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WelcomeTo
the course onStrategicMarketing
Management
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Dr. R.Venkataraman
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BSc 1966
PGDBA1971
MSc Logistics2005
PD inB!siness
A"ministration2015
Malaysia
TRAIL
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39 years in Logisticsindustry
2 years in surface transport industry20 years in the aviation industry.17 years in the shipping industry.
18 ears in Sin a ore
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#e $eginning % #&re
sa'es1967 ( 1969
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A kno)'e"ge
$reak1969 (1971
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1971
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Management trainee
1971
Reservations manager
ManagerMadrasairport
CountryManagerSingapore
1991
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Board member and Strategy adviser
TRAIT HIP ERVICE PTE LTD
ingapore
1991 % 201*
+as a"mitte" as ,artere" -e''o)
% -,L#B/
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Banga'ore
2007(2009Director
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Since 2009 Visiting ac!'t&
Programmesn Asia
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PleaseBear With
me! t "astoo loud
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14
Why do some organi#ations succeed
"hile others !ail$
Strategy adopted %n action managers take to achieve one
or more o! an organi#ation&s goals
Superior Strategic managementprocessThe process 'y "hich managers choose
a set o! strategies that "ill allo" acompany to achieve superiorper!ormance
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15
Marketing Strategy is (())
Where are "e no"$
Where do "e "ant to go$
Businesses to 'e in
Market positions to stake out
Buyer needs and groups to serve
*utcomes to achieve
+o" "ill "e get there$
% company&s ans"er to ,ho""ill "e get there$- is its strategy
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.irm/Speci0c Per!ormance and
Pro0ta'ility
Competitive advantage % 0rm&s pro0ta'ility is greater than the
average pro0ta'ility !or all 0rms in its
industry Sustained competitive advantage % 0rm maintains competitive advantage !or
a num'er o! years
Business model Management&s model o! ho" strategy "ill
allo" the company to gain competitiveadvantage and achieve superior
pro0ta'ility
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#3 4#3R(R3LA#4SP B3#+334MAR3#4G A4D ,RPRA#3
S#RA#3G/ 4-RMS DR3,#S GD3S ,4#RLS
A,3V3S SPPR#S
P3RA#4ALS3
Corporate Strategy Specifying the
organisations missionAllocating resources Defining Organisational
objecties
Marketing Strategy !"entifying pro"uct mar#et$s to
compete in Selecting mar#et segments to
target Deeloping the mar#eting mi%
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Corporate o'ective
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P3RA#4AL8sS#RA#3G, MAR3#4G
erationa' Marketing
%ction/oriented
23isting opportunities
4on/product varia'les
Sta'le environment Reactive 'ehaviour
5ay/to/day management
Marketing department
Strategic Marketing
%nalysis/oriented
4e" opportunities Product market varia'les
5ynamic environment
Proactive 'ehaviour
6onger range management
Cross/!unctionalorganisation
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#e si: ;s or creating a "&namic strateg&.Pro
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5e0ning the Business is veryimportant !or marketing strategy
Source: D. F. Abell,Defining the Business: The Starting Point of Strategic
Planning (Englewood Cliffs, Prentice Hall, 19!", #. $. 1
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Beyondagri
'usines
s
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+aulage
-usiness re"efine"
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:
d di i i d h
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;nderstanding competition and themarketing "ar!are
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5e!enseStrategy
Position 5e!ense
6east success!ul o! the
de!ense strategies
e)g) Mercedes "as using aposition de!ense strategyuntil Toyota launched a!rontal attack "ith its6e3us)
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5e!ense Strategy
Mo'ile 5e!ense By market 'roadening and
diversi0cation .or marketing 'roadening=
there is a need to
Rede0ne the 'usiness
>principle o! o'ective?= and .ocus e@orts on the
competition >the principleo! mass?
e)g) 6egend +oldings= the top
China PC maker 6egend hasannounced a oint venture"ith %*6 to 'roaden its'usiness to provide nternet
services in the mainland
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5e!enseStrategy
.lanking 5e!enseA
Secondary markets >anks?are the "eaker areas and
prone to 'eing attacked Pay attention to the anks
e)g) Regional lo" costairlines
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5e!enseStrategy
Contraction 5e!ense
Withdra" !rom the mostvulnera'le segments
and redirect resources tothose that are morede!enda'le
By planned contraction
or strategic "ithdra"al e)g) ndia&s T%T%
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5e!enseStrategy
Pre/emptive 5e!ense
5etect potential attacksand attack the enemies
0rst 6et it 'e kno"n ho" it
"ill retaliate
Product or 'rand
proli!eration is a !orm o!pre/emptive de!ensee)g) Seiko has over=888 models
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5e!enseStrategy
Counter/*@ensive 5e!ense
Responding tocompetitors& head/on
attack 'y identi!ying theattacker&s "eakness andthen launch a counterattack
e)g) Toyota launched the6e3us to respond toMercedes attack
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MarketChallengerStrategies
The market challengers&strategic o'ective is togain market share and to'ecome the leader
eventually+o"$
By attacking the marketleader
By attacking other 0rms o!the same si#e
By attacking smaller 0rms
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MarketChallengerStrategies
Types o! %ttackStrategies
.rontal attack
.lank attack 2ncirclement attack
Bypass attack
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,MP3##V3 PS#4 #A,#,S
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*ne needs look at the !ollo"ingin solving 'usiness pro'lems
Creativity -> Ideas -> Innovations -> Success -> ro!its
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7
y
S!ccess!'
marketingstrateg&
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Cognitive
'iases
Prior hypothesis 'ias
2scalatingcommitment
Representativeness
llusion o! Control +u'ris hypothesis
D
0here nee" to be a business plan that lea"s to the .ar#eting lan
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9
S,.
/ ops
resources
0here nee" to be a business plan that lea"s to the .ar#eting lan