STRATEGIC MARKET PLANNING

Learning Outcomes
1. Explain business planning and its three
levels.
2. Describe the steps in strategic planning.
3. Describe the steps in market planning.
4. Understand how to develop a strategic plan
for a successful career
 BUSINESS PLANNING: BRIEF DESCRIPTION
Plan is a
map to
Planning: an organic, changeable, and ever-evolving reach goals
process that must be managed with great skill.
Strategy: the execution of the elements of a plan
based on goals and objectives to bring about a
desired future.
Business Planning: an ongoing process of decision
making that guides the firm in both the short term
and the long term.
 Three Level of Business Planning
STRATEGIC PLANNING
• managerial decision FUNCTIONAL PLANNING
process that matches • various functional OPERATIONAL PLANNING
the firm’s resources areas of the firm, such
and capabilities to its as marketing, finance, • focuses on the day-to-
market opportunities and human resources. day execution of the
for long-term growth. • Vice presidents or functional plans
• top executives— functional directors • sales managers,
define the firm’s • 3-5 years marketing
purpose and specify communication
what the firm hopes managers, brand
to achieve in the next managers, and market
5 years research managers.
VINAPO 4
COMPANY WWW.VINAPOCOMPANY.COM
 STRATEGIC PLANNING
Define and Articulate Mission, Vision, and Values
• Mission: firm’s purpose—its core reason for being
• Mission statement: a formal document that describes the
organization’s overall purpose and what it intends to achieve in terms
of its customers, products, and resources.
• Reflect what firms do now
• “We will provide branded products and services of superior quality and
value that improve the lives of the world’s consumers, now and for
generations to come. As a result, consumers will reward us with
leadership sales, profit and value creation, allowing our people, our
shareholders and the communities in which we live and work to
prosper ” (P&G)
• “We are in the business of making high-quality products”, “Our
business is keeping customers happy”
• A vision is what a firm aspires to do or be in the future
• “To be the world’s most loved, most efficient, and most profitable
airline” (Southwest)
 Environmental
Analysis

Internal Environment External Environment

• Controllable environment
• Uncontrollable environment
inside a firm
outside a firm
• Organizational culture and
• Economy, competition,
structure, financial,
technology, law, ethics, and
technology, etc
sociocultural trends.
• Human and intellectual capital
• Determine threats and
determine internal strengths
opportunity
and weaknesses

SWOT ANALYSIS
 DETERMINING OBJECTIVES
• OBJECTIVES: what the firm hopes to accomplish within the
general time frame of the firm’s long-range business plan.
• Specific, Measurable, Attainable (realistic), and Sustainable over
time (not in a very short term)
• May relate to revenue and sales, profitability, the firm’s standing
in the market, return on investment, productivity, product
development, customer satisfaction, social responsibility, and
many other attributes.
• Ex: 10 percent increase in profitability over the next fiscal year
• Business Portofolio: the range of different businesses that a large
firm operates
ESTABLISH BUSINESS PORTOFOLIO
• Usually represent different product lines, each of which operates
with its own budget and management.
• Portfolio analysis is a tool management uses to assess the potential
of a firm’s business portfolio.
• It helps management decide which of its current SBUs should receive
more—or less—of the firm’s resources
• Part of strategic planning at the SBU level entails evaluating
growth strategies.
DEVELOP GROWTH STRATEGY
 MARKET PLANNING
(As a part of functional planning)

• Similar steps with strategic planning

• Focus on planning efforts on issues related to the
marketing mix—Product, Price, Promotion, Place
(distribution)
• Situation analysis  SWOT analysis
• Setting objectives  Specific, Measurable,
Attainable (realistic), and Sustainable over time (not in
a very short term)
• Marketing strategies  STP and marketing mix
strategies
 MARKET PLANNING
(As a part of functional planning)
• Controlling marketing plan:
1. Measure actual performance.
2. Compare this performance to the established marketing
objectives or strategies.
3. Make adjustments to the objectives or strategies on the basis
of this analysis.
• Establish appropriate metric
• Metric: activity metrics and outcomes metrics
• Activity metrics: the number of calls that a salesperson makes
to customers over a month
• Outcomes metrics: number of orders gained from sales calls
made during that month
• ROMI (Return On Marketing Investment): the revenue or profit
margin (both are widely used) generated by investment in a
specific marketing campaign or program divided by the cost of that
program (expenditure) at a given risk level
 MARKETING PROGRAM
(As a part of operational planning)
• A specific action plan
Brand Awareness Improvement
• Elements:
1. Title Objective Description PIC Timeline Budget Measureme
nt and
2. Purpose
Control
3. Description Instruments
4. PIC 10% • From 1500 Mr. X Maret-Nov USD 1500 Survey
5. Timeline increases of to 1650 2022 using online
awareness consumers questtionair
6. Budget
are aware e
7. Measurement • Achieved
and Control through sos-
med
campaign
TIMELINE
 SUMMARY
STRATEGIC PLANNING FUNCTIONAL PLANNING OPERATIONAL PLANNING

VINAPO 15
COMPANY WWW.VINAPOCOMPANY.COM
 Put all this strategy level as:
BRAND YOU: PLANNING YOUR CAREER