Revised market oriented strategic planning japan 50

Market Oriented Strategic Planning

技術経営コンソーシアム

開発担当者： Ritsumeikan Asia Pacific University 　教授 : Takamoto, Akihiro

更新日 October, 2003

Marketing for MOST: Module 3 – Market Oriented Strategic Planning

Strategic Planning


Module 03: Market Oriented Strategic Planning

1. What is Market-Oriented Strategic Planning?

2. Defining the Mission of the Organisation

3. Analysing the Business Environment

4. Defining the Business Domain

5. Defining Objectives and Goals

6. Strategy Formulation

7. Program Formulation, Implementation, Evaluation and Control

8. Oriental Philosophy of Strategy


• Market oriented strategic planning is to obtain a fit between:

• organization’s objectives and skills• organization’s resources • evolving market opportunities. • The aim of strategic planning is to shape and

reshape the company's businesses and products so that they yield profits and growth.

What is Market Oriented Strategic Planning


Market-Oriented Strategic Planning

Objectives

Skills

Resources

Opportunities


Market-Oriented Strategic Planning

Objectives

Skills

Resources

Opportunities

Profitand

Growth


What is Market Oriented Strategic Planning


Strategic Planning


What is Market-Oriented Strategic Planning?

• Market Oriented Strategic Planning according to MUANGSUWAN A-non.

ObjectivesAnd

Resources

Organization

Changing

market

environment

CustomerNeeds

&Wants

ObjectivesAndResources

Organization

Changing

market

opportunity

CustomerNeeds

&Wants


CHP: 2&11-10

What Is Strategy?

Strategy is creation of a unique and valuable position, involving a different set of activities.

Choosing to perform activities differently than rivals do.

Essence of strategy is choosing what not to do.


4-11

Figure 4-6: The Business Strategic-Planning Process

Business Unit Strategic Planning


Defining the mission of the Organization

• Ask:–What is our business?

–Who is the customer?

–What do customers value?

–What should our business be?


Defining the mission of the Organization STEP ONE - 1

• A clear mission statement acts as an “invisible hand” that guides people in the organization.



• P. Kotler says:– “Mission statements are at their

best when they are guided by a vision, an almost impossible dream that provides a direction for the company for the next 10 to 20 years.”



An excellent mission statement has:1. Uniqueness which the employees can

feel proud of.

2. A tangible quality to which the employees can relate daily.

3. A reflection of the leadership vision.


Macro-Environment

Analyzing External and Internal Business Environment - STEP TWO - 2

Micro-Environment

Company

InternalEnvironment


• Micro-Environment

– The forces close to the company that affect its ability to serve its customers

– Customer Analysis - Needs, motivation, Market segment.

– Competitor analysis – Objectives, cost structure, strength and weakness

– Industry and Market Analysis

Analysing the Business Environment


• Macro-Environment– The Larger societal forces that affect the

microenvironment – – demographic, – economic,– natural, – technological, political, and cultural forces.

Analyzing the External Business Environment


• The Organizations Internal Environment:– Return on Investment– Customer Satisfaction Measures– Brand Equity and Measures– Accounting– R & D– Cost structure relative to competitors– Manufacturing – New Product pipeline– Customer Relations– Human Resource Development– Corporate Culture – ETC…

STRATEGIC ANALYSIS – INTERNAL ANALYSIS


Analyzing the Business Environment – STEP THREE - 3


• Exercise:– A brand extension mistake by

Harley Davidson

– Do a SWOT Analysis of any organization or team you now belong to.

Analysing the Business Environment


END RESULT OF DETAILED SWOTSTEP THREE - 3


COMPETITIVE ADVANTAGE

MOST IMPORTANTLY

SWOT ANALYSIS ALLOWS A COMPANY TO IDENTIFY ITS

COMPETITIVE ADVANTAGECOMPETITIVE ADVANTAGE

CA


– REFER COMPETITIVE ADVANTAGE PPT

– CA PPT