2. Chapter 2 Planning, Implementing, and Controlling Marketing Strategies

3. 2 | 3Copyright © Houghton Mifflin Company. All rights reserved. Objectives Describe strategic planning process Explain how organizational resources & opportunities affect planning process Understand role of mission statement in strategic planning Examine corporate, business-unit, and marketing strategies Understand process of creating marketing plan Describe marketing implementation process and major approaches to marketing implementation

4. 2 | 4Copyright © Houghton Mifflin Company. All rights reserved. Strategic Planning The process of establishing an organizational mission and formulating goals, corporate strategy, marketing objectives, marketing strategy, and a marketing plan. Strategic Marketing Plan FAQs

5. 2 | 5Copyright © Houghton Mifflin Company. All rights reserved. Components Of Strategic Planning Source: From Marketing Strategy, 2nd Edition. Reprinted with permission of South-Western, a division of Thomson Learning: www.thomsonrights.com. Fax 800- 730-2215.

6. 2 | 6Copyright © Houghton Mifflin Company. All rights reserved. Marketing Strategy A plan of action for identifying and analyzing a target market and developing a marketing mix to meet the needs of that market. Apple’s iPod

7. 2 | 7Copyright © Houghton Mifflin Company. All rights reserved. Effective Marketing Strategy Reflects overall direction of organization Coordinated with firm’s functional areas Contributes to achievement of: Marketing objectives Organizational goals Apple’s Unusual Marketing Strategy

8. 2 | 8Copyright © Houghton Mifflin Company. All rights reserved. Marketing Plan A written document that specifies the activities to be performed to implement and control the organization’s marketing activities.

9. 2 | 9Copyright © Houghton Mifflin Company. All rights reserved. Assessing Organizational Resources and Opportunities Assessing financial and human resources –Capabilities vs. changes –Marketing and financial affect Goodwill, reputation and brand as resources

10. 2 | 10Copyright © Houghton Mifflin Company. All rights reserved. Core Competencies Things a firm does extremely well, which sometimes give it an advantage over its competition. Core competencies

11. 2 | 11Copyright © Houghton Mifflin Company. All rights reserved. Market Opportunity A combination of circumstances and timing that permits an organization to take action to reach a particular target market.

12. 2 | 12Copyright © Houghton Mifflin Company. All rights reserved. Strategic Window Temporary periods of optimal fit between the key requirements of a market and the particular capabilities of a firm competing in the market.

13. 2 | 13Copyright © Houghton Mifflin Company. All rights reserved. Competitive Advantage The result of a company’s matching a core competency to opportunities it has discovered in the marketplace. Dell vs. Apple

14. 2 | 14Copyright © Houghton Mifflin Company. All rights reserved. SWOT Analysis Strengths Weaknesses Opportunities Threats

15. 2 | 15Copyright © Houghton Mifflin Company. All rights reserved. Customer Satisfaction Strengths Advantages Weaknesses Disadvantages Opportunities Threats

16. 2 | 16Copyright © Houghton Mifflin Company. All rights reserved. Four-Cell SWOT Matrix Source: Adapted from Nigel F. Piercy, Market-Led Strategic Change. Copyright © 1992 Butterworth-Heinemann Ltd., p. 371. Reprinted with permission.

17. 2 | 17Copyright © Houghton Mifflin Company. All rights reserved. Establishing an Organizational Mission and Goals Mission Statement –A long-term view, or vision, of what the organization wants to become.

18. 2 | 18Copyright © Houghton Mifflin Company. All rights reserved. Mission Statement Answers:  Who are our customers?  What is our core competency?

19. 2 | 19Copyright © Houghton Mifflin Company. All rights reserved. Corporate Identity  Unique Symbols  Personalities  Philosophies

20. 2 | 20Copyright © Houghton Mifflin Company. All rights reserved. Marketing Objective A statement of what is to be accomplished through marketing activities.

21. 2 | 21Copyright © Houghton Mifflin Company. All rights reserved. Marketing Objectives Terms  Product Introduction Improvement Innovation  Sales Volume  Profitability  Market Share  Pricing  Distribution  Advertising  Employee Training

22. 2 | 22Copyright © Houghton Mifflin Company. All rights reserved. Marketing Objective Characteristics  Clear, simple terms  Measurable  Specify time frame  Consistent with unit and corporate strategy

23. 2 | 23Copyright © Houghton Mifflin Company. All rights reserved. Developing Corporate, Business- Unit, and Marketing Strategies

24. 2 | 24Copyright © Houghton Mifflin Company. All rights reserved. Corporate Strategy A strategy that determines the means for utilizing resources in the various functional areas to reach the organization’s goals.

25. 2 | 25Copyright © Houghton Mifflin Company. All rights reserved. Microsoft Announces Shift In Corporate Strategy “Trustworthy Computing” Emphasize security and privacy over new capabilities Highest priority is to ensure that computer users continue to venture across an increasingly Internet-connected world “Microsoft announces corporate strategy toward security and privacy”“Microsoft announces corporate strategy toward security and privacy” Information Security News, “Microsoft announces corporate strategy toward security and privacy”, Jan. 2002, http://seclists.org/lists/isn/2002/Jan/0092.htmlhttp://seclists.org/lists/isn/2002/Jan/0092.html

26. 2 | 26Copyright © Houghton Mifflin Company. All rights reserved. Business-Unit Strategy Strategic Business Unit (SBU) –A division, product line, or other profit center within the parent company. Example of SBU organization

27. 2 | 27Copyright © Houghton Mifflin Company. All rights reserved. Market A group of individuals and/or organizations that have needs for products in a product class and have the ability, willingness, and authority to purchase those products.

28. 2 | 28Copyright © Houghton Mifflin Company. All rights reserved. Market Share The percentage of a market that actually buys a specific product from a particular company.

29. 2 | 29Copyright © Houghton Mifflin Company. All rights reserved. Growth Share Matrix

30. 2 | 30Copyright © Houghton Mifflin Company. All rights reserved. Marketing Strategy Components of marketing strategy –Selecting target markets –Creation of marketing mix.

31. 2 | 31Copyright © Houghton Mifflin Company. All rights reserved. Sustainable Competitive Advantage An advantage that the competition cannot copy.

32. 2 | 32Copyright © Houghton Mifflin Company. All rights reserved. Marketing Planning The process of assessing marketing opportunities and resources, determining marketing objectives, defining marketing strategies, and establishing guidelines for implementation and control of the marketing program.

33. 2 | 33Copyright © Houghton Mifflin Company. All rights reserved. Marketing Implementation The process of putting marketing strategies into action.

34. 2 | 34Copyright © Houghton Mifflin Company. All rights reserved. Intended Strategy The strategy the organization decided on during the planning phase

35. 2 | 35Copyright © Houghton Mifflin Company. All rights reserved. Realized Strategy The strategy that actually takes place

36. 2 | 36Copyright © Houghton Mifflin Company. All rights reserved. Components Of The Marketing Plan

37. 2 | 37Copyright © Houghton Mifflin Company. All rights reserved. Approaches To Marketing Implementation Customers –External –Internal Internal Marketing Total Quality Management –Benchmarking –Empowerment

38. 2 | 38Copyright © Houghton Mifflin Company. All rights reserved. External Customers Individuals who patronize a business.

39. 2 | 39Copyright © Houghton Mifflin Company. All rights reserved. Internal Marketing A management philosophy that coordinates internal exchanges between the organization and its employees to achieve successful external exchanges between the organization and its customers.

40. 2 | 40Copyright © Houghton Mifflin Company. All rights reserved. Total Quality Management A philosophy that uniform commitment to quality in all areas of the organization will promote a culture that meets customers’ perceptions of quality.

41. 2 | 41Copyright © Houghton Mifflin Company. All rights reserved. Benchmarking Comparing the quality of the firm’s goods, services, or processes with that of its best- performing competitors.

42. 2 | 42Copyright © Houghton Mifflin Company. All rights reserved. Empowerment Giving customer-contact employees authority and responsibility to make marketing decisions without seeking approval of their supervisors.

43. 2 | 43Copyright © Houghton Mifflin Company. All rights reserved. Organizing Marketing Activities Organization –Centralized –Decentralized Structure –Function –Product –Region –Type of customer

44. 2 | 44Copyright © Houghton Mifflin Company. All rights reserved. Controlling Marketing Activities Marketing Control Process –Establishing performance standards, evaluating actual performance by comparing it with established standards, and reducing the difference between desired and actual performance.

45. 2 | 45Copyright © Houghton Mifflin Company. All rights reserved. The Marketing Control Process