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© 2005 John Wiley & Sons PPT 1-1 Strategic Market Management By David A. Aaker Vice-Chairman, Prophet Professor Emeritus, University of California at Berkeley
© 2005 John Wiley & Sons PPT 1-2 Copyright © 2005 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein. Chapter One Introduction and Overview
© 2005 John Wiley & Sons PPT 1-3 “Plans are nothing, planning is everything.” - Dwight D. Eisenhower
© 2005 John Wiley & Sons PPT 1-4 “Even if you are on the right track, you’ll get run over if you just sit there.” - Will Rodgers
© 2005 John Wiley & Sons PPT 1-5 “If you don’t know where you are going, you might end up somewhere else.” - Casey Stengel
© 2005 John Wiley & Sons PPT 1-6 Management Tasks Strategic Analysis Innovation Multiple Business—Strategies and Issues Creating SCAs Developing Growth Platforms
© 2005 John Wiley & Sons PPT 1-7 What is a Business Strategy? The Product-Market Investment Strategy – where to compete The Customer Value Proposition Assets and Competencies Functional Strategies and Programs
© 2005 John Wiley & Sons PPT 1-8 A Business Strategy Where to Compete The product-market investment decision How to Compete ValueAssets &Function area proposition competencies strategies and programs Figure 1.1 A Business Strategy
© 2005 John Wiley & Sons PPT 1-9 The Product-Market Investment Strategy Invest to grow (or enter a product market) Invest only to maintain the existing position Milk the business by minimizing investment Recover as many of the assets as possible by liquidating or divesting the business
© 2005 John Wiley & Sons PPT 1-10 Vertical Integration Product-Market Growth Directions Market Penetration Market Penetration Product Expansion Product Expansion Diversification Source: H. Igor Ansoff, “Strategic Diversification”, Harvard Business Review, September-October 1957, pp Market Expansion Market Expansion Present Markets Present Markets New Products New Products Present Products Present Products New Markets New Markets Figure 2.4
© 2005 John Wiley & Sons PPT 1-11 The Customer Value Proposition Perceived benefit to customer: Functional Emotional Social Self-Expressive
© 2005 John Wiley & Sons PPT 1-12 Customer Value Proposition Examples A good value Excellence on an important product or service attribute The best overall quality Product line breadth Innovative offerings A shared passion for an activity or a product Global connections and prestige
© 2005 John Wiley & Sons PPT 1-13 Assets and Competencies Strategic Competency: –What a business unit does exceptionally well –Has strategic importance to the business –Based on knowledge or a process Strategic Asset: –A resource
© 2005 John Wiley & Sons PPT 1-14 Functional Strategies and Programs Manufacturing strategy Distribution strategy Brand-building strategy Communication strategy Information technology strategy Global strategy Segmentation strategy Quality program Customer relationship program
© 2005 John Wiley & Sons PPT 1-15 Criteria to Select Business Strategies Is the ROI attractive? Is there a SCA? Will the strategy have success in the future? Is the strategy feasible? Does the strategy fit with the other strategies of the firm?
© 2005 John Wiley & Sons PPT 1-16 Overview of Strategic Market Management External Analysis Customer Analysis Competitor Analysis Market/submarket Analysis Environmental Analysis Internal Analysis Performance Analysis Determinants of strategic options Strategic Analysis Outputs Figure 2.1 Strategy Identification, Selection, and Implementation
© 2005 John Wiley & Sons PPT 1-17 Why Strategic Market Management? Precipitate the consideration of strategic choices. Help a business cope with change. Force a long-range view. Make visible the resource allocation decision. Aid strategic analysis and decision making. Provide a strategic management and control system. Provide both horizontal and vertical communication and coordination systems.
© 2005 John Wiley & Sons PPT 1-18 Marketing and Strategy
© 2005 John Wiley & Sons PPT 1-19 Key Learnings Strategy needs to succeed in a dynamic market. A business strategy includes the determination of the product-market scope and its dynamics (as reflected in the intensity of the business investment), the customer value proposition, assets and competencies, and functional strategies and programs. External analysis includes analyses of customers, competitors, markets, and the environment. Internal analysis includes a performance appraisal and an examination of organizational strengths, weaknesses, problems, constraints, and strategic options. The role of these analyses is to identify existing or emerging opportunities, threats, trends, strategic uncertainties, and strategic options. Marketing has a key role in strategy.
© 2005 John Wiley & Sons PPT 1-21 Ancillary Slides
© 2005 John Wiley & Sons PPT 1-22 “It isn’t that they can’t see the solution, it’s that they can’t see the problem.” - G. K. Chesterton
© 2005 John Wiley & Sons PPT 1-23 “Experience, to most men, is like the stern lights of a ship, which illuminate only the track it has passed.” - Samuel Coleridge
© 2005 John Wiley & Sons PPT 1-24 “Strategy is a framework which guides those choices that determine the nature and direction of an organization.” -Benjamin B. Tregoe & John W. Zimmerman “Top Management Strategy”
© 2005 John Wiley & Sons PPT 1-25 “In terms of the three key players (competitors, customers, company) strategy is defined as the way in which a corporation endeavors to differentiate itself positively from its competitors, using its relative corporate strengths to better satisfy customer needs.” -Kenichi Ohmae “The Mind of the Strategist”
© 2005 John Wiley & Sons PPT 1-26 “Business has only two basic functions - marketing and innovation.” - Peter Drucker
PowerPoint Presentation to Accompany Chapter 11 of Management Canadian Edition Schermerhorn Wright Prepared by:Michael K. McCuddy Adapted by: Lynda Anstett.
Organizational Behavior, 8e Schermerhorn, Hunt, and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.
© Wiley Chapter 1 - Introduction to Operations Management Operations Management by R. Dan Reid & Nada R. Sanders 2 nd Edition © Wiley 2005 PowerPoint.
PowerPoint Presentation to Accompany Chapter 1 of Management Canadian Edition Schermerhorn Wright Prepared by:Michael K. McCuddy Adapted by: Lynda Anstett.
2-1 Copyright 2009 McGraw-Hill Australia Pty Ltd PPTs t/a Managerial Problem Solving by Wood Slides prepared by Robert Wood, Julie Cogin and Jens Beckmann.
Learning Objectives 6.1 Explain the importance of mission, vision, and value statement and how they set the foundation for the planning process. 6.2 Describe.
© Wiley 2007 Chapter 7 – Just-in-Time and Lean Systems Operations Management by R. Dan Reid & Nada R. Sanders 3rd Edition © Wiley 2007 PowerPoint Presentation.
Copyright 2007 John Wiley & Sons, Inc. Chapter 81 Introduction to Information Systems, 1 st Edition Authors: Rainer, Turban and Potter Publisher: John.
E-Marketing, 3rd edition Judy Strauss, Adel I. El-Ansary, and Raymond Frost Chapter 2: Strategic E-Marketing © Prentice Hall 2003.
The Manager as a Planner and Strategist McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
5 chapter Based on: Business Essentials, 7 th Edition Ebert/Griffin © 2009 Pearson Education, Inc. Mr. AGUNG PRAPTAPA Teaching Material for MM 2010 BUSINESS.
Purchasing and Supply Chain Management by W.C. Benton Chapter Two Purchasing Decisions And Business Strategy McGraw-Hill/IrwinCopyright © 2010 The McGraw-Hill.
Copyright © 2009 Pearson Education, Inc. Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 1- 1 A Framework for Human Resource Management,
Building and Executing the Strategic Business Plan Michael Langemeier MAST On-Campus Session February 10, 2009.
1 of 17 Information Strategy The Features of an Information Strategy © FAO 2005 IMARK Investing in Information for Development Information Strategy The.
Part One Introduction to Performance Measurement and the Balanced Scorecard Chapter 1 Performance Measurement and the need for a Balanced Scorecard From.
Learning Unit 3. Discuss the steps that may be followed to analyse the industry Identify and discuss the elements of an industry analysis Identify and.
MGMT14 marketing U U … mnm institute … makes sense.
Introduction to Strategic Management HCAD What is Strategy? Strategy is the overall plan for deploying resources to establish a favorable position.
Chapter 2- slide 1 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Chapter Two Company and Marketing Strategy Partnering to Build.
Slide 1 Systems Analysis and Design with UML Version 2.0, Second Edition Alan Dennis, Barbara Wixom, and David Tegarden Chapter 5: Requirements Determination.
©2009 Profiles International, Inc. All rights reserved. Expert Insights Seven Factors for Building Extreme Customer Loyalty.
So You Want to Use the Baldrige Criteria? Prepared for TNCPE Customers by Dan Jordan 2009/2010 Criteria.
Copyright © 2003 Prentice-Hall, Inc. 1-1 MANAJEMEN PEMASARAN Asmai Ishak Program Magister Manajemen Universitas Islam Indonesia.
Chapter 7 Corporate Strategies I Moses Acquaah, Ph.D. 377 Bryan Building Phone: (336)
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