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Marketing Management
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Developing Marketing Strategies and Plans
Week 3
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Discussion Questions
1. How does marketing affect customer value?
2. How is strategic planning carried out at different levels of the organization?
3. What does a marketing plan include?
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The Value Delivery Approach
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The Value Chain (Michael Porter)
ProcurementHuman Resource management
Technological DevelopmentInfrastructure
Support Activities
Primary Activities ServiceMarketing
Outbound LogisticsOperations
Inbound Logistics M
argin
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Core Competencies
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Holistic Marketing
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Strategic Planning
Businesses as investment portfolio
Assessing each business’s strength
Establish a strategy
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Figure 2.1
Strategic Planning, Implementation, and Control Processes
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Marketing Plan
• Directs and coordinates the marketing effort
• Product Line or Brand Level• Strategic and Tactical levels
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Levels of a Marketing Plan
• Strategic– Analysis of marketing
opportunities– Target marketing
decisions– Value proposition
• Tactical– Product features– Promotion– Merchandising– Pricing– Sales channels– Service
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Corporate Strategic Planning
Define corporate mission
Establish SBU’s
Assign resources to SBU’s
Assess growth opportunities
1
2
3
4
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Defining the Corporate Mission
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?
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Mission Statements
1. Focus on a limited number of goals2. Stress major policies and values3. Define major competitive spheres4. Take a long-term view5. Short, memorable, meaningful
Characteristics of good mission statements:
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To build total brand value by innovating to deliver customer value and customer leadership faster, better, and more completely than our competition
Vague Mission Statement
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GOOGLE’S Mission Statement
To organize the world’s information and make it universally accessible and useful.
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Vague Philosophy
We build brands and make the world a little happier by bringing our best to you.
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GOOGLE’s PhilosophyNever 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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Defining Strategic Business Units
Technology
Customer groups
Customer needs
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Strategic Business Units (SBU)
Three Characteristics of an SBU:
A single business or collection of related businesses
Unique competitors
Leader responsible for planning and profitability
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Company Product Definition Market Definition
Union Pacific We run a railroad. We are a people-and-goods mover.
Xerox We make copying equipment.
We help improve office productivity.
Hess Corporation We sell gasoline. We supply energy.
Paramount Pictures We make movies. We market entertainment.
Encyclopaedia Britannica We sell encyclopedias We distribute information.
Carrier We make air conditioners and furnaces.
We provide climate control in the home.
Strategic Business Units
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Assigning Resources
HIGHMEDLOW
HIG
HM
EDLO
W
GE/McKinsey Matrix
Industry Attractiveness
Business Position
Boston Consulting Group Matrix
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Assessing Growth Opportunities
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The Strategic-Planning GapFigure 2.2
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Intensive Growth
ProductsCurrent
Mar
kets
Market Penetration
Market Development
Product Development
Diversification
New
Curr
ent
New
Product-Market Expansion Grid
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Integrative Growth
Business Competitor
Wholesaler
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Diversification Growth
New Opportunity
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Business Unit Strategic PlanningFig
ure 2.3
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SWOT Analysis
TThreat
Exte
rnal
Inte
rnal SStrength WWeakness
OOpportunity
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Goal Formulation
Ranked
Realistic
QuantifiedConsistent
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Strategy Formulation
Porter’s Generic Strategies
Strategic Alliances
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Program Formulation and Implementation
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Feedback and Control
Strong leadership
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Product Planning
Marketing Plans
THE END
