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© September 2014. Strategic Planning The process of developing and maintaining a strategic fit betweenthe organization’s goals and capabilities and its.

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Presentation on theme: "© September 2014. Strategic Planning The process of developing and maintaining a strategic fit betweenthe organization’s goals and capabilities and its."— Presentation transcript:

1 © September 2014

2 Strategic Planning The process of developing and maintaining a strategic fit betweenthe organization’s goals and capabilities and its changing marketing opportunities. (Kotler & Armstrong)

3 Defining the company mission Setting company objectives & goals Designing the business portofolio Planning marketing & other functional strategies Corporate Level Business Unit, product, & market level

4 MISSION STATEMENT A statement of organization’s purpose – what it wants to accomplish in the larger environment Market Oriented

5 We sell athletic shoes & apparel We bring inspiratio and innovation to every athlete* in the world (*if you have a body, you are an athlete)

6 We make cosmetics We sell lifestyle and self-expression, success and status, memories, hopes, and dreams.

7 Goal A general statement of achievement Objective A specific step or action you take to reach your goal

8 Business objectives Build profitable customer relationships Invest in research Improve profits Marketing objectives Increase market share Create local partnerships Increase promotion Setting Company Objectives

9 BUSINESS PORTOFOLIO The collection of business and products that make up the company

10 Portfolio analysis is a major activity in strategic planning whereby management evaluates the products and businesses that make up the company

11 Strategic business unit (SBU) is a unit of the company that has a separate mission and objectives that can be planned separately from other company businesses Company division Product line within a division Single product or brand

12 Identify key businesses (strategic business units, or SBUs) that make up the company Assess the attractiveness of its various SBUs Decide how much support each SBU deserves

13 BCG Growth Share Matrix The BCG growth-share matrix classifies SBUs into one of four categories using: Market growth rate The SBU’s relative market share within the market.

14 BCG Growth Share Matrix

15 Determine the future role of each SBU and choose the appropriate resource allocation strategy: Build Hold Harvest Divest

16 Product/market expansion grid is a tool for identifying company growth opportunities through market penetration, market development, product development, or diversification Strategies for Growth

17 Product/market expansion grid

18 Downsizing is the reduction of the business portfolio by eliminating products or business units that are not profitable or that no longer fit the company’s overall strategy

19 Value chain is a series of departments that carry out value-creating activities to design, produce, market, deliver, and support a firm’s products

20 Value Chain Diagram

21 Value delivery network is made up of the company, suppliers, distributors, and, ultimately, customers who partner with each other to improve performance of the entire system

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24 Marketing Strategy is the marketing logic by which the company hopes to create customer value and achieve profitable customer

25 Market segmentation is the division of a market into distinct groups of buyers who have distinct needs, characteristics, or behavior, and who might require separate products or marketing mixes Market segment is a group of consumers who respond in a similar way to a given set of marketing efforts

26 Market segmentation

27 Market targeting is the process of evaluating each market segment’s attractiveness and selecting one or more segments to enter

28 Market positioning is the arranging for a product to occupy a clear, distinctive, and desirable place relative to competing products in the minds of the target consumer Differentiation is actually differentiating the market offering to create superior customer value

29 Marketing mix is the set of controllable tactical marketing tools—product, price, place, and promotion—that the firm blends to produce the response it wants in the target market

30 Marketing Implementation Turning marketing strategies and plans into marketing actions to accomplish strategic marketing objectives

31 Marketing Control Measuring and evaluating the results of marketing strategies and plans and taking corrective action to ensure that the objectives are achieved.

32 Return on marketing investment (marketing ROI) is the net return from a marketing investment divided by the costs of the marketing investment. Marketing ROI provides a measurement of the profits generated by investments in marketing activities.

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