Presentation on theme: "Prof. Mundy Gonzalez De La Salle University Professional Schools, Inc"— Presentation transcript:
1 Winning Markets Through Market-Oriented Strategic Planning by Philip Kotler Prof. Mundy GonzalezDe La Salle UniversityProfessional Schools, IncRCBC CampusJuly 19, 2006
2 Philip KotlerS.C. Johnson & Son Distinguished Professor of International Marketing at the Northwestern University Kellogg Graduate School of Management in ChicagoRecipient of the Distinguished Marketing Educator of the Year Award of the American Marketing Association”The world's foremost expert on the strategic practice of marketing” - Mgmt. Centre Europe
3 Kotler on MarketingIt is more important to do what is strategically right than what is immediately profitableProfessional wisdom is contemporary, relevant and practical
4 3 KEY AREAS OF STRATEGIC PLANNING Managing a company’s businesses as an investment portfolio.Involves assessing each business’ strength by considering the market’s growth rate and the company’s position and fit in that market.Establishing a strategy.
5 STRATEGY as defined…The words ‘strategy’ and ‘tactics’ are derived from ancient Greek – taktikos meaning ‘fit for arranging or maneuvering’ and is referring to the art of moving forges in battle.Strategos was the word for ‘general’.Strategy was the ‘art of the general’ or the art of setting up forces before the battle.
6 Same principle applies in business … “The objective of a good sales strategy is to get yourself in the right place with the right people at the right time so that you can make the right tactical presentation”
7 4 ORGANIZATIONAL LEVELS The Corporate Level – responsible in designing a corporate strategic plan to guide the whole enterpriseThe Division Level – establishes a division plan covering the allocation of funds to each business unit within the divisionThe Business Unit Level – develops a strategic plan to carry the business unit into a profitable futureThe Product Level – (product line, brand) within a business unit develops a marketing plan for achieving its objectives in its product market
8 Strategic-Planning, Implementation & Control Processes IMPLEMENTINGCONTROLLINGCorporatePlanningDivisionBusinessProductplanningOrganizingImplementingMeasuringResultsDiagnosingTakingCorrectiveaction
10 The Growth-Share Matrix StarsQuestion Marks? ? ?Cash CowDogs
11 Assigning resources to SBUs: Four strategies: Build – market share must grow if they are to become stars.Hold – appropriate for strong cash cows if they are to continue yielding large positive cash flows.Harvest – to increase short-term cash flow regardless of long-term effect.Divest – is likely to produce fairly good bids if the business is in relatively good shape and of more value to another firm.
12 Corporate and Division Strategic Planning All corporate headquarters undertake four planning activities:Defining the corporate missionEstablishing strategic business units (SBUs)Assigning resources to each SBUPlanning new businesses, downsizing, or terminating older businesses
13 DEFINING THE CORPORATE MISSION… Mission Statements define which competitive scopes the company will operate in:Industry scopeProducts and applications scopeCompetence scopeMarket-segment scopeVertical ScopeGeographical scope
14 Corporate and Division Strategic Planning Competitive company: well defined missionMission = goals, strategy, policyDecentralization: empowerment, freedom of business units
15 Organizational leader visibility Well defined mission statement provides connectionMission = purpose, direction and opportunityOne goal knits the people together (cohesion)
16 Establishing strategic business units: Product-Oriented vs Market-Oriented Definitions of a Business CompanyProduct DefinitionMarket DefinitionMissouri-Pacific RailroadWe run a railroad.We are a people-and-goods mover.XeroxWe make copying equipment.We help improve office productivity.Standard OilWe sell gasoline.We supply energy.Columbia PicturesWe make movies.We market entertainment.Encyclopedia BritannicaWe sell encyclopedias.We distribute information.CarrierWe make air conditioners and furnaces.We provide climate control in the home.
17 Receive timely information about market, competition Timely marketing strategyReceive timely information about market, competitionAct decisively, time does not wait, so does the competitorUntimely decision = obsolete decision
18 Kotler says…“A company must study its competitors as well as its actual and potential customers. Companies need to identify competitors’ strategies, objectives, strengths, weaknesses, and reaction patterns. Managers should be able to receive timely information about competitors. “
19 Market Niche/Product differentiation strategy Niche Marketing caters to narrowly defined group typically of small market where needs are not that well served;Target specific market and develop product and marketing programs best fit for the product;Instead of scattering their market or concentrating on fad items that eventually die down, focus on Niche Marketing
20 Sales people motivation Pay and fulfillmentWhen you’re “down”, go up, when you’re “up”, go down.
22 Market Leader“A market leader has the largest market share in the relevant product market. To remain dominant, the leader looks for ways to expand total market demand, attempts to protect its current market share, and perhaps tries to increase its market share.”
23 Market ChallengerA Market challenger attacks the market leader and other competitors in an aggressive bid for more market share. It can attack the market leader, firms of its own size that are not doing the job and under financed, and small local and regional firms”
24 Market challenger strategy Benchmarking approachRaise the bar, innovate
25 Market challenger strategy Which markets to defend, which to leave alone, which to drop?Defensive strategy: (i) reduce; (ii) divert; (iii) lessen intensityDefense is as much reaction as it is anticipation
26 “POSITION DEFENSE:The basic defense is to build an impregnable fortification around one’s territory. Although defense is important, leaders under attack would be foolish to put all their resources into only building fortifications around their current product.”
27 “Counteroffensive Defense: Most market leaders, when attacked, will respond with a counterattack. The leader cannot remain passive in the face of a competitor’s price cut, promotion blitz, product improvement, or sales-territory invasion. In a counteroffensive, the leader can meet the attacker frontally or hit his flank or launch pincer movement.”
28 PREEMPTIVE DEFENSE-This is to attack before the enemy starts its offense. It can wage guerilla action across the market – hitting one competitor here, another there – and keep everyone off balance. Or it can try to achieve a grand market envelopment or it can send out market signals to dissuade competitors from attacking. Market leaders with strong resources may even choose to entice opponents into costly attacks.
29 Geographical Flank Attack , the challenger spots areas where the opponent is under performing. It can also serve uncovered market needs. A flanking strategy is another name for identifying shifts in market segments that are causing gaps to develop, then rushing in to full the gaps and develop them into strong segments.”
30 “MOBILE DEFENSE :the leader stretches its domain over new territories that can serve as future centers for defense and offense. It spreads through market broadening and market diversification. Market broadening involves the company in shifting its focus from the current product to the underlying generic need. The company gets involved in R&D across the whole range of technology associated with that need.”
31 GUERILLA WARFARE –consists of waging small, intermittent attacks to harass and demoralize the opponent and eventually secure permanent footholds. It uses both conventional and unconventional means of attack. The smaller firm launches a barrage of short promotional and price attacks in random corners of the larger opponent’s market in a manner calculated to weaken the opponent’s market power gradually
32 **Good versus bad competition Support good Attack bad Focus of company’s marketing attack**Good versus bad competitionSupport goodAttack bad