Questions To Address: Developing Marketing Strategies and Plans

18/2/22
Chapter 2
Developing Marketing Strategies and Plans
Prof. Muhammad Ismail Hossain

MBA (Dhaka), MIB (Melbourne) PhD
(Monash)
Department of Marketing
University of Dhaka
muhammad.hossain@du.ac.bd
Questions to Address
1. How does marketing affect customer value?
2. How is strategic planning carried out at

strategic and divisional level?
3. How is strategic planning carried out at the

business unit level?
4. What does a marketing plan include?
©muhammad.hossain@du.ac.bd
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
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The Value Delivery Process
Provide
Communicate
Choose
Value
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The Value Chain
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The Value Chain_Platform Business
What about these companies? Does Value Chain optimization give these companies edge
over competitors?
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The Value Chain_Platform Business
Source: Marshall et al. (2016), HBR.

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Core Business Processes

Customer relationship
management
Fulfillment
management
Customer
acquisition
New-offering
realization
Market-sensing
. Slide 7 of 38
Which department to be responsible to

carry out these core business processes?
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1. Hierarchical organization- maintains chain of

command, makes sense for linear work. e.g. GOB,
SOEs.
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2. Flatter organization- open up the lines of

communication and collaboration while removing
layers within the organization. e.g. MNCs, NGOs.
. Slide 11 of 38
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3. Flat organization-there are usually no job titles,

seniority, managers, or executives. Everyone is seen
as equal. e.g. Valve
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4. Flatarchies- lies between hierarchies and flat

organization e.g. incubation team within the broad
organization structure- google, pepsi
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5. Holacratic organization- distributed decision

making while giving everyone the opportunity to
work on what they do best. boss-less org., e.g.
Zapoos, Medium
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Core Competencies
Difficult to
imitate
Useful in a
wide
variety of
markets
Contributes to
perceived
customer benefits
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Core Competencies
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Core Competencies
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Holistic Marketing
Value Value
Exploration Creation
Value
Delivery
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The Central Role of Strategic Planning
Businesses as
investment portfolio
Assessing each
business’s strength
Establish a strategy
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Strategic Planning, Implementation, and Control Processes
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Corporate, Division, Business, Product Planning

Business Unit/SBU
Corporate
Division
Health Food
Clothing Communication
Emerging
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Corporate, Division, Business, Product Planning
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Marketing Plan
• Directs and coordinates the

marketing effort
• Strategic and Tactical levels
• Product Line or Brand Level
. Slide 23 of 38
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Levels of a Marketing Plan
• Strategic • Tactical
– Analysis of marketing – Product features
opportunities – Promotion
– Target marketing – Merchandising
decisions – Pricing
– Value proposition – Sales channels
– Service
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Corporate & Division Strategic Planning
Define corporate, division

1 mission
2 Establish SBU’s
3 Assign resources to SBU’s
4 Assess growth opportunities
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Defining the Corporate Mission
Who is the
customer? What is of
value to the
What is our customer?
business?
What should
our business What will our
be? business be?
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. Slide 27 of 38
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Who is the
customer? What is of
value to the
What is our customer?
business?
What should
our business What will our
be? business be?
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Mission Statements
An impactful mission statement is developed

collaboratively which essentially provides a shared
sense of
- Purpose
- Direction
- Opportunity
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Mission Statements
Characteristics of good mission statements:
1. Focus on a limited number of goals

2. Stress major policies and values
3. Define major competitive spheres
4. Take a long-term view
5. Short, memorable, meaningful
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Mission Statement
To build total brand value by innovating to

deliver customer value and customer
t
en
leadership faster, better, and more
tem
completely than our competition.
Sta
ion
iss
eM
gu
Va
. Slide 31 of 38
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Stanford’s Mission Statement
“to extend the frontiers of knowledge, stimulate creativity,

and solve real-world problems, prepare students to think
broadly, deeply and critically, and to contribute to the world,
and deploy Stanford’s strengths to benefit our region,
country, and world.”
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Mission Statement
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Mission Statement
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Philosophical orientation driving MS
We build brands and make the world

a little happier by bringing our best
to you.
hy
sop
ih lo
P
ue
ag
V
. Slide 35 of 38
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GOOGLE’s Philosophy
Never settle for the best.
1. Focus on the user and all else will follow.
2. It’s best to do one thing really, really well.
3. Fast is better than slow.
4. Democracy on the web works.
5. You don’t need to be at your desk to need an answer.
6. You can make money without doing evil.
7. There is always more information out there.
8. The need for information crosses all borders.
9. You can be serious without a suit.
10.Great just isn’t good enough.
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KODAK’s Philosophy
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GOOGLE’s Philosophy
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Strategic Business Units (SBU)

Three Characteristics of an SBU:
Unique competitors
A single business or
collection of related Leader responsible
businesses for planning and
profitability
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Defining Strategic Business Units

Customer groups
Technology
Customer needs
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Strategic Business Units
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Assigning Resources
GE/McKinsey Matrix
Boston Consulting Group Matrix
HIGH
Business Position
MED
LOW
LOW MED HIGH
Industry Attractiveness
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Assigning Resources
Kraljic Matrix
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Assigning Resources
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Assessing Growth Opportunities

New Businesses
Opportunities
Downsizing Eliminate
Businesses
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The Strategic-Planning Gap
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Intensive Growth
Product-Market Expansion Grid
Market
New
Diversification
Development
Markets
Current
Market Product
Penetration Development
Current New
Products
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Intensive Growth
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Integrative Growth
Supplier Business Wholesaler
Competitor
. Slide 49 of 38
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Diversification Growth
nity
rt u
po
Op
w
Ne
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Integrative Growth/Diversification
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Corporate Culture
… is the shared experiences, stories, beliefs, and

norms that characterize an organization.
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Marketing Innovation
Identify and encourage new ideas
Scenario Analysis
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Marketing Innovation
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3
2.
e
g ur
Fi
Business Unit Strategic Planning
. Slide 57 of 38
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SWOT Analysis
SW
Internal
Strength Weakness
O T
External
Opportunity Threat
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4
2.
e
g ur
Fi Opportunity and Threat Matrices
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SWOT Analysis
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Goal Formulation
Ranked
Consistent Quantified
Realistic
. Slide 61 of 38
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Strategy Formulation
Porter’s Generic Strategies
Strategic Alliances
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Porter’s Generic Strategies
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More on this at: https://www.wired.co.uk/article/deepmind-alphafold-protein-diseases
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Program Formulation and Implementation
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Feedback and Control
Strong leadership
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Feedback and Control
Strong leadership
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Product Planning
Marketing Plans
Executive Summary and table of contents
Situation analysis
Marketing strategy
Marketing Tactics
Financial projections
Implementation controls
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WE ARE DONE FOR THIS CHAPTER
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Questions To Address: Developing Marketing Strategies and Plans

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18/2/22

Developing Marketing Strategies and Plans

Prof. Muhammad Ismail Hossain

1. How does marketing affect customer value?

2. How is strategic planning carried out at

3. How is strategic planning carried out at the

4. What does a marketing plan include?

The Value Delivery Process

The Value Chain

The Value Chain_Platform Business

The Value Chain_Platform Business

Source: Marshall et al. (2016), HBR.

Core Business Processes

Which department to be responsible to

1. Hierarchical organization- maintains chain of

2. Flatter organization- open up the lines of

3. Flat organization-there are usually no job titles,

4. Flatarchies- lies between hierarchies and flat

5. Holacratic organization- distributed decision

The Central Role of Strategic Planning

Strategic Planning, Implementation, and Control Processes

Corporate, Division, Business, Product Planning

Corporate, Division, Business, Product Planning

• Directs and coordinates the

Levels of a Marketing Plan

Corporate & Division Strategic Planning

Define corporate, division

3 Assign resources to SBU’s

4 Assess growth opportunities

Defining the Corporate Mission

Defining the Corporate Mission

Defining the Corporate Mission

An impactful mission statement is developed

Characteristics of good mission statements:

1. Focus on a limited number of goals

To build total brand value by innovating to

Stanford’s Mission Statement

“to extend the frontiers of knowledge, stimulate creativity,

Philosophical orientation driving MS

We build brands and make the world

Strategic Business Units (SBU)

Defining Strategic Business Units

Strategic Business Units

LOW MED HIGH

Assessing Growth Opportunities

The Strategic-Planning Gap

Product-Market Expansion Grid

Supplier Business Wholesaler

… is the shared experiences, stories, beliefs, and

Identify and encourage new ideas

Program Formulation and Implementation

Feedback and Control

Feedback and Control

WE ARE DONE FOR THIS CHAPTER

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