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Copyright © 2010 by Nelson Education Ltd. Strategic Planning and the Marketing Process with Duane Weaver PMBA 502 - Chapter 2
Copyright © 2010 by Nelson Education Ltd. Chapter Objectives 1.Marketing Planning 2.Strategic vs. Tactical 3.Porter’s Five Forces Model 4.Mover Strategies 5.SWOT 6.Elements of Marketing Strategy 7.Other Tools 2-2
Copyright © 2010 by Nelson Education Ltd. Marketing Planning: The Basics for Strategy and Tactics Planning: process of anticipating future events and conditions and of determining the best way to achieve organizational goals Continuous process that creates a blueprint for everyone in the organization Important for large and small companies 2-3
Copyright © 2010 by Nelson Education Ltd. Strategic Planning versus Tactical Planning Strategic planning Process of determining an organization’s primary objectives and adopting courses of action that will achieve these objectives Provides long-term direction for decision makers Tactical planning Process that guides the implementation of activities specified in the strategic plan Typically addresses shorter-term actions that focus on current or near-term activities 2-4
Copyright © 2010 by Nelson Education Ltd. Successful Strategies: Tools and Techniques Porter’s Five Forces Model Developed by strategy expert Michael Porter that identifies five competitive forces that influence planning strategies: The threat of new entrants The bargaining power of buyers The bargaining power of suppliers The threat of substitute products Rivalry among competitors 2-5
Copyright © 2010 by Nelson Education Ltd. 2-6
Copyright © 2010 by Nelson Education Ltd. First Mover and Second Mover Strategies First mover strategy Theory advocating that the company that is first to offer a product in a marketplace will be the long-term market winner Second mover strategy Theory that advocates observing closely the innovations of first movers and then improving on them to gain advantage in the marketplace 2-7
Copyright © 2010 by Nelson Education Ltd. SWOT Analysis SWOT analysis Analysis that helps planners compare internal organizational strengths and weaknesses with external opportunities and threats 2-8 WHOSTRENGTHSWEAKNESSESOPPORTUNITIESTHREATSSTRATEGIES Us Competitor
Copyright © 2010 by Nelson Education Ltd. SWOT Analysis 2-9
Copyright © 2010 by Nelson Education Ltd. Elements of a Marketing Strategy Two basic elements: Target market and marketing mix variables 2-10
Copyright © 2010 by Nelson Education Ltd. Other Tools for Marketing Planning and Analysis Business Portfolio Analysis An evaluation of a company’s products and divisions to determine the strongest and weakest ones Strategic business units (SBUs) Key business units within diversified firms Each has its own managers, resources, objectives, and competitors Help focus the attention of managers 2-11
Copyright © 2010 by Nelson Education Ltd. Other Tools for Marketing Planning and Analysis BCG Analysis Developed by theDeveloped by the Boston Consulting GroupBoston Consulting Group A market share/market growth matrix that plots market share against market growth potentialA market share/market growth matrix that plots market share against market growth potential 2-12
Copyright © 2010 by Nelson Education Ltd. THANK YOU For Your Time 2-13
Copyright © 2010 by Nelson Education Ltd. PMBA Chapter 2 Strategic Planning and the Marketing Process with Duane Weaver.
MODULE 12 STRATEGIC MANAGEMENT “Insights and hard work deliver results” What types of strategies are used by organizations? How are strategies formulated.
Appendix A © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole.
Chapter 2 © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole.
Copyright © 2006 by South-Western, a division of Thomson Learning, Inc. All rights reserved. Part 1: Designing Customer- Oriented Marketing Strategies.
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Chapter Objectives Strategic Planning and the Marketing Process CHAPTER Distinguish between strategic planning and tactical planning. Explain.
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