©2006 Pearson Education, Inc.

Marketing for Hospitality and Tourism, 4th edition

Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Chapter 3

The Role
of
Marketing
in Strategic
Planning
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

“Would you tell me, please, which way

I ought to go from here?”

-Alice
(from Lewis Carroll’s Alice in Wonderland)
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Chapter Objectives
• Explain company-wide strategic planning
• Understand the concepts of stakeholders, processes, resources, and
organization as they relate to a high-performing business
• Explain the four planning activities of corporate strategic planning

• Jelaskan perancangan strategik seluruh syarikat

• Memahami konsep pemegang kepentingan, proses, sumber, dan
organisasi kerana ia berkaitan dengan perniagaan berprestasi tinggi
• Terangkan empat aktiviti perancangan perancangan strategik korporat
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Chapter Objectives
• Understand the processes involved in defining a company’s mission and setting goals and
objectives

• Discuss how to design business portfolios and growth strategies

• Explain the steps involved in the business strategy planning process

• Memahami proses yang terlibat dalam menentukan misi syarikat dan menetapkan matlamat

dan objektif

• Bincangkan bagaimana merancang portfolio perniagaan dan strategi pertumbuhan

• Terangkan langkah-langkah yang terlibat dalam proses perancangan strategi perniagaan

©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Market-Oriented Strategic
Planning
Market-oriented strategic planning is the managerial process of
developing and maintaining a feasible fit between the
organization’s objectives, skills and resources and its changing
market opportunities

Perancangan strategik yang berorientasikan pasaran adalah proses

pengurusan untuk membangun dan mengekalkan kesesuaian
Antara objektif organisasi, kemahiran dan sumber dan peluang
pasaran yang berubah-ubah
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Key Ideas Defining Strategic

Planning
1. Manage companies businesses as an
investment portfolio
2. Assess future profit potential
3. Develop the strategy itself

1. Menguruskan perniagaan syarikat sebagai

portfolio pelaburan
2. Menilai potensi keuntungan masa depan
3. Membangunkan strategi itu sendiri
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Nature of High-Performance
Business
• Stakeholders/pemegang saham
• Processes/ proses
• Resources/sumber
• Organization/pertubuhan
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

The Relationship Between

Analysis, Planning,
Implementation, and Control
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

The High Performance Business

(Excerpted from the first quarter 1992 issue of Prism, the quarterly journal for senior managers,
published by Arthur D. Little, Inc.)
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens
Dynamic Relationships Among Stakeholder
Groups in High Performance Businesses

(Excerpted from the fourth quarter 1992 issue of Prism, the quarterly journal for senior managers,
published by Arthur D. Little, Inc.)
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Corporate Strategic Planning

• Corporate headquarters sets planning
process into motion
• Greater need for empowerment of
employees
• Hospitality and tourism industries are
international and multi-cultural
Ibu pejabat korporat menetapkan proses perancangan ke
dalam gerakan.
Keperluan yang lebih besar untuk pemberdayaan pekerja.
Industri perhotelan dan pelancongan adalah antarabangsa
dan pelbagai budaya.
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Defining the Corporate

Mission
• Mission is shaped by History

• Resources determine possibilities

• Mission should be based on distinctive competencies

• Misi dibentuk oleh Sejarah

• Sumber menentukan kemungkinan

• Misi harus berdasarkan kecekapan yang tersendiri

©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Competitive Scopes
• Industry scope – range of industries that the company will
consider
Products and applications scope – rang of products and
• applications in which the company will participate
Competencies scope – range of technological and other core
competencies the company will master and leverage

• Skop industri - pelbagai industri yang akan dipertimbangkan oleh

syarikat
Skop produk dan aplikasi - produk dan aplikasi di mana syarikat
akan mengambil bahagian
Skop kompetensi - pelbagai kecekapan teras teknologi dan lain-
lain yang syarikat akan menguasai dan memanfaatkan
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Competitive Scopes
• Market-segment scope – the type of market or customers the company
will serve
Vertical scope – the number of channel levels from raw materials to final
product and distribution in which the company will engage
•
Geographic scope – the range of regions, countries or country groups
where the corporation will operate

Skop segmen pasaran - jenis pasaran atau pelanggan syarikat akan

• berkhidmat
Skop menegak - bilangan tahap saluran dari bahan mentah hingga
produk akhir dan pengedaran di mana syarikat akan terlibat
Skop geografi - rangkaian wilayah, negara atau kumpulan negara di
mana perbadanan akan beroperasi
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Establishing Strategic
Business Units
• A single business or a collection of related businesses that can be
planned for separately from the rest of the company

• It has its own set of competencies

It has a manager who is responsible for strategic planning and

• profit performance

Perniagaan tunggal atau koleksi perniagaan yang

berkaitan yang boleh dirancang secara berasingan
daripada syarikat lain.

Ia mempunyai set kompetensi sendiri.

Ia mempunyai pengurus yang bertanggungjawab untuk

perancangan strategik dan prestasi keuntungan
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Assigning Resources to
Each SBU
Analytical tools, such as the Boston Consulting Group (BCG)
model, are used to classify businesses by profit
Potential

Alat analisis, seperti model Boston Consulting Group (BCG),

digunakan untuk mengelaskan perniagaan dengan
keuntungan
potensi
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

BCG Growth-Share Matrix

Star Question mark

Cash cow Dog

High Low
Relative market share
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Developing Growth
Strategies
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Diversification
Growth/pertumbuhan
kepelbagaian
• Concentric diversification strategy

• Horizontal diversification strategy

• Conglomerate diversification strategy

• Strategik kepelbagaian konsentrik

• Strategi kepelbagaian mendatar

• Strategi kepelbagaian konglomerat

©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Integrative
Growth/pertumbuhan integratif
●Backward integration (acquiring a supplier)

●Forward integration (acquiring distributor of your product)

●Horizontal integration (acquiring a competitor)

● Integrasi ke belakang (memperoleh pembekal)

● Integrasi maju (memperoleh pengedar produk anda)

● Integrasi mendatar (memperoleh pesaing)

©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Business Strategy Planning

• Business Mission

• SWOT Analysis

– Strengths, Weaknesses, Opportunities,

Threats
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Business Strategy Planning

• Internal Environment Analysis
– (Strengths and Weaknesses Analysis)

• External Environmental Analysis

– (Opportunities and Threats Analysis)
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Business Strategy Planning

• Goal Formulation

– Arrange from most to least important

– State quantitatively
– Measurable and realistic
– Consistent

Perumusan Matlamat

– Susun daripada yang paling tidak penting

– Nyatakan secara kuantitatif
– Terukur dan realistik
– Konsisten
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Business Strategy Planning

• Strategy Formulation

• Strategies are the paths to goals

• 3 generic types
• Overall cost leadership
• Differentiation
• Focus

Perumusan Strategi

Strategi adalah jalan ke matlamat

3 jenis generik
Kepimpinan kos keseluruhan
Pembezaan
Fokus
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Business Strategy Planning

• Strategic Alliances – cooperative agreements between organizations
that allow them to benefit from each other’s strengths

• What are some strategic alliances in the hospitality and tourism

industry?

• Perikatan Strategik - perjanjian koperasi antara organisasi yang

membolehkan mereka mendapat manfaat daripada kekuatan masing-

masing

• Apakah beberapa perikatan strategik dalam industri perhotelan dan

pelancongan?
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Business Strategy Planning

• Program formulation
– Formulate programs that support the strategy

• Implementation

– To implement strategy, required resources and employee buy-in are necessary

• Feedback and Control

– Track results and monitor new developments

– Formulasi program
– Merumuskan program yang menyokong strategi

– Pelaksanaan
– Untuk melaksanakan strategi, sumber yang diperlukan dan pembelian pekerja diperlukan

– Maklumbalas dan Kawalan

– Mengesan hasil dan memantau perkembangan baru
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Business Strategy Planning

• Unique Challenges of the hotel industry complicate the process of strategic planning
– Major chains commonly do not own all properties that they manage
– Owners of hotel-resorts often show little interest or knowledge of their property (ego-
capital concept)
– Professional managers often are not trained in strategic planning

– Global strategic alliances may further complicate the planning process

– Cabaran Unik industri hotel merumitkan proses perancangan strategik

– Rantai utama biasanya tidak memiliki semua sifat yang mereka uruskan

– Pemilik resort hotel sering menunjukkan sedikit minat atau pengetahuan mengenai harta
mereka (konsep modal ego)

– Pengurus profesional sering tidak terlatih dalam perancangan strategik

– Sekutu strategik global boleh merumitkan lagi proses perancangan

©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Best Practices
• Howard Schultz brings the European coffee experience to America via
Starbucks

• Focus on growth, new products, new retail channels to stave off competition

• Howard Schultz membawa pengalaman kopi Eropah ke Amerika melalui

Starbucks

• Tumpu kepada pertumbuhan, produk baru, saluran runcit baru untuk

mengelakkan persaingan
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Best Practices in Strategic

• What did they do?
Planning
–The Inn on Biltmore Estates
–Tricon Global Restaurants (Yum Brands)
–Jack in the Box
–The Las Vegas Hilton
–Hyatt Hotels

–Boston Greater Convention and Visitors Bureau

–Apa yang mereka lakukan?

–The Inn di Biltmore Estates

–Restoran Global Tricon (Yum Brands)

–Jack di dalam kotak

–Las Vegas Hilton

–Hyatt Hotels

–Biro Konvensyen dan Pelawat Besar Boston

©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Key Terms
Ansoff product–market expansion grid

Backward integration

Competencies scope

Concentric diversification strategy

Ansoff grid pengembangan produk-produk

Integrasi ke belakang

Skop kompetensi

Strategik kepelbagaian konsentrik

©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Key Terms
Conglomerate diversification strategy

Corporate mission statement

Forward integration

Geographic scope

Strategi kepelbagaian konglomerat

Kenyataan misi korporat

Teruskan penyambungan

Skop geografi
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Key Terms
Growth–share matrix
Horizontal diversification strategy
Horizontal integration
Industry scope

Matriks pertumbuhan pertumbuhan

Strategi kepelbagaian mendatar
Integrasi mendatar
Skop industri
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Key Terms
Macro environmental forces
Microenvironmental forces
Marketing opportunity
Market-oriented strategic planning

Daya makro alam sekitar

Kuasa alam sekitar
Peluang pemasaran
Perancangan strategik yang
berorientasikan pasaran
©2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th edition
Upper Saddle River, NJ 07458 Kotler, Bowen, and Makens

Key Terms
Market-segment scope
Products and applications
Strategic alliances
Strategic business units (SBUs)
Vertical scope

Skop segmen pasaran

Produk dan aplikasi
Perikatan strategik
Unit perniagaan strategik (SBU)
Skop menegak