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Unit 7 Strategic Marketing Management Edexcel
Unit 7 Strategic Marketing Management Edexcel
Introduction
Strategic marketing management is the roadmap that assists an organization to implement its
marketing strategies to achieve competitive advantage in the market. An organization needs
to understand the principles of strategic marketing management for determining the role of
strategic marketing, processes involved in strategic marketing and links between corporate
strategy and marketing strategy. Again there are different value model used in strategic
marketing planning to have understanding about the tools used to developed strategic
marketing strategy. Lining between strategic positioning and marketing tactics, analysis of
relationship marketing are also require for this purpose. Organization’s ability to use strategic
marketing techniques depends on using appropriate marketing techniques to ascertain growth
opportunities in a market, planning marketing strategy option and creating appropriate
strategic marketing objectives for a market. Organization also needs to respond with respect
to changes in the marketing environment. It has to understand the impact of changes in
external environment on marketing strategy, analyze internal environment to identify current
strengths and weaknesses. Throughout the study a strategic marketing management of Tesco,
has been discussed and developed. Tesco PLC is the UK's most successful supermarket
which is a multinational retailer of grocery and general merchandize. It is world's second
largest profit making retailer having stores in 14 countries in Asia, Europe and North
America. Obviously it is the grocery market leader of UK with 30% market share. The name
Tesco appeared first in 1924 although it was founded in 1919. Tesco was UK focused retailer
until 1990 and then it has diversified geographically at a rapid pace from 500 stores to 2,500
stores fifteen years later. It covers areas such as the retailing of books, clothing, electronics,
furniture, petrol and software, telecoms, internet and financial services, DVD rental and
music downloads. Tesco is the 15 th largest of any company with a primary listing on the
London Stock Exchange having a market capitalization of approximately £24.4 billion as of
January 15, 2012.
Competitors
J Sainsbury plc
Carrefour SA
1.1 Role of Strategic Marketing in an Organization
Tesco sets its marketing actions such a way so that it can achieve customer satisfaction and
organizational goals. It includes planning and executing of the ideas of conception, pricing,
promotion and distribution of goods and services in order to satisfy customer. To achieve
these objectives Tesco approaches towards strategic marketing. It is more structured process
because it helps to identify its resources and opportunities to achieve sustainable competitive
advantage in the market. Moreover, it aims at to analyze and evaluate organizational
effectiveness. Tesco can achieve better understandings about its existing and potential
customers by communicating through marketing activities. We can enumerate the role of
strategic marketing in Tesco as below:
It assists Tesco to understand customers’ need and demand so that new areas can be
opened.
It relates marketing strategy with business strategy.
It structures Tesco’s future direction strategically.
It assists to increase organizational effectiveness and revenue.
It helps to identify and create new opportunities for the organization.
It considers customer voice to take decision about various aspects.
It helps to develop proper marketing structure.
To grow the UK core: To grow the UK core, the largest business in the Group and a
key driver of sales and profit, is a priority. Our ‘Building a Better Tesco’ plan has
been restoring growth to the business through a comprehensive series of
improvements for customers.
To be an outstanding international retailer in stores and online: We have
established profitable businesses in Asian and European markets. Today, 32% of our
Group sales and 29% of profits are made internationally and our goal now is to take
the performance of these businesses to higher levels.
To be as strong in everything we sell as we are in food: Food is our heritage but as
the business has grown and diversified over recent years, we have added an ever-
wider range of products and services in-store and online, bringing Tesco value and
quality to many more categories.
To grow retail services in all our markets: Consumers are increasingly spending a
bigger proportion of their income on services – whether it is in telecoms, eating out or
financial services. In the UK, we have built some strong, successful new businesses
and our ambition now is to take that experience to all of our markets.
To put our responsibilities to the communities we serve at the heart of what we
do: The changes we have made to our Core Purpose and Values to reflect Tesco’s
wider social purpose are clear signals that we put our responsibilities to the
communities we serve at the heart of what we do.
To be a creator of highly valued brands: Brands are about giving customers
confidence in the quality, value and reliability of the things we sell. We aim to be a
creator of highly valued brands across our offer, whether it is Finest, F&F or Tesco
Bank.
To build our team so that we create more value: As Tesco continues to grow and
diversify we need more leaders to run the broad range of businesses, operations and
support functions. We are investing in the development of more leaders and a bigger,
more diverse talent pool to support the growth of the Group.
1.2 Processes Involved in Strategic Marketing
Tesco strategic marketing planning process seeks to establish a clear direction and unified
purpose for marketing efforts. The outcomes are documented in a marketing plan and updated
regularly by the marketing management. Strategic marketing process of Tesco involved 5
steps: identifying a mission, analyzing the situation, setting objectives, developing a
marketing strategy and planning for evaluation.
1. Identifying a Mission: The first step is to articulate the mission statement to
anticipate future benefit from target customers. It also includes a clear explanation of
ongoing role for the goods and services of the organization. For instance, an airline
could state a mission to provide continuous innovation in global transportation.
2. Analyze the Situation: In this step organization conducts SWOT analysis to evaluate
and understand the resources they can build on and the challenges they face. For
example, using best quality technology would be a key strength for smart phones
while a poor relationship with dealer would be a weakness. Opportunities and threats
are derived from the influence of external factors like changes in taxation systems.
3. Setting Objectives: The third step is to set clear and measurable goals so that
decision makers have a basis for making choices. In general objectives are expressed
in terms of some quantitative measures like sales revenue, net profit, market share etc.
For example, targeting an increase of sales by 5% within a year may be realistic but
not within a quarter.
4. Developing a Marketing Strategy: In the fourth step a marketing strategy is
developed by targeting market from where organization highly likely to add value.
Managers also determine implementation tactics of effective ways of mixing product,
promotion and price to the prospective buyers.
5. Planning for Evaluation: At the very last stage of strategic marketing organization
specifies how, when and by whom the overall activities are to be monitored and
assessed over time. [ CITATION Joh96 \l 1033 ]
Inspiring, earning trust and loyalty from customers, our colleagues and communities
We want Tesco to be a company that earns trust, not just respect, through everything we do –
be it our in-store shopping trip, our Price Promise, or our determination to assure customers
on food quality. We want to be a business that customers, colleagues and communities trust
and are loyal to
Risk of entry by
potential competitors
Threats of substitute
products
T
W hre
Stren
Internal
eak
Factors
O pport
External
Factors
gths
unities
ats
nesses
Figure 2: SWOT Analysis
PESTLE: PESTLE is a very common and widely used technique to analyze external
environment of an organization. PESTLE stands for Political, Economical, Social,
Technological and Legal analysis which is also read as SLEPT. An organization needs to take
into consideration external environmental factors while conducting strategic analysis and
doing market research. PESTLE analysis allows an organization to understand its business
position, market growth and decline, potential and direction for operation.
2.2 Link between Strategic Positioning and Marketing Tactics
Strategic positioning complies with the development of a product or service and a marketing
mix to occupy a specific place in the minds of the targeted customers. Positioning is required
for perceptual processes of customers, greater competition and growing volume of
commercial messages. It allows organization to screen out more information, to share more
customers and to promote clutter. Marketing tactics are the measurable goals that an
organization attempts to achieve for a target market within a specific time period. The most
popularly used tactics for strategic positioning is the 5D’s of Positioning.
Documenting: What benefits are the most important to your current and potential
customers?
Deciding: What image do you want your current and potential customers to have of
your organization?
Differentiation: Which competitors do you want to appear different from, and what
are the factors that you will use to make your organization different from them?
Designing: How will you develop and communicate these differences?
Delivering: How will you make good on what you’ve promised, and how do you
make sure that you have delivered?
Some organizations develop strategy in such way that will position them close to their
competitors so prospects can make a direct comparison when they purchase. Some
organizations use marketing tactics like offering a superior benefit depending on the
marketing mix strategy.
2.3 Merits of Relationship Marketing in a Strategic Marketing Strategy
Customers are the value creator of an organization. Success of an organization depends on
the satisfaction of their customers. Organization needs to take appropriate strategies to satisfy
them. This includes providing quality product and services at minimum price, ensuring
availability, post sale services, polite behavior with customers etc. The goal of relationship
marketing is to develop loyalty between customer and organization. It may be with particular
brand or product to the targeted customer base. Relationship marketing provides following
benefits.
Customer Value: Relationship marketing assist in determining who the most valuable
customers for the organization are. It also determines who are too costly to maintain
relationship with. For example, relationship with a non-profitable customer will lead
subsequent cost by nonpayment or less payment.
Communication: Philip Kotler suggested in his books that organization should find
it’s easier and more efficient to obtain and keep their customer. Organization can
provide promotional incentives for repeat communication.
Innovation: Organization such as Starbucks through their website
MyStarbucksIdea.com offers their customer to provide ideas. It allows customer to
vote, discuss and share their views and ideas.
Customer Feedback: Relationship marketing allows organization to open
communication and cooperation so that customer concern, complaints and
compliment can quickly be addressed. Organization can use customers’ feedback to
make appropriate adjustment with the products and services.
Advocates: When customers are pleased and satisfied with a consistent experience,
they share this information with others. Relationship marketing use these tactics for
suggestions and recommendations.
3.1 Appropriate Marketing Techniques to Ascertain Growth
Opportunities in a Market
Strategic marketing is an overall marketing plan which is designed to meet the needs and
requirements of customers. For example: For a high profile brand like Apple IPhone the
focus will be on promotion and physical evidence. To ensure effectiveness a number of
techniques are employed. Ansoff matrix is a strategic marketing tool to determine product
and growth strategy. This matrix suggests an organization that whether it should focus to
grow in existing or new market with existing or new product.
Existing Products New Products
Markets
Existing
Market Product
Penetration Development
New Markets
Market Diversification
Development
Narrow Market
Scope Segmentation Strategy
GE Model: The best business portfolio fits organization’s strengths with most attractive
opportunities. Organization must decide where to invest more or less by analyzing current
portfolio. To add new products and businesses with the current portfolio organization should
develop a growth strategy. The diagram of GE model below illustrates some possible
elements of determining market attractiveness and competitive strength.
Market Share
Size/Scale
Medium
Quality
Technology Product D Product E Product F
Cost Base
Brand Strength
Customer Loyalty
High
Figure 5: GE Model
In the above diagram, factors of competitive advantage are market share, size/scale, quality,
cost base, technology, brand strength, customer loyalty etc. Organization with the use of
these strengths attracts market and the factors are size, growth, competitive rivalry, profit
level, ability to differentiate and cyclicality etc.
3.3 Appropriate Strategic Marketing Objectives for a Market
Strategic marketing aims at achieving customer satisfaction so the value of the organization
will increase. A well-defined objective of strategic marketing plays a crucial role in business
performing. Setting marketing objectives is critical because organization has to articulate
these with the overall mission and goals and also determine how it will be benefited. For
example, marketing objectives for Tesco are as follows.
Achieve an annual growth rate of at least 10%.
Promote adventure activities through strategic alliances with clubs, local athletic
organizations, and retailers.
By the end of year three, achieve 28% of sales through the Internet.
Become the market leader of adventure travel in the Woodville area.
The elements of internal environments (men, machine, money, materials and markets) are
comparably easy to control and change to external environment. Organization has
competitive advantage when it has greater profitability than average in the market. The
sources of competitive advantages are strategy, distinctive competency and extended market
share. Strategies are made at all the levels of organization in creating competitive advantage.
Distinctive competencies arise from resources and capabilities. Resources allow organization
to create value for its customers and competencies of organization coordinate resources for
productive use. Sustainability of competitive advantage depends on two factors.
1. Barriers to Imitation: This includes the factors that create it difficult to copy the
competencies of the organization for its competitors.
2. Capability of Competitors: Competitors degree of response to competitive
advantage to identify value and new knowledge.
4.3 Strategic Marketing Responses to Key Emerging Themes in a
Marketing Strategy
Tesco allows responses to key emerging themes as a part of its marketing strategy. The
proposed responses are as follow.
Reengineering the process of business
Changes in distribution channel
Change in the marketing mix
Attracting customers through e-commerce
Fascinating the website
Allowing online order
Benchmarking the performance
Introduce balance scorecard
Restructuring cost function
Cost control
Cost reduction
Building a global network and more market-driven
Updated with the world
Relationship marketing
Conclusion
Strategic marketing management aims at to assist the organization in achieving competitive
positioning within few years. While developing a strategic marketing strategy it is important
to analyze both internal and external factors of the environment and identify the opportunistic
and treat factors. Organization must remind about the customers, the value creator, while
developing marketing strategy. The strategy should include pricing and distribution systems,
and also define communicating ways to customers. Most challenging and difficult task in
strategic marketing management is to implement it in practically. Organization should
identify it drawbacks and response to key emerging themes in a marketing strategy.