1. Developing Marketing Strategies and Plan
Vishnu Parmar, IBA
University of Sindh, Jamshoro

2. Marketing & Customer Value
The delivery Value Process
Tradition Physical Process Sequence
Value Creation and Delivery Sequence

3. The Value-Delivery Process
(a) Traditional physical process sequence
Make the product
Sell the product
Procure
Design
product
Make
Price
Sell
Advertise/
promote
Distribute
Service
(b) Value creation & delivery sequence
Choose the Value
Provide the Value
Communicate the Value
Strategic marketing
Tactical marketing

4. 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

5. 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

6. Japanese Concept Zero customer Feedback time
Zero Product Improvement Time
Zero Purchasing Time
Zero Setup Time
Zero Defects

7. 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.

9. Core Competencies A core competency has three characteristics:
It is source of competitive advantage in that it makes a significant contribution to perceived customer benefits
It has application in a wide variety of markets, and
It is difficult for competitors to imitate.

10. HOLISTIC RELATIONSHIP MARKETING FRAMEWORK
1) Who is involved?
CORPORATION
COLLABORATORS
CUSTOMERS
MARKET
SPACE
2) How can we define relevant market space?
3) What are the potential opportunities emerging from the market space?
POTENTIAL
OPPORTUNITIES
4) What business capabilities and infrastructure
required?
BUSINESS
INVESTMENT
CUSTOMER
FOCUS
CORE
COMPETENCIES
COLLABORATIVE
NETWORK

11. 4 COMPETITIVE PLATFORMS
Customer
Focus
Core
Competencies
Collaborative
Network
Exploring
Value
COGNITIVE
SPACE
COMPETENCY
SPACE
RESOURCE
SPACE
Market
Offerings
Business
Architecture
Creating
Value
CUSTOMER
VALUE
BUSINESS
DOMAIN
BUSINESS
PARTNERS
Marketing Activities
Operational
System
Delivering
Value
CRM
ERP
SCM

12. Strategic-Planning, Implementation, and Control Process
Corporate
planning
Division
Business
Product
Organizing
Implementing
Measuring
results
Diagnosing
Taking
corrective
action

13. The Strategic-Planning Gap
Sales 10 5
Time (years)
Desired
sales
Strategic-
planning
gap
Diversification growth
Integrative growth
Intensive growth
Current
portfolio

14. Three Intensive Growth Strategies: Ansoff’s Product/Market Expansion Grid
penetration
Existing
markets
products
3. Product
development
New
products
2. Market
development
New
markets
4. Diversification

15. Opportunity Matrix 1 2 3 4 Success Probability Opportunities
High
Low
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 1 2
High
Attractiveness 3 4
Low

16. Probability of Occurrence
Threat Matrix
Threats
Probability of Occurrence
High
Low
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 2
High
Seriousness 3 4
Low

17. The Marketing Plan Executive Summary & Table of Contents
Current Marketing Situation
Opportunity & Issue Analysis
Objectives
Marketing Strategy
Action Programs
Projected Profit-and-loss
Controls

18. The Boston Consulting Group’s Growth-Share Matrix
20%-
18%-
16%-
14%-
12%-
10%-
8%-
6%-
4%-
2%-
Market Growth Rate
Stars 5 4 3 ?
Question marks 2 1
Cash cow 6
Dogs 8 7
10x x 2x 1.5x 1x
Relative Market Share
.5x .4x .3x .2x .1x