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Developing Marketing Strategies and Plans

Developing Marketing Strategies and Plans

A strategy is a theory about how to gain competitive advantages. A good strategy is a strategy that actually generates such advantages. Strategic management is the process of specifying an organizations objectives, developing policies and plans to achieve these objectives, and allocating resources so as to implement the plans.

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Levels of Goals/Plans & Their Importance
Mission Statement
External Message Legitimacy for investors, customers, suppliers, community

Strategic Goals/Plans Senior Management (Organization as a whole) Tactical Goals/Plans Middle Management (Major divisions, functions)
Internal Message Legitimacy, motivation, guides, rationale, standards

Operational Goals/Plans Lower Management (Departments, individuals) 1-3

Strategic Goals and Plans Strategic Goals ‡ Where the organization wants to be in the future ‡ Pertain to the organization as a whole ‡ Strategic Plans ‡ Action Steps used to attain strategic goals ‡ Blueprint that defines the organizational activities and resource allocations ‡ Tends to be long term 1-4 .

Levels of a Marketing Plan ‡ Strategic ‡ Target marketing decisions ‡ Value proposition ‡ Analysis of marketing opportunities ‡ Tactical ‡ ‡ ‡ ‡ ‡ ‡ Product features Promotion Merchandising Pricing Sales channels Service .

Developing Marketing Strategies and Plans Part 1: Marketing Value and Customer Value 1) The value delivery process 2) The value chain 3) Core competencies 4) A holistic marketing orientation and customer value 5) The central role of strategic planning Part 2: Corporate and Division Strategic Planning 1) Defining the corporate mission 2) Defining the business 3) Assessing growth opportunities 4) Organization and organizational culture .

Developing Marketing Strategies and Plan Part 3: Business Unit Strategic Planning 1) The business Mission 2) SWOT analysis 3) Goal Formulation 4) Strategic Formulation 5) Program Formulation and Implementation 6) Feedback and Control .

Developing Marketing Strategies and Plan Part 4: Product Planning: the Nature and Contents of a Marketing Plan 1) Contents of the Marketing Plan .

fulfilling that mission requires a well-coordinated set of marketing activities. "Our business concept is to give the customer unbeatable value by offering fashion and quality at the best price. Nothing could sound simpler. Yet. Founded 55 years ago as a provincial Swedish clothing company. . H&M (Hennes and Mauritz) has morphed into a clothing colossus with 950 stores in 19 countries and an ambitious plan to expand by 100 stores a year. Go into an H&M clothing store and you can see a version of the same style for $25. The reason H&M has reached this point while so many other stores²such as once-hot Italian retailer Benetton²have floundered is that the company has a clear mission and the creative marketing strategies and concrete plans with which to carry it out." is the H&M mission as expressed on the company's Web site.Hennes and Mauritz Walk into a trendy Soho boutique in New York City and you might see high-fashion Tshirts selling for $250.

it takes H&M an average of three months to go from a designer's idea to a product on a store shelf. and that "time to market" falls to three weeks for "high-fashion" products.Hennes and Mauritz For instance.being cost-conscious at every stage .having efficient distribution systems 6.having a great knowledge of which goods should be bought from which markets 5. H&M is able to put products out quickly and inexpensively by: 1.having few middlemen and owning no factories 2-buying large volumes 3.having extensive experience in the clothing industry 4.

Nike Critics of Nike often complain that its shoes cost almost nothing to make yet cost the consumer so much. and its endorsers. True. lease. Nike sells its product to retailers to make a profit of $7. and suppliers' costs generally total less than $25 a pair. equipment. adds $15 or so to the total. Materials. labor. and equipment) is factored in along with ‡ a $10 profit. Compensating its sales team. import duties. shipping. The retailer therefore pays roughly $47 to put a pair of Nikes on the shelf. its administration. When the retailer's overhead (typically $30 covering personnel. the shoe costs the consumer over $80. . the raw materials and manufacturing costs involved in the making of a sneaker are relatively cheap. but marketing the product to the consumer is expensive. its distributors. as well as paying for advertising and R&D.

Edinburgh in the mid-1700s was "a city on the verge of a golden age. and philosophers. That year the first version of the Britannica on CD-ROM was also published.britannica. the first encyclopedia for the Internet. We are not in the book business. According to one chronicler of Britannica history. The result book sales fell 83% between 1990-1997.³ The first edition of the Britannica was published one section at a time.000) web sites selected 1-12 . In 1990 Encyclopædia Britannica found itself in a precarious competitive environment. the company had become a premier information site on the internet (200. which made the entire text of the Encyclopædia Britannica available worldwide. In 1994 the company developed Britannica Online.Encyclopedia Britannica http://corporate. Microsoft¶s Encarta CD-ROM and IBM¶s CD-ROM joint venture World Book were attracting Britannica¶s customers. beginning in 1768.´ By the 2006. We¶re in the information business. over a three-year period. According to a company official: ³we¶re reinventing our business.000) subscribers and (150. a center of learning and a home of writers.com The Encyclopædia Britannica was born in 18th-century Scotland amid the great intellectual ferment known as the Scottish Enlightenment. thinkers. CDROMs and the internet had become the study tools of choice for students and others.

marketing takes place in the second half of the process. In this view. providing. ‡ The traditional view of marketing is that the firm makes something and then sells it. or style²for example. with basic staple goods in developing markets. ‡ In a hypercompetitive economy with increasingly rational buyers faced with abundant choices. ‡ The task of any business is to deliver customer value at a profit. features. and communicating superior value. ‡ The company knows what to make and the market will buy enough units to produce profits. a company can win only by fine-tuning the value delivery process and choosing. 1-13 .Part 1: Marketing Value and Customer Value Marketing and Customer Value ‡ Marketing involves satisfying consumers' needs and wants. Companies that subscribe to this view have the best chance of succeeding in economies marked by goods shortages where consumers are not fussy about quality.

1-14 . however.Part 1: Marketing Value and Customer Value The value delivery process Marketing and Customer Value The value delivery process ‡ The traditional view of the business process. ‡ The smart competitor must design and deliver offerings for well-defined target markets. will not work in economies where people face abundant choices. which places marketing at the beginning of planning. ‡ This belief is at the core of the new view of business processes.

Part 1: Marketing Value and Customer Value The value delivery process Marketing and Customer Value The value delivery process 1-15 .

Customer feedback should be collected continuously after purchase to learn how to improve the product and its marketing. Zero setup time. The company should be able to manufacture any of its products as soon as they are ordered.Part 1: Marketing Value and Customer Value The value delivery process Marketing and Customer Value The Japanese have further refined this view with the following concepts: ‡ ‡ ‡ ‡ ‡ Zero customer feedback time. The company should evaluate all improvement ideas and introduce the most valued and feasible improvements as soon as possible. without facing high setup time or costs. 1-16 . Zero product improvement time. The products should be of high quality and free of flaws. By lowering its inventories. the company can reduce its costs. Zero defects. Zero purchasing time. The company should receive the required parts and supplies continuously through just-in-time arrangements with suppliers.

and support its product.Part 1: Marketing Value and Customer Value 2) The Value Chain Michael Porter of Harvard has proposed the value chain as a tool for identifying ways to create more customer value. market. deliver. every firm has combination of activities performed to design. produce. The value chain identifies nine strategically relevant activities that create value and cost in a specific business. According to this model. 1-17 . These nine value-creating activities consist of five primary activities and four support activities.

2) converting them into final products (operations). 1-18 . 3) shipping out final products (outbound logistics).Part 1: Marketing Value and Customer Value 2) The Value Chain The primary activities cover the sequence of: 1) bringing materials into the business (inbound logistics). and 5) servicing them (service). 4) marketing them (marketing and sales).

4) Procurement and hiring 1-19 . 3) firm infrastructure²are handled in certain specialized departments.Part 1: Marketing Value and Customer Value 2) The Value Chain The support activities: 1) technology development. 2) human resource management. as well as elsewhere.

Part 1: Marketing Value and Customer Value 1-20 .

developing. 3) The customer acquisition process. and collecting payment. All the activities involved in researching. All the activities involved in defining target markets and prospecting for new customers. and launching new high-quality offerings quickly and within budget.Part 1: Marketing Value and Customer Value 2) The Value Chain Core Business Processes Include: 1) The market sensing process. 4) The customer relationship management process. 2) The new offering realization process. 5) The fulfillment management process. All the activities involved in receiving and approving orders. shipping the goods on time. 1-21 .

a firm also needs to look for competitive advantages beyond its own operations. a company needs resources. 1-22 .Part 1: Marketing Value and Customer Value 3) Core Competencies (page 39) To be successful. In the past companies controlled most of the resources Change regarding this concept is changing Many companies today have partnered with specific suppliers and distributors to create a superior value delivery network also called a supply chain. into the value chains of suppliers. Value delivery network also called A supply Chain To carry out its core business processes. distributors. and customers.

materials. 1-23 . ‡ Traditionally. outsourced resources include cleaning services. and auto fleet management. a company needs resources²labor power. ‡ Many companies today outsource less critical resources if they can be obtained at better quality or lower cost. ‡ Frequently. Kodak even turned over the management of its data processing department to IBM. and energy.3) Core Competencies ‡ To carry out its core business processes. companies owned and controlled most of the resources that entered their businesses. landscaping. machines. but this situation is changing. information.

4) What is Holistic Marketing? Holistic marketing sees itself as integrating the value exploration. value creation. . and value delivery activities with the purpose of building long-term. mutually satisfying relationships and co prosperity among key stakeholders.

Holistic Marketing Framework The holistic marketing framework is designed to address three key management questions: 1. Value delivery.flow can a company efficiently create more promising new value offerings? 3. Value creation. Value exploration .How can a company identify new value opportunities? 2.How can a company use its capabilities and infrastructure to deliver the new value offerings more efficiently? .

A Holistic Marketing Orientation And Customer Value .

Developing such a strategy requires an understanding of the relationships and interactions among three spaces: (1) the customer's cognitive space. and change . freedom.A Holistic Marketing Orientation And Customer Value VALUE EXPLORATION VALUE EXPLORATION Because value flows within and across markets that are themselves dynamic and competitive. stability. companies need a well-defined strategy for value exploration. The customer's cognitive space reflects existing and latent needs and includes dimensions such as the need for participation. (2) the company's competence space. and (3) the collaborator's resource space.

wants. 2) utilize core competencies from its business domain.A Holistic Marketing Orientation And Customer Value VALUE CREATION To exploit a value opportunity. and 3) select and manage business partners from its collaborative networks. Marketers need to: 1) identify new customer benefits from the customer's view. the company needs valuecreation skills. ‡ To craft new customer benefits. marketers must understand what the customer thinks about. does. ‡ Marketers must also observe who customers admire. and worries about. and who influences them . who they interact with.

coherently. ‡ Customer relationship management fallows the company to discover who its customers are. ‡ The company must become proficient at customer relationship management. and quickly to different customer opportunities.VALUE DELIVERY ‡ Delivering value often means substantial investment in infrastructure and capabilities. internal resource management. and what they need or want. and business partnership management. ‡ It also enables the company to respond appropriately. . how they behave.

4) capturing customer value. . 2) creating customer value. 3) delivering customer value. and 5) sustaining customer value.Developing Marketing Strategies and Plan 5) The Central Role of Strategic Planning Companies should have the capabilities to: 1) understanding customer value.

Disney. Canon) and European (IKEA. Toyota. research and development. . Nike. Nokia. Club Med. Marriott Hotels. purchasing² also accept the concept that the customer is king. Electrolux. Bang & Olufsen. Wal-Mart. McDonald's. Southwest Airlines. Nordstrom. Lego. 2)have well-staffed marketing departments. personnel. finance. and 3) all their other departments²manufacturing. Tesco) companies These companies focus on the customer and are: 1)organized to respond effectively to changing customer needs. and several Japanese (Sony.5) The Central Role of Strategic Planning Only a handful of companies stand out as master marketers: Procter & Gamble.

Part 2: Corporate and Division Strategic Planning Part 2: Corporate and Division Strategic Planning 1) 2) 3) 4) Defining the corporate mission Defining the business Assessing growth opportunities Organization and organizational culture 1-32 .

Part 2: Corporate and Division Strategic Planning

What is Strategic Planning? 
It is the managerial process that helps to develop a strategic and viable fit between the firm¶s objectives, skills, resources with the market opportunities available.  It helps the firm deliver its targeted profits and growth through its businesses and products.
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Part 2: Corporate and Division Strategic Planning

Strategic Planning calls for Action in three key areas?
1. managing a company's businesses as an investment portfolio. 2. assessing each business's strength by considering the market's growth rate and the company's position and fit in that market. 3. establishing a strategy For each business.
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Understanding Marketing Management

To understand marketing management, we must understand strategic planning. Most large companies consist of four organizational levels: 1) the corporate level, 2) the division level, 3) the business unit level, and 4) the product level.

Understanding Marketing Management
Corporate headquarters is responsible for designing a corporate strategic plan to guide the whole enterprise; it makes decisions on the amount of resources to allocate to each division, as well as on which businesses to start or eliminate. Each division establishes a plan covering the allocation of funds to each business unit within the division. Each business unit develops a strategic plan to carry that business unit into a profitable future. Finally, each product level (product line, brand) within a business unit develops a marketing plan for achieving its objectives in its product market.

Part 2: Corporate and Division Strategic Planning

A marketing plan is the central instrument for directing and coordinating the marketing effort. It operates at a strategic and tactical level.

implementation.planning. and control cycle 1-38 .

1) Defining the corporate mission How to go about it?     Defining the corporate mission Establishing SBUs Allocating resources for SBUs Planning for new business 1-39 .

direction and opportunity 1-40 .  It seeks to provide a sense of purpose.Corporate Mission  This seeks to embody the entire goals of the organization and the objective of its existence.

it is time to ask some fundamental questions.Defining the Corporate Mission According to Peter Drucker. What is our business? Who is the customer? What is of value to the customer? What will our business be? What should our business be? Successful companies continuously raise these questions and answer them thoughtfully and thoroughly. 1-41 .

5 questions that the firm must ask itself      What is our business? Who is our customer? What does our customer need? What will our business be? What should our business be? 1-42 .

and (in many cases) customers.Organizations develop mission statements to share with managers. direction. 1-43 . and opportunity. thoughtful mission statement provides employees with a shared sense of purpose. A clear. employees. The statement guides geographically dispersed employees to work independently and yet collectively toward realizing the organization's goals.

an almost "impossible dream" that provides a direction for the company for the next 10 to 20 years. 1-44 . the next day.Good mission Statements Mission statements are at their best when they reflect a vision.M. so he created FedEx. Fred Smith wanted to deliver mail anywhere in the United States before 10:30 A.

costeffective and environmentally responsible products. ³Our vision is to be the Global Market Share Leader in each of the markets we serve. We will add value to these products by providing legendary customer service through our Uncompromising Commitment to Customer Satisfaction. high-quality.Rubbermaid Commercial Products.´ . We will earn this leadership position by providing to our distributor and end-user customers innovative. Inc.

to do this so as to earn an adequate profit which is required for the total enterprise to grow. and by doing so.Motorola ³The purpose of Motorola is to honorably serve the needs of the community by providing products and services of superior quality at a fair price to our customers. provide the opportunity for our employees and shareholders to achieve their personal objectives.´ .

unique item seekers.eBay ³We help people trade anything on earth. bargain hunters. dealers. and browsers. small businesses.´ . opportunity sellers. We will continue to enhance the online trading experiences of all²collectors.

The statement. 3. "We want to produce the highest-quality products. and sell at the lowest prices" claims too much.Good Mission Statements 1. offer the most service. define the major competitive spheres within which the company will operate . focus on a limited number of goals. 2. stress the company's major policies and values. achieve the widest distribution.

Major Competitive Spheres ‡ ‡ ‡ ‡ ‡ ‡ Industry Products Competence Market segment Vertical channels (Ford) Geographic .

Defining the Business Companies often define their businesses in terms of products: They are in the "auto business" or the "clothing business." .

Defining the Business A business must be viewed as a customersatisfying process. the automobile. basic needs and customer groups endure forever. the airline. . and the truck are products that meet that need. not a goods-producing process. Products are transient. the railroad. Transportation is a need: the horse and carriage.

Dimensions that Define a Business ‡ Customer groups ‡ Customer needs ‡ Technology .

2 Product Orientation vs. Market Orientation Company Missouri-Pacific Railroad Xerox Standard Oil Columbia Pictures Product We run a railroad We make copying equipment We sell gasoline We make movies Market We are a peopleand-goods mover We improve office productivity We supply energy We entertain people .Table 2.

1-54 .Strategic Business Units The purpose of identifying the company's strategic business units is to develop separate strategies and assign appropriate funding.

3. 2. It is a single business or collection of related businesses that can be planned separately from the rest of the company. It has its own set of competitors.SBU has three characteristics: 1.It has a manager who is responsible for strategic planning and profit performance and who controls most of the factors affecting profit. 1-55 .

planning new businesses.Assessing Growth Opportunities 1. 2. or 3. downsizing. 1-56 . terminating older businesses.

Assessing Growth Opportunities 1-57 .

INTENSIVE GROWTH Integrative Growth Diversification Growth Downsizing and Divesting Older Business 1-58 . 3. 4.Assessing Growth Opportunities 1. 2.

Assessing Growth Opportunities 1-59 .

3. 1-60 . 2.Assessing Growth Opportunities 1. product-development strategy the company considers whether it can develop new products of potential interest to its current markets 4. market-development strategy the company considers whether it can find or develop new markets for its current products. market-penetration strategy The company first considers whether it could gain more market share with its current products in their current markets . diversification strategy the company will also review opportunities to develop new products for new markets.

Four market-product strategies: alternative ways to expand sales revenues for Ben & Jerry¶s Slide 2-27 .

Success Probability for each of the 4 basic strategies: Diversification strategy 1 in 20 Market-development Strategy is 1 in 4 Product-development strategy 50-50 Market-penetration is the highest .

Business Unit Strategic Planning  Strategic planning:  Developing a strategic fit between  organizational goals and capabilities. and  changing marketing opportunities 1-63 .

Ben & Jerry¶s: a SWOT analysis to get it growing again Slide 2-34 .

. ‡ Dogs ± SBU¶s that have a low market share of a low sales growth market. ‡ Question marks ± SBU¶s that have a low market share of a high sales growth market. ‡ Stars ± SBU¶s that have a high market share of a high sales growth market.Business Portfolio Analysis ‡ Cash Cows ± SBU¶s that have a high market share of a low sales growth market.

Strategic Marketing Process Process whereby an organization allocates it marketing mix resources to reach its target markets. Planning Implementation Evaluation .IV.

Planning Phase ± Situation Analysis ‡ This is a complete analysis of the firm¶s situation which assesses internal strengths and weaknesses and external threats and opportunities (SWOT) ‡ Internal analysis (controllable factors) ± assess the firm itself to identify strengths and weaknesses ‡ External analysis (uncontrollable factors) ± assess the firm¶s external environment to identify opportunities and threats .

profit ‡ Should be measureable. and consistent with organizational objectives . attainable. specific. ‡ Stated in terms of market share. sales.Planning Phase ± Marketing Objectives ‡ Specific levels of performance desired for a product or product line to be achieved by a given date.

Planning Phase: Product Positioning ‡ The process where marketers try to create a product image or identity in the minds of their target market relative to competitive products. .

Implementation Phase ‡ Process of putting the marketing plan into action. ‡ Involves great attention to detail .

Evaluation ‡ Involves measuring the results of the actions from the implementation phase and comparing them with goals set in the planning phase. sales analysis market share analysis expense to sales analysis .

SBU Establishing Strategic Business Units A business can be defined in terms of three dimensions: customer groups. and technology.  It is a company within a company  The business is differentiated from the rest of the company  It has its own set of competitors  It is a separate profit centre 1-72 . customer needs.

Senior managers generally apply analytical tools to classify all of their SBUs according to profit potential.Assigning Resources to SBUs The purpose of identifying the company¶s strategic business units is to develop separate strategies and assign appropriate funding to the entire business portfolio. 1-73 . Two of the best-known business portfolio evaluation models are the Boston Consulting Group model and the General Electric model.

SWOT Analysis     Strengths Weaknesses Opportunities Threats 1-74 .

attitudes toward employees 1-75 . the organization¶s reason for existing. ‡ Mission Statement. product quality. ‡ states the basic business scope and operations ‡ may include the market and customers ‡ some may describe company values.The Mission ‡ Mission.

Corporate Headquarters¶ Planning Activities ‡ Define the corporate mission ‡ Establish strategic business units (SBUs) ‡ Assign resources to each SBU ‡ Assess growth opportunities .

memorable. meaningful .Good Mission Statements ‡ ‡ ‡ ‡ ‡ Focus on a limited number of goals Stress major policies and values Define major competitive spheres Take a long-term view Short.

Characteristics of SBUs ‡ It is a single business or collection of related businesses ‡ It has its own set of competitors ‡ It has a leader responsible for strategic planning and profitability .

Ansoff¶s Product-Market Expansion Grid ‡ ‡ ‡ ‡ Market penetration strategy Market development strategy Product development strategy Diversification strategy .

Ansoff¶s Product-Market Grid Current products New products Current Mkts Mkt penetration strategy Product development strategy New Mkts Mkt development strategy Diversification strategy 1-80 .

The Planning Process     Analysing Market opportunities Developing Marketing strategies Planning Marketing Programs Managing the Marketing Effort 1-81 .

Marketing Control  Annual Plan control  Profitability control  Strategic Control 1-82 .

Market-oriented strategic planning Market-oriented strategic is the managerial process of developing and maintaining a viable fit among the organization¶s objectives. and resources and its changing market opportunities. skills. The aim of strategic planning is to shape the company¶s businesses and products so that they yield target profits and growth and keep the company healthy despite any unexpected threats that may arise. 1-83 .

. beliefs. stories.What is Corporate Culture? Corporate culture is the shared experiences. and norms that characterize an organization.

SWOT Analysis ‡ ‡ ‡ ‡ Strengths Weaknesses Opportunities Threats .

it can proceed to develop specific goals for the planning period.Goal Formulation Once the company has performed a SWOT analysis. ‡ ‡ ‡ ‡ Unit¶s objectives must be hierarchical Objectives should be quantitative Goals should be realistic Objectives must be consistent .

Market Opportunity Analysis (MOA) ‡ Can the benefits involved in the opportunity be articulated convincingly to a defined target market? ‡ Can the target market be located and reached with cost-effective media and trade channels? ‡ Does the company possess or have access to the critical capabilities and resources needed to deliver the customer benefits? .

Strategic Formulation 1) Porter¶s Generic Strategies ‡ Overall cost leadership ‡ Differentiation ‡ Focus 2) Strategic Alliances There are four forms of MDS. 1) Exporting 2) Licensing 3) Joint Venture 4) Direct Investment .

Marketing Plan Contents  Executive summary  Table of contents  Situation analysis  Marketing strategy  Financial projections  Implementation controls .

Evaluating a Marketing Plan  Is the plan simple?  Is the plan specific?  Is the plan realistic?  Is the plan complete? .

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