1. Lesson 4
Strategic Marketing

2. Aim Understand the tools used to develop
a strategic marketing strategy

3. LO 2.1 assess the value of models used in strategic marketing planning
General areas
Models: organisation, industry and market environment situation analysis; Porter’s Five Forces model; structure, conduct and performance; SWOT (strengths, weaknesses, opportunities, threats) analysis, STEEPLE (social, ethnological, economical, environmental, political, legal, ethical) analysis, PEST (political, economic, social, technological) analysis, marketing audit; portfolio analysais techniques eg BCG matrix, Product Life Cycle model, Ansoff matrix

4. Components of the General Environment
Economic
Demographic
Sociocultural
Competitive
Environment
Industry Environment
Political/Legal
Global
Technological 10

5. SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats

6. The purpose of SWOT Analysis
It is an easy-to-use tool for developing an overview of a company’s strategic situation
It forms a basis for matching your company’s strategy to its situation

7. SWOT is the starting point
It provides an overview of the strategic situation.
It provides the “raw material” to do more extensive internal and external analysis.

8. Opportunities
An OPPORTUNITY is a chance for firm growth or progress due to a favorable juncture of circumstances in the business environment.
Possible Opportunities:
Emerging customer needs
Quality Improvements
Expanding global markets
Vertical Integration

9. Threats
A THREAT is a factor in your company’s external environment that poses a danger to its well-being.
Possible Threats:
New entry by competitors
Changing demographics/shifting demand
Emergence of cheaper technologies
Regulatory requirements

10. Opportunities and Threats form a basis for EXTERNAL analysis
By examining opportunities, you can discover untapped markets, and new products or technologies, or identify potential avenues for diversification.
By examining threats, you can identify unfavorable market shifts or changes in technology, and create a defensive posture aimed at preserving your competitive position.

11. The purpose of Five-Forces Analysis
The five forces are environmental forces that impact on a company’s ability to compete in a given market.
The purpose of five-forces analysis is to diagnose the principal competitive pressures in a market and assess how strong and important each one is.

12. Porter’s Five Forces Model of Competition
Threat of New Entrants 11

13. Threat of New Entrants Economies of Scale Product Differentiation
Government Policy
Economies of Scale
Product Differentiation
Capital Requirements
Switching Costs
Access to Distribution Channels
Cost Disadvantages Independent of Scale
Barriers to Entry
Expected Retaliation 12

14. Bargaining Power of Suppliers
Porter’s Five Forces
Model of Competition
Threat of New Entrants
Threat of New Entrants
Bargaining Power of Suppliers 14

15. Bargaining Power of Suppliers
Suppliers are likely to be powerful if:
Suppliers exert power in the industry by:
* Threatening to raise
prices or to reduce quality
Powerful suppliers can squeeze industry profitability if firms are unable to recover cost increases
Supplier industry is dominated by a few firms
Suppliers’ products have few substitutes
Buyer is not an important customer to supplier
Suppliers’ product is an important input to buyers’ product
Suppliers’ products are differentiated
Suppliers’ products have high switching costs
Supplier poses credible threat of forward integration 15

16. Bargaining Power of Buyers
Porter’s Five Forces
Model of Competition
Threat of New Entrants
Threat of New Entrants
Bargaining Power of Buyers
Bargaining Power of Suppliers 17

17. Bargaining Power of Buyers
Buyer groups are likely to be powerful if:
Buyers are concentrated or purchases are large relative to seller’s sales
Purchase accounts for a significant fraction of supplier’s sales
Products are undifferentiated
Buyers face few switching costs
Buyers’ industry earns low profits
Buyer presents a credible threat of backward integration
Product unimportant to quality
Buyer has full information
Buyers compete with the supplying industry by:
* Bargaining down prices
* Forcing higher quality
* Playing firms off of
each other 18

18. Bargaining Power of Suppliers Bargaining Power of Buyers
Porter’s Five Forces
Model of Competition
Threat of New Entrants
Threat of New Entrants
Bargaining Power of Suppliers
Bargaining Power of Buyers
Threat of Substitute Products 20

19. Threat of Substitute Products
Keys to evaluate substitute products:
Products with similar function limit the prices firms can charge
Products with improving price/performance tradeoffs relative to present industry products
Example:
Electronic security systems in place of security guards
Fax machines in place of overnight mail delivery 21

20. Bargaining Power of Suppliers
Porter’s Five Forces
Model of Competition
Threat of New Entrants
Threat of New Entrants
Bargaining Power of Suppliers
Rivalry Among Competing Firms in Industry
Bargaining Power of Buyers
Threat of Substitute Products 23

21. Rivalry Among Existing Competitors
Intense rivalry often plays out in the following ways:
Jockeying for strategic position
Using price competition
Staging advertising battles
Making new product introductions
Increasing consumer warranties or service
Occurs when a firm is pressured or sees an opportunity
Price competition often leaves the entire industry worse off
Advertising battles may increase total industry demand, but may be costly to smaller competitors 25

22. Rivalry Among Existing Competitors
Cutthroat competition is more likely to occur when:
Numerous or equally balanced competitors
Slow growth industry
High fixed costs
Lack of differentiation or switching costs
High storage costs
Capacity added in large increments
High strategic stakes
High exit barriers
Diverse competitors 26

23. The Five Forces are Unique to Your Industry
Five-Forces Analysis is a framework for analyzing a particular industry.
Yet, the five forces affect all the other businesses in that industry.

24. Competitor Analysis
The follow-up to Industry Analysis is effective analysis of a firm’s Competitors
Competitive
Environment
Industry Environment 33

25. Competitor Analysis Response Assumptions
What assumptions do our competitors hold about the future of industry and themselves?
Response
What will our competitors do in the future?
Current Strategy
Does our current strategy support changes in the competitive environment?
Where do we have a competitive advantage?
Future Objectives
How do our goals compare to our competitors’ goals?
How will this change our relationship with our competition?
Capabilities
How do our capabilities compare to our competitors? 38

26. Competitor Analysis Future Objectives
What Drives the competitor?
How do our goals compare to our competitors’ goals?
Where will emphasis be placed in the future?
What is the attitude toward risk? 34

27. Competitor Analysis Future Objectives Current Strategy
What is the competitor doing?
How do our goals compare to our competitors’ goals?
What can the competitor do?
Current Strategy
Where will emphasis be placed in the future?
How are we currently competing?
What is the attitude toward risk?
Does this strategy support changes in the competitive structure? 35

28. Competitor Analysis Future Objectives Current Strategy Assumptions
How do our goals compare to our competitors’ goals?
Where will emphasis be placed in the future?
What is the attitude toward risk?
What does the competitor believe about itself and the industry?
Current Strategy
How are we currently competing?
Does this strategy support changes in the competition structure?
Assumptions
Do we assume the future will be volatile?
What assumptions do our competitors hold about the industry and themselves?
Are we assuming stable competitive conditions? 36

29. Competitor Analysis Future Objectives Current Strategy Assumptions
How do our goals compare to our competitors’ goals?
Where will emphasis be placed in the future?
What is the attitude toward risk?
What are the competitor’s capabilities?
Current Strategy
How are we currently competing?
Does this strategy support changes in the competition structure?
Do we assume the future will be volatile?
Are we operating under a status quo?
What assumptions do our competitors hold about the industry and themselves?
Assumptions
Capabilities
What are my competitors’ strengths and weaknesses?
How do our capabilities compare to our competitors? 37

30. Competitor Analysis Future Objectives Response Current Strategy
How do our goals compare to our competitors’ goals?
Where will emphasis be placed in the future?
What is the attitude toward risk?
Response
What will our competitors do in the future?
Current Strategy
How are we currently competing?
Does this strategy support changes in the competition structure?
Where do we have a competitive advantage?
Do we assume the future will be volatile?
Are we operating under a status quo?
What assumptions do our competitors hold about the industry and themselves?
Assumptions
How will this change our relationship with our competition?
Capabilities
What are my competitors’ strengths and weaknesses?
How do our capabilities compare to our competitors? 38

31. The Structure – conduct- performance Paradigm

32. Basic Conditions: factors which shape the market of the industry, e. g
Basic Conditions: factors which shape the market of the industry, e.g. demand, supply, political factors
Structure: attributes which give definition to the supply-side of the market, e.g. economies of scale, barriers to entry, industry concentration, product differentiation, vertical integration.
Conduct: the behavior of firms in the market, e.g. pricing behavior advertising, innovation.
Performance: a judgment about the results of market behaviour, e.g. efficiency, profitability, fairness/income distribution, economic growth.
How can the government improve the performance in an industry?

33. Life-Cycle Strategies

34. Learning Goals Know the stages of the product life cycle
Realize how marketing strategies change during the product’s life cycle

35. Product Life-Cycle Strategies
The Product Life Cycle (PLC) has Five Stages
Product Development, Introduction, Growth, Maturity, Decline
Not all products follow this cycle:
Fads
Styles
Fashions
Goal 1: Know the stages of the product life cycle process

36. Product Life-Cycle Strategies
The product life cycle concept can be applied to a:
Product class (soft drinks)
Product form (diet colas)
Brand (Diet Dr. Pepper)
Using the PLC to forecast brand performance or to develop marketing strategies is problematic
Goal 1: Know the stages of the product life cycle process

37. Product Life-Cycle Strategies
PLC Stages
Begins when the company develops a new-product idea
Sales are zero
Investment costs are high
Profits are negative
Product development
Introduction
Growth
Maturity
Decline
Goal 2: Realize how marketing strategies change during the product life cycle

38. Product Life-Cycle Strategies
PLC Stages
Low sales
High cost per customer acquired
Negative profits
Innovators are targeted
Little competition
Product development
Introduction
Growth
Maturity
Decline
Goal 2: Realize how marketing strategies change during the product life cycle

39. Marketing Strategies: Introduction Stage
Product – Offer a basic product
Price – Use cost-plus basis to set
Distribution – Build selective distribution
Advertising – Build awareness among early adopters and dealers/resellers
Sales Promotion – Heavy expenditures to create trial
Goal 2: Realize how marketing strategies change during the product life cycle

40. Product Life-Cycle Strategies
PLC Stages
Rapidly rising sales
Average cost per customer
Rising profits
Early adopters are targeted
Growing competition
Product development
Introduction
Growth
Maturity
Decline
Goal 2: Realize how marketing strategies change during the product life cycle

41. Marketing Strategies: Growth Stage
Product – Offer product extensions, service, warranty
Price – Penetration pricing
Distribution – Build intensive distribution
Advertising – Build awareness and interest in the mass market
Sales Promotion – Reduce expenditures to take advantage of consumer demand
Goal 2: Realize how marketing strategies change during the product life cycle

42. Product Life-Cycle Strategies
PLC Stages
Sales peak
Low cost per customer
High profits
Middle majority are targeted
Competition begins to decline
Product development
Introduction
Growth
Maturity
Decline
Goal 2: Realize how marketing strategies change during the product life cycle

43. Marketing Strategies: Maturity Stage
Product – Diversify brand and models
Price – Set to match or beat competition
Distribution – Build more intensive distribution
Advertising – Stress brand differences and benefits
Sales Promotion – Increase to encourage brand switching
Goal 2: Realize how marketing strategies change during the product life cycle

44. Product Life-Cycle Strategies
PLC Stages
Declining sales
Low cost per customer
Declining profits
Laggards are targeted
Declining competition
Product development
Introduction
Growth
Maturity
Decline
Goal 2: Realize how marketing strategies change during the product life cycle

45. Marketing Strategies: Decline Stage
Product – Phase out weak items
Price – Cut price
Distribution – Use selective distribution: phase out unprofitable outlets
Advertising – Reduce to level needed to retain hard-core loyalists
Sales Promotion – Reduce to minimal level
Goal 2: Realize how marketing strategies change during the product life cycle

46. (when product is very competitive) (assuming new activities)
Ansoff-Matrix or
Product-Market Expansion Grid
Dimensions
Existing Products
New Products
Existing
Markets
1. Do nothing
2. Withdraw
3. Consolidate
4. Penetrate
Product Development
(risky + expensive)
New
Market Development
(when product is very competitive)
Diversification
(assuming new activities)

47. Ansoff-Matrix Improving the performance of existing businesses
“Do Nothing” if the environment is static (short-run only)
“Withdraw” when there is an irreversible decline in demand or opportunity costs of staying in a market are too high
“Consolidation” means concentration of resources and focusing on existing competitive advantages
“Penetration” means gaining market share

48. SWOT Analysis
SWOT is a universal analytical tool developed by the military:
Matching corporate skills and resources with forecasted market opportunities
Strengths: Internal Positives (available skills & competencies)
Weaknesses: Internal Negatives (poor use or lack of skills)
Opportunities: External Positives (evaluating areas where advantages may be gained, ex: add a new product, target new segments)
Threats: External Negatives (evaluating forces that may prevent the company from accomplishing its objectives, ex: competition, regulation, customer preferences)