1. Session 3 Formulating and Executing Value Based
Strategic Marketing Plans
And Strategies

2. What is meant by the term “Value Based Strategic Marketing”
A PLAN of action for identifying and analyzing:
A target market and
Developing a marketing mix to meet the needs of that market.
What are the characteristics of an effective Value Based Marketing strategy
Reflects overall direction of organisation
Coordinated with firm’s functional areas
Contributes to achievement of marketing objectives and organisational goals
Value Based Marketing begins with (1) Environmental Scanning and (2) Environmental Analysis

3. Value Based Marketing begins with: (1) ENVIRONMENTAL SCANNING
The process of collecting information about forces in the marketing environment
Conducted through observation of secondary resources such as:
Business, trade, government data
Internet resources
Marketing research

4. (2) ENVIRONMENTAL ANALYSIS
The process of assessing and interpreting the information gathered through environmental scanning about competitive forces and forces in the marketing environment.
It involves
Evaluation for accuracy
Resolving inconsistencies
Assigning significance to the findings

5. VIDEO Renault Inside – Competitors Analysis Centre (Report)
Renault’s competitor analysis
Renault Inside – Competitors Analysis Centre (Report)
Location:
Concept: Renault’s competitor analysis.
Clip Description: This Renault video shows how Renault analyses automobiles released by the competition in its Competitors Analysis Centre by describing the stages behind it, activity which is common by all car makers.
Key outcome/points to consider: This video will provide students with an example of how companies in the automakers industry analyses the competition and can generate further discussions of the importance of this analysis.

6. It’s the process of establishing:
What is a Value Based Planning Process in the Context of Strategic Marketing?
It’s the process of establishing:
A Mission
Formulating Corporate strategies, Marketing objectives, Marketing strategies and a Marketing plan

7. Corporate Mission Statement
Mission statement answers two questions
Who are our customers and/or stakeholders?
What are our core competencies?
How can we create our own corporate identity
Unique symbols and logos
Personalities: (Examples: Richard Branson, Warren Buffet, Raymond Ackerman)

8. Do you see the arrow between the "E" and "x" (in      I had never noticed it before. 

11. Understanding the Strategic Planning Process
Figure 2.1 – Components of strategic planning (Pride 2e, p53)

12. SWOT analysis EXTERNAL INTERNAL Threats Strengths Weaknesses
 Opportunities
Threats
INTERNAL
Strengths
Weaknesses
< insert Figure 2.2 from Pride2e, p. 58>
Figure 2.2 The four-cell SWOT matrix (Pride 2e, p. 56)

13. What is a Value Based Strategic Marketing Plan?
A written document that specifies the activities to be performed to implement and control an organisation’s Value Based Marketing activities
A living document, adapted as needed to the changing business environment

14. COMPONENTS OF A VALUE BASED STRATEGIC MARKETING PLAN
< insert Table 2.2, Pride 2e, p. 67>

15. Formulating Value Based Marketing Strategy

16. Diagnosing Organisational Change
And Transformation?
Change
organisational
culture
TRANSFORM
Get an organ-
isational fit --(lots of break-downs here)
Achieve
success
Fine-
Tune
Go into
excess
Most
Businesses
Start with a
Strategic
Concept
Products/
service
Challenge the whole
underlying
business model (all 7’s)
Retain org. culture
Search for
Improved
tools and
techniques
CHANGE
PASCALE, 1995

17. McKINSEY 7-S FRAMEWORK STRUCTURE SYSTEMS STRATEGY SHARED VALUES/ORG.
CULTURE
STYLE
SKILLS
STAFF

18. McKinsey 7-S
Structure: The organisation chart and job descriptions
Systems: Procedures for getting things done
Style: Way management behaves and how management
shows what it considers important
Staff: The people, their strengths and weaknesses
Shared
Values: The values that determine the culture of the
organisation
Skills: Those capabilities possessed by an organisation
as a whole
Strategy: A coherent set of actions aimed at gaining
sustainable competitive advantage over
competitors

19. 2. Was he successful in his approach?
Shaping Spaarbeleg
Did Johann apply a “Change” or “Transformational” approach to the Spaarbeleg unit?
2. Was he successful in his approach?
3. Refer to the McKinsey 7’s Model and select examples from the case to illustrate each element in the model Johann used for Spaarbeleg?