Presentation on theme: "Developing and Implementing Marketing Strategies & Plans."— Presentation transcript:
Developing and Implementing Marketing Strategies & Plans
How does marketing affect customer value? How is strategic planning carried out at different levels of the organization? What does a marketing plan include? How can management assess marketing performance?
Tim Hortons started out as a single donut shop in 1964 growing to 2,527 (including 184 U.S. stores) in 2006, demonstrating its skill in marketing planning and execution The brand exemplifies the idealized Canadian national character: “That friendly, unpretentious, good neighbour you’d want living down the block from you” (Cathy Whelan Molloy, VP Advertising and Merchandising) Franchisees ensure that all products, services and communications fit the company’s ideals
Tim Hortons started out as a single donut shop in 1964 growing to 2,527 (including 184 U.S. stores) in 2006, demonstrating its skill in marketing planning and execution The brand exemplifies the idealized Canadian a character: “That friendly, unpretentious, good neighbour you’d want living down the block from you” (Cathy Whelan Molloy, VP Advertising and Merchandising). Franchisees ensure that all products, services and communications fit the company’s ideals
“Roll Up the Rim to Win” and Timbits Far ahead of rivals such as Starbucks and Second Cup in “most often” coffee purchases Nonprofit children’s foundation sponsors an estimated 33,000 children in Timbit hockey leagues annually 2004 winner of Canadian Business poll of Canada’s best brands
Organizational costs and performance measures Competitor costs and performance measures
Important difference between core competencies and competitive advantage: –Competitive advantages accrue due to companies that possess distinctive capabilities –Core competencies tend to refer to areas of special technical and production expertise Competitive advantage derives from its “activity systems” Companies with activity systems that are difficult to imitate include WestJet Airlines, Dell, and Magna International
Core Competencies are usually –A source of competitive advantage –Applicable in a wide variety of markets –Difficult to imitate
How can a company identify new value opportunities? How can a company efficiently create more promising new value offerings? How can a company use its capabilities and infrastructure to deliver the new value offerings more efficiently?
Defining the corporate mission Establishing SBUs Assigning resources to SBUs Assessing growth opportunities
Focus on a limited number of goals Stress major policies and values Define major competitive spheres
Industry Products Market segment Geographical Competence Vertical
“Mountain Equipment Co-op provides quality products and services for self-propelled wilderness-oriented recreation, such as hiking and mountaineering, at the lowest reasonable price in an informative, respectful manner. “We are a member-owned co-operative striving for social and environmental leadership.”
Idea about eBay: little information required “We help people trade anything on earth. We will continue to enhance the online trading experiences of all–collectors, dealers, small businesses, unique item seekers, bargain hunters, opportunity sellers, and browsers.”
Customer groups Technology Customer needs
It is a single business or collection of related businesses It has its own set of competitors It has a leader responsible for –Strategic planning –Profitability –Efficiency
Toolkit Productions Inc. originated in Toronto (2001) Offered a new kind of theatre in a saturated marketplace Gap identified was the year demographic Flashy productions in bars and nightclubs Since expanded into corporate publicity and film production
Can the benefits involved in the opportunity be articulated to a defined target market? Can the target market be located and reached with cost-effective media and trade channels? Does the company have access to the critical capabilities and resources needed to deliver the customer benefits? –Includes the assessment of interdepartmental working relationships –Honeywell gets all internal departments to conduct a strengths and weaknesses analysis of each other –Each department is seen as both a supplier and customer to one other
Can the company deliver the benefits better than any actual or potential competitors? Will the financial rate of return meet or exceed the company’s required threshold for investment?
To be effective, goals must be –Ordered in terms of priority (hierarchical) –Stated quantitatively –Realistic –Consistent
Overall cost leadership Differentiation Focus
Strategy Structure Systems Style Skills Staff Shared values
External Environmental Internal Environment Need Balance