Presentation on theme: "Developing Marketing Strategies and Plan Vishnu Parmar, IBA University of Sindh, Jamshoro."— Presentation transcript:
Developing Marketing Strategies and Plan Vishnu Parmar, IBA University of Sindh, Jamshoro
Marketing & Customer Value The delivery Value Process Tradition Physical Process Sequence Value Creation and Delivery Sequence
Sell the product The Value-Delivery Process Make the product Procure Design product MakePriceSell Advertise/ promote DistributeService Choose the ValueProvide the ValueCommunicate the Value (a) Traditional physical process sequence (b) Value creation & delivery sequence Strategic marketing Tactical marketing
Marketing & Customer Value Value Creation and Delivery Sequence Choose the Product Customer Segmentation Market Selection / Focus Value Positioning Provide the Value Product Development Service Development Pricing Sourcing Making Distributing Service
Marketing & Customer Value Value Creation and Delivery Sequence Communicate the Value Sales force Sales Promotion Advertising Traditional view of business will not work in economies where people face abundant choices
Japanese Concept 1. Zero customer Feedback time 2. Zero Product Improvement Time 3. Zero Purchasing Time 4. Zero Setup Time 5. Zero Defects
The Value Chain Michael Porter of Harvard University proposed the value chain as a tool for identifying ways to create more customer value Every firm is a synthesis of activities performed to design, produce, market, deliver, and support its product. The value chain identifies nine activities consist of five primary activities and four support activities.
Core Competencies A core competency has three characteristics: 1. It is source of competitive advantage in that it makes a significant contribution to perceived customer benefits 2. It has application in a wide variety of markets, and 3. It is difficult for competitors to imitate.
HOLISTIC RELATIONSHIP MARKETING FRAMEWORK MARKET SPACE POTENTIAL OPPORTUNITIES BUSINESS INVESTMENT CUSTOMERS CORPORATIONCOLLABORATORS CUSTOMERFOCUSCORECOMPETENCIES COLLABORATIVENETWORK 2) How can we define relevant market space? 3) What are the potential opportunities emerging from the market space? 4) What business capabilities and infrastructure required? 1) Who is involved?
4 COMPETITIVE PLATFORMS Market Offerings COGNITIVE SPACE CUSTOMER VALUE BUSINESS DOMAIN COMPETENCY SPACE Business Architecture BUSINESS PARTNERS CRMERP RESOURCE SPACE SCM Marketing Activities Operational System ExploringValue CreatingValue DeliveringValue CustomerFocusCoreCompetencies CollaborativeNetwork
Strategic-Planning, Implementation, and Control Process Measuring results Diagnosing results Taking corrective action ImplementationPlanning Corporate planning Division planning Business planning Product planning Organizing Implementing Control
Sales 1050 Time (years Time (years ) The Strategic-Planning Gap Desired sales Desired sales Integrative growth Intensive growth Current portfolio Current portfolio Strategic-planninggap Diversificationgrowth Diversification growth
Three Intensive Growth Strategies: Ansoff’s Product/Market Expansion Grid 4. Diversification 2. Market development New markets 1. Market penetration Existing markets Existing products 3. Product development New products
1 4 2 3 High Low HighLow Attractiveness Success Probability Opportunities Opportunity Matrix 1.Company develops a more powerful lighting system 2.Company develops a device for measuring the energy efficiency of any lighting system 3.Company develops a device for measuring illumination level 4.Company develops a software program to teach lighting fundamentals to TV studio personnel
Threat Matrix 1.Competitor develops a superior lighting system 2.Major prolonged economic depression 3.Higher costs 4.Legislation to reduce number of TV studio licenses 1 4 2 3 High Low HighLow Seriousness Probability of Occurrence Threats
The Marketing Plan Executive Summary & Table of Contents Current Marketing Situation Opportunity & Issue Analysis Objectives Marketing Strategy Action Programs Projected Profit-and-loss Controls