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©2000 Prentice Hall Introduced by: ä Mr. ABDUALRAHMAN ALFAISALY ä Mrs. REEM ABDUALRAHMAN ALALIANI ä In Collaboration with: ä Dr, Ayman Abdel Motti Suliman
©2000 Prentice Hall Objectives ä Corporate and division strategic planing ä Business unit planning ä The marketing process ä Product level planning ä The marketing plan
©2000 Prentice Hall Market-Oriented Strategic Planning Objectives Skills Resources Opportunities
©2000 Prentice Hall Market-Oriented Strategic Planning Objectives Skills Resources Opportunities Profit and Growth
©2000 Prentice Hall Corporate Headquarters Planning ä Define the corporate mission ä Establish strategic business units (SBUs) ä Assign resources to SBUs ä Plan new business, downsize older businesses
©2000 Prentice Hall 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
©2000 Prentice Hall Good Mission Statements: Limited number of goals Stress major policies & values Define competitive scopes
©2000 Prentice Hall The Boston Consulting Groups Growth-Share Matrix 20%-18%-16%-14%-12%-10%- 8%- 8%- 6%- 6%- 4%- 4%- 2%- 2%- 0 Market Growth Rate 3 ? Question marks ? ? ? 2 1 Cash cow 6 Dogs x 4x 2x 1.5x 1x Relative Market Share.5x.4x.3x.2x.1x Stars 5 4
©2000 Prentice Hall Market Attractiveness: Competitive- Position Portfolio Classification MARKET ATTRACTIVENESS Low Medium High Relief valve Flexible diaphragms Fuel pumps Aerospace fittings Clutches Hydraulic pumps Joints StrongMediumWeak BUSINESS STRENGTH Invest/growSelectivity/earningsHarvest/divest
©2000 Prentice Hall 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
©2000 Prentice Hall Three Intensive Growth Strategies: Ansoffs Product/Market Expansion Grid 4. Diversification 2. Market development New markets 1. Market penetration Existing markets Existing products 3. Product development New products
©2000 Prentice Hall 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
©2000 Prentice Hall 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 High Low HighLow Seriousness Probability of Occurrence Threats
©2000 Prentice Hall The McKinsey 7-S Framework Skills Shared values Shared values Staff Style Strategy Structure Systems
©2000 Prentice Hall 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
©2000 Prentice Hall The Marketing Plan Executive Summary & Table of Contents Current Marketing Situation Opportunity & Issue Analysis Objectives Marketing Strategy Action Programs Projected Profit-and-loss Controls
©2000 Prentice Hall Competitors Marketing intermediaries Publics Suppliers Factors Influencing Company Marketing Strategy Marketing information system Marketing planning system Marketing organization system Marketing organization and implementation Product Promotion PlacePrice Target customersDemographic/economicenvironmentSocial/culturalenvironmentTechnical/physicalenvironmentPolitical/legalenvironment
©2000 Prentice Hall Review ä Corporate and division strategic planing ä Business unit planning ä The marketing process ä Product level planning ä The marketing plan
Developing Marketing Strategies and Plan Vishnu Parmar, IBA University of Sindh, Jamshoro.
1 Chapter 2 Strategic Planning and the Marketing Process.
Copyright © 2003 Prentice-Hall, Inc. 1-1 Chapter 1 Marketing: Managing Profitable Customer Relationships PowerPoint by Kotler & Armstrong (and modified.
4-1 Chapter 4 Winning Markets Through Market-Oriented Strategic Planning by.
Chapter 2- slide 1 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Chapter Two Company and Marketing Strategy Partnering to Build.
Copyright © 2003 Prentice-Hall, Inc. 1-1 MANAJEMEN PEMASARAN Asmai Ishak Program Magister Manajemen Universitas Islam Indonesia.
Chapter 2 Company & Marketing Strategy Partnering to Build Customer Relationships Professor Marshall Queens College.
Winning Markets Through Market-Oriented Strategic Planning by Philip Kotler RCBC Campus July 19, 2006 Prof. Mundy Gonzalez De La Salle University Professional.
1 ICS 462 Information Systems Strategy & Implementation 2.1 Analytical Tools in Strategic Management: Strategic Analysis.
Benefits of a Business Development Strategy Provides direction & vision Contributes to informed decision making Increases competitiveness Builds on strengths.
The Manager as a Planner and Strategist McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
PPT th Edition. PPT 5-2 Chapter 5 Retail Marketing Strategy McGraw-Hill/Irwin Levy/Weitz: Retailing Management, 5/e Copyright © 2004 by The McGraw-Hill.
© 2001 Prentice Hall Ch. 1-1 Strategic Management Concepts & Cases Strategic Management Concepts & Cases 8 th edition Fred R. David Chapter 1: The Nature.
Business Unit Strategy Formulation of Business Unit Strategy in a turbulent environment March 2003 Examples and approach 108 rue Damrémont Paris.
Building and Executing the Strategic Business Plan Michael Langemeier MAST On-Campus Session February 10, 2009.
Strategic Management: an overview Session 1 Civil Service College Dhaka Presentation by Dr. Muhammad G. Sarwar
Dr. Chen, Electronic Commerce Pearson/Prentice Hall & Dr. Chen, Electronic Commerce Chapter 14 E-Commerce Strategy and Global EC.
MGMT14 marketing U U … mnm institute … makes sense.
Developing a Marketing Strategy & the Benefits Market Segmentation Target Marketing Positioning Tailored and effective marketing activities Identify a.
McGraw-Hill/Irwin Retailing Management, 7/e © 2008 by The McGraw-Hill Companies, All rights reserved. Chapter 5 Retail Marketing Strategy.
Process of Planning Analyse industry Sources of competitive advantage Analyse competitors Select strategy Implementation plan include marketing.
MARKETING STRATEGY-AN OVERVIEW 1 MARKETING STRATEGY AN OVERVIEW.
STRATEGIC PLAN JULY 1999 XYZ Electronics to
FM : Anis Gunawan,MM Portfolio models.
International Marketing Dr. Matti J. Haverila. ©Matti Haverila, Infacs Oy Phrases There will be two kinds of CEOs in the next five years; Those who think.
The Commercialization of Technology Dr. Michael Stankosky.
HVAC Contractor Strategic Business Planning Strategic Planning Process Goal Setting Sales Plan Service/Projects Construction Fabrication Operations Engineering.
STRATEGY GENERIC STRATEGIES FOUR PS MAPS & MATRIXES SWOT, OPPORTUNITY & THREAT, BOSTON GROWTH SHARE, PRODUCT LIFE CYCLE, COMPETITOR MAP, PERCEPTUAL MAP.
Chapter 14 E-Commerce Strategy and Global EC. Electronic CommercePrentice Hall © Learning Objectives 1.Describe the strategic planning process.
Part Three Business Marketing Programming. 8-2 Part Three Business Marketing Programming Part 3 covers the key areas of business marketing programming.
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