Presentation on theme: "Chapter 2 STRATEGIC PLANNING AND THE MARKETING PROCESS"— Presentation transcript:
1 Chapter 2 STRATEGIC PLANNING AND THE MARKETING PROCESS Marketing ManagementChapter 2STRATEGIC PLANNING ANDTHE MARKETING PROCESS
2 Strategic PlanningThe process of developing and maintaining a strategic fit between the organization’s goals and capabilities and its changing marketing opportunities.
3 Steps in strategic planning Definingthe company missionSetting company objectivesand goalsDesigning the business portfolioCorporate levelPlanning, marketing, and other functional strategiesBusiness unit, product, and market level
4 Mission StatementA statement of the organization’s purpose – what it wants to accomplish in the larger environment.
5 SETTING COMPANY OBJECTIVES AND GOALS The company’s mission needs to be turned into detailed supporting objectives for each level of management. Each manager should have objectives and be responsible for reaching them.
6 DESIGNING THE BUSINESS PORTFOLIO Guided by the company’s mission statement and objectives, management now must plan its business portfolio – the collection of businesses and products that comprise the company. The best business portfolio is the one that best fits the company’s strengths and weaknesses to opportunities in the environment. The company must (1) analyse its current business portfolio and decide which businesses should receive more, less, or no investment, and (2) develop growth strategies for adding new products or businesses to the portfolio.
7 ANALYSING THE CURRENT BUSINESS PORTFOLIO The major activity in strategic planning is business portfolio analysis, whereby management evaluates the businesses that make up the company. The company will want to put strong resources into its more profitable businesses and phase down or drop its weaker ones.A tool by which management identifies and evaluates the various businesses that make up the companyPortfolio analysisA unit of the company that has a separate mission and objectives and that can be planned independently from other company businesses. An SBU can be company division, a product line within a division, or sometimes a single product or brand.Strategic business unit (SBU)
8 The Boston Consulting Group Approach A portfolio-planning method that evaluates a company’s strategic business units (SBUs) in terms of their market growth rate and relative market share. SBUs are classified as stars, cash cows, question marks, or dogs.Growth – Share MatrixUsing the Boston Consulting Group (BCG) approach, company classifies all its SBUs according to the growth share matrix. On the vertical axis, market growth rate provides a measure of market attractiveness. On the horizontal axis relative market share serves as a measure of company strength in the market. By dividing the growth – share matrix as indicated, four types of SBUs can be distinguished:The Boston Consulting Group Approach
9 The Boston Counsulting Group Approach) رهيافت گروه مشاورين بوستون Market growth rateزيادHighكمLowستارهStarعلامت سئوالQuestion markCash cowگاوDogسگسهم بازارنسبيRelative market shareStarsHigh-growth, high-share businesses or products that often require heavy investment to finance their rapid growth.Cash cowsLow-growth, high-share businesses or products; established and successful units that generate cash that the company uses to pay its bills and supports other business units that need investment.Question marksLow-share business units in high-growth markets that require a lot of cash in order to hold their share or become stars.DogsLow- growth, low-share businesses and products that may generate enough cash to maintain themselves but do not promise to be large sources of cash.نرخ رشدبازار
10 The General Electric Approach General Electric introduced a comprehensive portfolio planning tool called a strategic business-planning grid. Like the BCG approach, it uses a matrix with two dimensions – one representing industry attractiveness (the vertical axis) and one representing company strength in the industry (the horizontal axis). The best businesses are those located in highly attractive industries where the company has high business strength.
11 DEVELOPING GROWTH STRATEGIES 1. Market penetration3.Product developmentExisting productsNew productsExisting marketsNew markets2. Market development4. DiversificationMarket opportunity identification through the product/ market expansion gridMarket penetrationA strategy for company growth by increasing sales of current products to current market segments without changing the product in any way.Market DevelopmentA strategy for company growth by identifying and developing new market segments for current company products.Product developmentA strategy for company growth by offering modified or new products to current market segments.DiversificationA strategy for company growth by starting up or acquiring businesses outside the company’s current products and markets.
12 Marketing’s Role in Strategic Planning There is much overlap between overall company strategy and marketing strategy. Marketing looks at consumer needs and the company’s ability to satisfy them; these same factors guide the company mission and objectives.Marketing plays a key role in the company’s strategic planning in several ways. First, marketing provides a guiding philosophy – the marketing concept – which suggests company strategy should revolve around serving the needs of important consumer groups. Second, marketing provides inputs to strategic planners by helping to identify attractive market opportunities and by assessing the firm’s potential to take advantage of them. Finally, within individual business units, marketing designs strategies for reaching the unit’s objectives.
13 Marketing and the Other Business Functions Marketers play an important role in delivering customer value and satisfaction. However, marketing cannot do this alone. Because consumer value and satisfaction are affected by the performance of other functions, all departments must work together to deliver superior value and satisfaction. Marketing plays an integral role to help ensure that all departments work together toward this goal.
14 THE MARKETING PROCESS The process of: Analysing marketing opportunitiesSelecting target marketsDeveloping the marketing mixManaging the marketing effort
15 Market SegmentationDividing a market into distinct groups of buyers with different needs, characteristics, or behavior who might require separate products or marketing mixes.
16 Market TargetingThe process of evaluating each market segment’s attractiveness and selecting one or more segments to enter.
17 Market PositioningArranging for a product to occupy a clear, distinctive, and desirable place relative to competing products in the mine of target consumers.
18 Market SegmentA group of consumers who respond in a similar way to a given set of marketing stimuli.
19 MANAGING THE MARKETING EFFORT Marketing AnalysisMarketing PlanningMarketing ImplementationMarketing Control
20 MARKETING ANALYSISManaging the marketing function begins with a complete analysis of the company’s situation. The company must analyse its markets and marketing environment to identify attractive opportunities and avoid environmental threats. It must analyse company strengths and weaknesses, as well as current and possible marketing actions, to determine which opportunities it can best pursue.
21 MARKETING PLANNINGThrough strategic planning, the company decides what it wants to do with each business unit. Marketing planning involves deciding on marketing strategies that will help the company attain its overall strategic objectives. A detailed marketing plan is needed for each business, product, or brand.
22 MARKETING IMPLEMENTATION Planning good strategies is only a start toward successful marketing. A brilliant marketing strategy counts for little if the company fails to implement it properly. Marketing implementation is the process that turns marketing strategies and plans into marketing actions to accomplish strategic marketing objectives.
23 What should we do about it? MARKETING CONTROLThe process of measuring and evaluating he results of marketing strategies and plans, and taking corrective action to ensure that marketing objectives are attainedWhat do wewant to achieve?Set goalsWhat is happening?Measure performanceWhy is it happening?Evaluate performanceWhat should we do about it?Take corrective actionThe control process