strategic planning and the marketing process
TRANSCRIPT
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Strategic Planning and the Marketing Process
Chapter Two
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Formal Planning • Many companies operate without formal plans,
yet these plans can provide many benefits such as: – Encouraging management to think ahead
systematically. – Forcing managers to clarify objectives and policies. – Better coordination of company efforts. – Clearer performance standards for control. – Helping the company to anticipate and respond
quickly to environmental changes and sudden developments.
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Strategic Planning is the Process of Developing and Maintaining a Strategic Fit Between the Organization’s Goals and Capabilities and Its Changing Marketing Opportunities.
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Steps in Strategic Planning
Defining the Company Mission
Setting Company
Objectives and Goals
Designing the Business
Portfolio
Planning, marketing, and other fuctional Strategies
Corporate Level
Business unit, product,
and market level
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Market Oriented
Realistic
Fit Market Environment
Distinctive Competencies
Motivating
Specific
Characteristics of a Good Mission
Statement:
A Mission Statement is a Statement of the Organization’s Purpose.
Defining the Company’s Business and Mission
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Setting Company Objectives and Goals
MarketingStrategy
MarketingStrategy
MarketingObjective # 1
MarketingStrategy
MarketingObjective # 2
MarketingStrategy
MarketingStrategy
MarketingObjective # 3
MissionStatement
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Designing the Business Portfolio
• The business portfolio is the collection of businesses and products that make up the company.
• The company must: – analyze its current business portfolio or Strategic
Business Units (SBU’s) – decide which SBU’s should receive more, less, or no
investment – develop growth strategies for adding new products or
businesses to the portfolio
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Question Marks • High growth, low share • Build into Stars or phase out • Require cash to hold market share
Stars • High growth & share • Profit potential • May need heavy investment to grow
Cash Cows
• Low growth, high share • Established, successful SBU’s • Produce cash
Dogs • Low growth & share • Low profit potential
Relative Market Share High Low
Mar
ket
Gro
wth
Rat
e L
ow H
igh
Analyzing Current SBU’s: Boston Consulting Group Approach
?
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1. Market Penetration
2. Market Development
3. Product Development
4. Diversification
Existing Markets
New Markets
Existing Products
New Products
Product/ Market Expansion Grid
Developing Growth Strategies in the Age of Connectedness
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Product/ Market Expansion Grid
Market Penetration: making more sales to current customers without changing its products.
– How? Add new stores in current market
areas, improve advertising, prices, service or store design.
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Product/ Market Expansion Grid
Market Development: develop new markets for its current products.
– How? Identify new demographic or
geographic markets.
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Product/ Market Expansion Grid
Product Development: offering modified or new products to current markets.
– How? New styles, colors, or modified
products.
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Product/ Market Expansion Grid
Diversification: new products for new markets.
– How? Start up or buy new businesses.
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Discussion Connections • Beyond evaluating current business, designing the
business portfolio involves finding future businesses and products the company should consider.
• Apply the product/ market expansion grid to assess how one of the following companies might grow: – Dell computer – Kodak – Levis – Adelie Group