)
SWOT Analysis
Copyright © 2013 Pearson Canada Inc. 7-31
Critical factors from the situation analysis that will influence the direction of future marketing direction are identified.
Strengths and Weaknesses
Opportunities and Threats
Internal Factors
External Factors
![Page 32: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/32.jpg)
Marketing Planning
• Establish Objectives• Create Plans to achieve Objectives using the
four main strategies:• Product• Price• Promotion (IMC)
» Advertising» Sales promotion» Public relations» Personal Selling
• Place (Distribution)
![Page 33: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/33.jpg)
Marketing Mix: The “Four Ps”
Price
Promotion
Place
Product
![Page 34: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/34.jpg)
Marketing Planning
Copyright © 2013 Pearson Canada Inc. 7-34
MarketingObjectives
MarketingStrategies
MarketingExecution
• Sales• Market Share• Profit• Product Launch
• Positioning Strategy • Target Market Profile• Marketing Mix• Budget
• Tactical Details
MarketEvaluation
• Strategy Review• Financial Review
![Page 35: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/35.jpg)
Marketing Objectives – the SMART Criteria
S pecific M easurable A ttributable R ealistic T ime specific
Consistent with and indicating the priorities of the organization“Our objective is to achieve 10 percent dollar market share in the cat food market within 12
months of product introduction.”
![Page 36: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/36.jpg)
Product Life CyclesMarketing Approach
Time
INTRODUCTION GROWTH MATURITY DECLINE
ProductStrategy
Distribution
Strategy
PromotionStrategy
PricingStrategy
Limited modelsFrequent changes
More modelsFrequent changes.
Large number of models.
Eliminate unprofitable
models
LimitedWholesale/
retail distributors
Expanded dealers. Long-term relations
Extensive.Margins drop.Shelf space
Phase out unprofitable
outlets
Awareness. Stimulate
demand. Sampling
Aggressive ads.Stimulatedemand
Advertise. Promote heavily
Phase outpromotion
High to recoupdevelopment
costs
Fall as result ofcompetition &
efficient production.
Prices fall (usually).
Prices stabilize at low level.
Sa
les
![Page 37: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/37.jpg)
Hierarchy of Effects & Role of IMC
Unawareness
Awareness
Knowledge
Liking
Conviction/Intention
Purchase
Repurchase/Loyalty
IMC
AIDA (attention/awareness, interest, desire, action)
ACCA (awareness, comprehension, conviction, action)
PreferenceBehavioural Objectives:• Trial
– Category Trial– Brand Trial– Brand Retrial– Brand Switching
• Repeat Purchase• Purchase Related
Behaviour• Repeat Consumption
Brand Attitude Objectives
Top of mindShare of mind
![Page 38: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/38.jpg)
Positioning Statement
Copyright © 2013 Pearson Canada Inc. 7-38
A clearly worded positioning strategy statement is a crucial component of the plan.
1. Positioning attempts to place a desirable image about the product in the customer’s mind.
2. The statement it s the focal point for devising marketing strategies.
Example: Visa gives you the confidence that you are able to do anything.
![Page 39: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/39.jpg)
Position your product with a positioning statement
![Page 40: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/40.jpg)
Marketing Control and Evaluation
Copyright © 2013 Pearson Canada Inc. 7-40
Control and evaluation embrace three basic elements:
• Establishing standards of performance (marketing objectives)
• Measuring performance (results) against objectives
• Taking corrective action (modifying strategies when necessary)
The Think Marketing box on p. 148 outlines how Hyundai markets to middle-class Canadian families.
![Page 41: Chapter 7 Strategic Marketing Planning Copyright © 2013 Pearson Canada Inc](https://reader033.vdocuments.mx/reader033/viewer/2022061610/5697bf8f1a28abf838c8d308/html5/thumbnails/41.jpg)
Visual Model
Copyright © 2013 Pearson Canada Inc. 7-41