Student Activities / Program / Assignments Presentations.: Strategic Marketing Management

Course Information:
Strategic Marketing
Management
Student activities /
Program / Assignments
Presentations.
Course code: MBIB-SMM-14

Course name: Strategic Marketing Management
Type of course: Theoretical & practical course & training
Status of course: obligatory, full time
Year: Main phase 3 (year 4)
Number of ECTS: 5
Program leader & author: Gerbrand Rustenburg
E-mail: gerbrand.rustenburg@hu.nl
Phone: (0)638762807
Date of release: July 2015
SharePoint: https://cursussen.sharepoint.hu.nl/fem/23/MBIB-SMM-14
IBMS & IMM; Strategic Marketing Management

© Hogeschool Utrecht: University of Applied Sciences Utrecht, 2014, This material is subject to copyright. Copies for own or internal use are permitted.
2
Contents
Subject page
1. Student Weekly Activities:
. Theoretical part 3
. Practical part 4
2. Main items for Case Presentation 5
3. Tasks Counter team 7
4. Extensive Strategic (Marketing) Planning 8
process in 10-steps + table evaluation online
activities
12
5. Companies for Strategic Marketing Plan
13
6. Team information, schedule etc.
3
1 Student Activities MBIB-SMM-14, Theoretical Part
Theoretical Part: Articles for L4A*, L4B*, L4C*, L4D* or L4E

Wk Subjects; e.g.: Group work: presentation + summary of article
:
1 Intro SMM: info about: Team + Group, group members and subject
business article
Chapter book 1.1-5 & 1.7: Chapter book: 3
2 Capabilities Team 1 L4A* : Day-3; Capabilities of Market driven organisations, 1994,
Chapter book: 2 Journal of Market.
L4B* : Marketing Myopia (Levitt).
L4C* : Day-3; Capabilities of Market driven organisations, 1994,
Journal of Marketing
L4D* : Marketing Myopia (Levitt).
3 Market leader (value), competitor Team 2 L4A* : Treacy & Wiersema-3; OE, PL & CI, 2000.
and, Customer strategies. L4B* : KIM-4; Blue Ocean vs. Red Ocean strategy, 2004, HBR.
Chapter book: 1.6 L4C* : Treacy & Wiersema-3; OE, PL & CI, 2000
L4D* : KIM-4; Blue Ocean vs. Red Ocean strategy, 2004, HBR
4 External (opportunity) analysis. Team 3 L4A* : EY- Case; Competing for growth.
Chapter book: 4 L4B* : Coyne, Kevin P. (2009). Predicting your competitor’s reaction.
HBR 87 (April).
L4C* : EY- Case; Competing for growth.
L4D* : Coyne, Kevin P. (2009). Predicting your competitor’s reaction.
HBR 87 (April).
5 Strategic Internal analysis, Team 4 L4A* : Safflo; Six rules for effective forecasting, 2007, HBR.
including Forecasting. L4B* : Lemon, K.N., R.T. Rust, and V.A. Zeithaml (2001), What
Chapter book: 5 drives customer equity? Marketing Management 10 (1): 20-25.
L4C* : Saffo; Six rules for effective forecasting, 2007 HBR.
L4D* : Lemon, K.N., R.T. Rust, and V.A. Zeithaml (2001), What
drives customer equity? Marketing Management 10 (1): 20-25.
6 Full SWOT analysis & Divergency Team 5 L4A* : Porter: Operational effectiveness.
analysis (Strategic solutions). L4B* : Simons, Robert (2014). Choosing the right customer: The first
Chapter book: 6 step in a winning strategy. Harvard Business Review (March): 49-55.
L4C* : Porter: Operational effectiveness.
L4D* : Simons, Robert (2014). Choosing the right customer: The first
step in a winning strategy. Harvard Business Review (March): 49-55.
7 Marketing Planning & Team 6 L4A* : . Adner, R., & Kapoor, R. 2010. Value creation in innovation
implementation. Exam preparation. ecosystems: How the structure of technological interdependence
Chapter book: 7 affects firm performance in new technology generations.
L4B* : Aaker, (2012), Win the Brand Relevance Battle and then Build
Competitor Barriers California Management Review, Vol. 54, No. 2
L4C* : Adner, R., & Kapoor, R. 2010. Value creation in innovation
ecosystems: How the structure of technological interdependence
affects firm performance in new technology generations.
L4D* : Aaker, (2012), Win the Brand Relevance Battle and then Build
Competitor Barriers California Management Review, Vol. 54, No. 2
- 6 Teams per class:

- Team e-send the summary & PPP to the lecturer for ‘greenlight’. After reply, team place the
summary in the ‘dropbox’. Code doc.: “class/week number/ summary article name”.
4
Student Activities MBIB-SMM-14, Practical part
SMM Week Activities Harvard case: Creativity team:

Subjects; e.g.: Take an existing
Presenting Team *) product and improve
& the product in a most
Counter team optimal product.
(optimize the needs /
products of a specific
product)
1 Introduction: assignment: Establishing teams.
Strategic Marketing Plan for a
SBU:
- Structure plan
- Forecasting
- BSC
2 . Harvard case: Team: 5 Team: 6
L. Vuitton Counter team: 3
KTM Motors or Counter team: 4
The Swatch Group
Colgate Palmolive or Counter team: 5
Quantas Airline
Hindustan– water in India) Counter team: 6
Target retail USA or Counter team: 1
Barnes & Noble Book USA
Nissan (e-cars) Counter team: 2
Deadline Company assignment!

Hard copy
5
*) 6 Teams per class: 4-5 members / team, of which A1 = 2-3 persons (50%) & A2 = 2 persons (50%).
- Teams e-send the PPP or list with questions (CT) to the lecturer for evaluation.
1. The main items for the Harvard cases are:

Main Items for presenting team A1 are:
See steps 1–5; Structure of Strategic Marketing Plan
Step 1: Intro: Level of planning level: Company / SBU / country?


Step 2: Business Definition of Abell or PMT-model & current Business Scope (see also relation with model
of Ansoff – growth strategies)

Step 3: Vision (long term - route + existence), Culture & Mission (direction, motivating & in what business are
we in) for Organisation and SBU: future and direction for Marketing

Step 4: Current objectives, goals and strategies (Porter/ T&W, see 2 excel docs), short and long term on
different levels
6
NB: don’t forget the Core Competence (SCA) and list of Key Success Factors (hygienic versus visionary).

Step 5: forecast scenario’s: (world) market trend for 3 years planning, based on list of relevant factors;
resulting in ‘sunny / realistic / raining’ scenario.
Main Items for presenting team A2 are:

See steps 6-10; Structure of Strategic Marketing Plan
Step 6: position in portfolio; according the MaBa and Space matrix (see detailed document), 5 forces of
Porter

Step 7 What is the Key problem via 3-4 steps of the SWOT-analysis (External analysis (meso & macro) &
Internal analysis)
Step 8: Full ‘divergency analysis’ (set of strategic solutions / options and the choice for best option, according
‘suitability, feasibility & acceptability evaluation criteria:
Evaluation criteria (see Excel doc.) Options

zero-option I II III
1. Suitability:
. is key problem solved?
. optimize S/O
. minimize W/T
2. Feasibility: by FOETSJE
 3. Acceptability for e.g.
stakeholders

Step 9 Create a Blue Ocean, see excel doc.
OPERATIONAL MARKETINGPLAN (strategic points)
Step 10: Determination of marketing goals per PM-combinations & determination of Marketing Strategy. See
Balanced Scorecard document, Marketing mix factors.

Step 11: Implementation Control, evaluation & feedback
(back to step 1.)
2. Task & contribution: counter Teams:
. knowing the Harvard case quite well
7
. having relevant (related to the case
questions (>10 - 15) for the
presenting teams;
. Evaluating the PPP-presentation of

the team.
. come with improvements / suggestions
NB: the presenting team evaluates

the contribution of the counter team too.
4. Extensive Strategic (Marketing) Planning Process; in 10-steps

Strategic Marketing Planning Process, a 10 steps plan
Step 1: What is the planning level?
Company level: the organisation, SBU, Product market technology -combination, Product market combinations and/or the
Marketing mix.
Market level: world, region, country, market segment.

The strategic profile includes the steps 2 till 4.
Step 2: Business Definition (current and potential business) and Business Scope (current business)
‘In what business is the organisation in? In what business should the organization in?’
- What are the wishes and needs of customers and what are the problem solving’s and functions for
customers,
- the so-called ‘P’s’?
- Which are the market segments or target groups, the so-called ‘M’s’?
- What are the means or technologies to meet the needs of the customers, the so-called ‘T’s’?
What are our current business activities and what could be our future business activities?
What are the consequences for marketing?
The model of Abell is used to determine the business scope and business definition.

Step 3: Vision (What is the ambition of the organisation?)
- Existence in the future (Why?)
- Culture (values and norms) (How?)
- Mission (What)
What are the consequences for marketing of the Vision?
The mission of the organisation is based on 5 questions:

- What is our business?
- Who is our customer?
- What is the value for the customer, now and in the future?
8
- What is our technology, now and in the future?
- What is our internal and external ambition and motivation?

Step 4: Setting objectives and goals and determination of strategies
What are the clear objectives and goals of the organisation and what are the strategies to achieve that?
This depends on:
- time period: short and long term
- level:
- organisation
- SBU
- PMT-combination
- PM-combination
- marketing mix.
Organisation strategies: generic (Porter) and/or customer value strategy (Treacy & Wiersema).
A part of the strategy is also the realisation and improving of sustainable competitive advantages and core
competences. Moreover, the organisation should analyse and meet the hygienic as well as the visionary
key success factors (KSF’s) .
The objectives and goals should be SMART. The objectives and goals vary:
- in timing, e.g. old and new;
- in period (long, mid and short term);
- in urgency, emergency planning (‘if…then’ – ‘what…if’);
- in level: strategic, tactic or operational.
What are the consequences for marketing?


Step 5: Analysis of the current position in the external and internal environment, resulting in a SWOT
analysis, ‘key problem’ of the organisation, SBU, or PMT level.
Subjects in the external and internal environment are for instance:
External analysis (O & T’s) Internal analysis = micro-environment (S & W’s)

Meso environment (trends): Micro environment (trends)
. market size (segments) . relative market share
. market growth . market share
. profitability . brand position and equity
. current competitors**) . perceived price/quality
. new entrants . distribution position
. bargaining power customers . success score product introductions
. distribution structure . financial position / results
. bargaining power suppliers . reputation.
. threat of substitutes . gross margin
. gentlemen agreements . innovation power / R&D
. counterfeiting . economies of scale
. hygienic KSF’s . loyalty of staff
- etc. . success score offers
. anti-counterfeiting activities
Macro environment (trends): . synergies
9
. demographic developments . competences & capabilities
. economic developments . core competence
. political developments . visionary KSF’s
. ecological / ethics developments . online activities
. social-cultural . marketing positioning
. technological . market position*)
. etc.
*) Draw conclusions on the position in for instance : BCG, MaBa, strategy evaluation, bench mark comparison.
From the ‘comprehensive’ SWOT-table, the most relevant S, W, O & T are selected.
Strengths (S) Weaknesses (W) Opportunities (O) Threats (T)
1. 1. 1. 1.
2. 2. 2. 2.
3. 3. 3. 3.
4. 4. 4. 4.
Confrontation matrix
Opportunities (O) Threats (T)

Strengths ++ -+
Weaknesses -+ --

Determination of a number of strategic issues: opportunities issues (O/S) and problem issues (T/W)

Determination of key (core) problem:
. Reasons (W & T’s)

↓
. Causes (W’s) (< market share, < financial results, < reputation etc.)
↓
Summarise in one clear sentence what the results are if the organisation does not solve the key problem.

Step 6:
Divergency analysis
Determine 2 or 3 strategic relevant options (strategic alternatives), excluding the zero-option, choose the best
option to solve the key problem in the short and long run.
Resources for generating options are e.g.:
- result of confrontation matrix
- result of bench marking, market studies
- Abell (PMT) and/or Ansoff growth strategies
- portfolio: BCG, MaBa etc.
- Porter (generic competitive strategies)
- Treacy & Wiersema, blue ocean (customer value strategies)
10
Evaluate and choose the best option, which meets the organisation objectives and goals, such as ROI.
If needed carry out additional market research for predicting the effect of implementation on e.g.: profitability,
reaction of competitors, cannibalisation etc. Evaluation by ++/+/0/ -/--
Evaluation criteria Options

Zero option I II III
. Suitability:
- Is the key problem solved?
- Do we use optimally the S’s & O’s
- Do we minimise the W’s & T’s
. Feasibility: by FOETSIE:
- - financial, e.g. ROI, CLV
- - organizational
- - economic
- - technological
- - social / strategic
- iustitia (juridical)
- ethics / ecological.
. Acceptability:
- shareholders
- relevant other stakeholders

Step 7: Modify Strategic Profile if needed (see also steps 2 till 4):
- change in vision
- change in business scope (PMT)
- determination of objectives and strategies for organisation or SBU in the long run
- change in the organisation structure, culture (internal and external)
- creation of new value curve; from ‘red ocean’ into ‘blue ocean’
- needed competences & capabilities in marketing and sales.

MARKETINGPLAN (operational): Markets? Products?
Step 8: Marketing goals and marketing strategy for PM combinations
Setting marketing goals:

. market share
. sales, turnover
. gross profit
. break-even point
. marketing balanced scorecard
Determination of marketing strategy:

. target groups
. positioning per target group, based on customers, products and competitors
. Communication content, internet strategy, medium, sales channel, ‘two-way of communication and integrated solutions.
11
Setting budgets.

Step 9: Marketing mix
 Product and/or service

Product/service goals, e.g.:
- Quality, such as reliability, responsiveness, empathy , number of complaints, solving of complaints, product
range dimensions, processes, etc.
Product/services strategies and instruments, e.g.:

- Product development, brand, eco brand, certifications, endorsement, co-makership, outsourcing, warranty,
services, instrumental and expressive functions, license, package, etc.
 Price:
Price goals, e.g.:
- Price perception, price level, margin and sales growth, return on sales (ROS), safety margin, BEP, etc.
Price strategies and instruments, e.g.:

- Price penetration, skimming, price based on orientation (customer, competition, costs), leasing, provision,
average price level, price actions, discounts, bonus, incentive, payment conditions, etc.
 Place (offline and online):
Place goals, e.g.:

- distribution goals : channel captain, locations, distribution ratios, such as unweighted and weighted market
reach, selection or size indication, sales share, volume share) etc.
Place strategies and instruments, e.g.:

- distribution (intensive - exclusive) , channel choice (mono, dual or multi), direct or indirect (short or long),
direct writing, internet / e-commerce / webshop, customer management, franchising, pull- en push strategies,
EDI, e-invoicing etc.
 Promotion (Communication)
Promotion goals, e.g.:

- Awareness, sales intention, attitude, information, requires, image (AIDA), etc.
Promotion strategies and instruments, e.g.:

- mass promotion, public relation, billboards, ball board, school boards, narrow casting, POS-activities, direct
marketing, sales promotions, sponsoring, exhibitions, internet, e-mail, blogs, social media (professionals &
consumers) pull- en push strategies, customer days, online video’s, apps, (serious) gaming etc..
 Personnel (staff):
Personnel goals, e.g:
- sales, volume, average order size, gross profit per customer, product or region, order score, presence, etc.
Personnel strategies and instruments, e.g.:

Selection & motivating, area, routing, payments, training, motivation, visit frequency, cross-selling,
representatives (indoors/outdoors), product manager and/or account manager, off & online, etc.
12

Step 10: Implementation
Who, what (activity plan), when, where, how long, etc.? Who is/are responsible?
Control, evaluation & feedback (back to step 1.)
**) Table: Evaluation Online activities: own company versus main competitor
Evaluation factors Evaluation results: own company versus main

competitor
1.
1.On what important basic motivators: greed,
fear, risks, status, personal development is
anticipated? What is your opinion?
2.
2.Assess the phases of the online search and
purchase process:
. findability (pull communication)
. offer evaluation
. selection and acquisition
3.
3.Is actively responded to events. If so, please
explain.
4.
4.What are the main goals / priorities of the
website / social media:
. enhance brand value
. provide information
. prospect / lead generation
. e-sales?
5.
5.Evaluate the website on:
. Page rank
http://www.prchecker.info/check_page_rank.php
. Determine the position of a number of relevant

keywords
. Are the keywords behind the URL in the page
title and the headlines in the text.
. Compare the ‘meta descriptions' of
organization and its competitors.
6.
6.What is your opinion on the ‘navigation and
usability’ of the website.
7.
7.Is the interaction with visitors promoted on the
website. See for instance the response, landing
pages.
8.Is there a mobile version of the website? What 8.
is your opinion?
9.
9.What are the ‘augmented reality’ possibilities
13
in the organization?
10.To what extent is the organization omni- 10.
channel?
5. The Companies for the Strategic Marketing plan assignment is the company in the Harvard case
14
6. Theoretical Part, SMM (6 teams per class and equal teams from size point of view!)
Class: ……. Harvard Article:

Team number: 1….6
Team members: Article: ……………….
…………………………
a.
b.
c.
d.
e.
(f).
Team e-mail (contact person):

……………………………….
Practical Part, SMM (6 teams per class!)
Class: ……. Harvard Case: Product for creativity

Team number: 1….6 (eventually):
Team members: Subject: Subject:
a.
b.
c.
d.
e.
(f.)
Team e-mail (contact person):

……………………………….
15

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Course Information:

Course code: MBIB-SMM-14

IBMS & IMM; Strategic Marketing Management

Theoretical Part: Articles for L4A*, L4B*, L4C*, L4D* or L4E

- 6 Teams per class:

SMM Week Activities Harvard case: Creativity team:

Deadline Company assignment!

1. The main items for the Harvard cases are:

Step 1: Intro: Level of planning level: Company / SBU / country?

Main Items for presenting team A2 are:

Evaluation criteria (see Excel doc.) Options

OPERATIONAL MARKETINGPLAN (strategic points)

2. Task & contribution: counter Teams:

. knowing the Harvard case quite well

. Evaluating the PPP-presentation of

. come with improvements / suggestions

NB: the presenting team evaluates

4. Extensive Strategic (Marketing) Planning Process; in 10-steps

Step 1: What is the planning level?

What are the consequences for marketing of the Vision?

The mission of the organisation is based on 5 questions:

What are the consequences for marketing?

Subjects in the external and internal environment are for instance:

External analysis (O & T’s) Internal analysis = micro-environment (S & W’s)

Opportunities (O) Threats (T)

. Reasons (W & T’s)

Evaluation criteria Options

MARKETINGPLAN (operational): Markets? Products?

Step 8: Marketing goals and marketing strategy for PM combinations

Setting marketing goals:

Determination of marketing strategy:

 Product and/or service

Product/services strategies and instruments, e.g.:

Price strategies and instruments, e.g.:

 Place (offline and online):

Place goals, e.g.:

Place strategies and instruments, e.g.:

Promotion goals, e.g.:

Promotion strategies and instruments, e.g.:

Personnel strategies and instruments, e.g.:

Control, evaluation & feedback (back to step 1.)

Evaluation factors Evaluation results: own company versus main

. Determine the position of a number of relevant

Class: ……. Harvard Article:

Team e-mail (contact person):

Practical Part, SMM (6 teams per class!)

Class: ……. Harvard Case: Product for creativity

Team e-mail (contact person):

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Theoretical Part: Articles for L4A, L4B, L4C, L4D or L4E