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MK3002
Introduction to Strategic Thinking: Marketing Orientation & Levels of Strategy
“Strategic Management is both a philosophy of management and a set of practical tools which offer managers the possibility of making better decisions”
Kotler 2008
The ‘Philosophy’
The subject area is ‘Holistic’The keystone of many subject areasIts about decision making and change and adapting
to the environmental trendsAbout the company:-products/services, -markets &
competitors.Must be able to manage this process effectively and
understand various modelsNumerous approaches-no single prescriptive
‘answer’
Four key concerns of Strategy
Concerned with the whole organisation Strategy seeks to integrate functional aspects
How the organisation fits into its environment and creates value
How the organisation competes for customers and other resources
Considers performance relative to competitors ie benchmarking
Prius creates customer value
What are strategic decisions?
• Can be pro-active (intended and planned)• Can be reactive (adaptive)• Requires planning and awareness (formal or
informal)• concerned with the long term direction• they try to achieve competitive advantage and
superior positioning• they are concerned with the scope and direction of
the organisation • they link and affect the operational decisions.
Continued…..• they identify the extent to which resources can
be obtained and developed to create a strategy for the future
• they involve a high degree of uncertainty and yet demand an integrated approach to managing the organisation.
• they use the companies existing resources to create opportunities
• they match the activities of an organisation to its environment
Yet more…..
Can be perceived as being ‘outside-in’ or ‘inside-out’
Involves change management?All of the models of SM imply that firms
must accept, adapt to, and manage change
Two main views of Strategic Management:
The Systematic approach Theory driven, ideal models and often quite
prescriptiveThe Emergent approach
Reality, what firms doWe will use a combination of both
approaches
Strategy and Marketing
3 Basic Propositions:
Customer orientationOrganisational IntegrationMutually Beneficial Exchange
Customer Orientation
Finding out what customers wantFulfilling the perceived needs of customersMonitoring Progress towards satisfying
customersImproving customer satisfaction
Customer Orientation: Long Term Relationships
Costs more to attract new customers than retain existing ones
A satisfied customer recruits other onesRelationships discourage switching
SUSTAINABLE MARKETING
Environmentalism
Corporate & Social Responsibility
Ethics
Social criticisms of marketing
Impact on consumers
High pricesDeceptive practicesHigh-pressure sellingLow quality and
unsafe goodsPoor service to the
disadvantaged
Impact on societyFalse wantsToo much materialismToo few social goodsCultural pollutionExcessive political
power
Organisational Integration
Marketing involves the whole organisationStructuresCulture
Interaction between marketingand corporate strategy
Corporate versus marketing strategy
Corporate strategy:
• Allocation of resources within an organisation to achieve the business direction and scope specified within corporate objectives.
• Helps to control and co-ordinate the different areas of the organisation.
Marketing strategy:
• Defines target markets, direction and requirements in order to create a defensible position compatible with the overall corporate strategy.
11
Competitive Strategies
Differentiation
Cost leadership Cost focus
Competitive strategies
Differentiation focus
Influences on marketing strategy
Marketing plans and programmesMarketing plan:
• Turning strategies into implementable actions.
• A detailed written statement specifying target markets, marketing programmes, responsibilities, time scales and resources to be used within the defined budgets.
Marketing programmes:
• Actions, often tactical, using marketing mix variables to gain advantage within target market.
• Means of implementing the marketing strategy.
• Normally detailed in the marketing plan.
Strategic Direction Identifying an Organisation’s purpose, aims, objectives and goals:
• Where are we going?• “Strategies are means to ends; this……..is
about these ends” adapted from
Thompson, 2001
4 stages:1. Where are we now2. Where are we going /want to be3. How do we get there4. How do we ensure arrival
The Traditional Strategic Management Process
Strategic Analysis
Strategy Creation & Choice
Strategy Implementation
Evaluation
2
Re-definition
The Marketing Planning ProcessBusiness mission
Marketing audit
SWOT analysis
Marketing objectives
Core strategy
Marketing mix decisions
Organization and implementation
Control
Marketing planning at the business level
Marketing planning at the product level