1. Developing Marketing Strategies and Plans
Chapter 2

2. The Value Delivery Process
Value creation and delivery sequence is divided into the following phases: 1) Assessing market opportunity and customer value 2) Choosing the value 3) Designing value 4) Delivering Value 5) Communicating Value 6) Grown and sustained

3. Value Chain is a tool to identify ways to create more customer value.
The Value Chain
Value Chain is a tool to identify ways to create more customer value.
Primary activities of value chain: 1) Inbound logistics 2) Operations 3) Outbound logistics 4) Marketing 5) Service
Support Activities 1) Procurement 2) Technology Development 3) Human resource management 4) Firm infrastructure

4. Core Competencies
Core competencies are the combination of pooled knowledge and technical capacities that allow a business to be competitive in the marketplace. Characteristics: 1) Source of competitive advantage and makes a significant contribution to perceived customer benefits. 2) Applications in wide variety of markets. 3) Difficult for competitors to imitate.

5. Holistic Marketing
Holistic marketing sees it as as integrating the value exploration, value creation, and value delivery activities with the purpose of building long term, mutual satisfying relationships and co-prosperity among key stakeholders.

6. Marketing Plan
The Marketing plan is the central instrument for directing and coordinating the marketing effort. Levels of Marketing Plan Strategic Marketing plan lays out the target markets and the firms value proposition, based on an analysis of the best market opportunities. Tactical Marketing plan specifies the marketing tactics, including product features, promotion, merchandising, pricing sales channels and service.

7. Level of Marketing Plan
Strategic Marketing Plan
Target Market
Value Proposition
Analysis of Market Opportunities
Tactical Marketing Plan
Product Feature
Promotion
Merchandising
Pricing
Sales Channels
Service
Level of Marketing Plan

8. The Strategic Planning, Implementation and Control Processes

9. Corporate and Division Strategic Planning
Mission Statement: a formal summary of the aims and values of a company, organization, or individual. A clear, thoughtful mission statement provides a shred sense of purpose, and direct opportunity.

10. Good Mission Statement
Major competitive spheres
Stress companies major policies and values
Focus on a limited number of Goals
Long term view
Short, Memorable and Meaningful
Good Mission Statement

11. Establishing Strategies Business Units
Assigning Resources of each SBU

12. Major Competency Sphere
Industry
Product and Application
Competence
Market Segment
Vertical
Geography

13. Product oriented VS Market oriented definitions of Business
Company
Product Definition
Market Definition
Railways
We run trains.
We are a people-and-goods mover.
Xerox
We make copy equipment.
We help improve office productivity.
BPLC
We sell petrol and diesel.
We supply energy.
Paramount Pictures
We make movies.
We market entertainment.
Encyclopedia Britannia
We sell encyclopedia.
We distribute information.
Blue Star
We make air conditioners.
We provide climate control in homes and offices.

14. Characteristics of SBU
Single business or a collection of related business.
Own set of compotators.
Manager is responsible for strategic planning and profit performance.

15. The Strategic Planning Gap

16. Assessing Growth Opportunities
Intensive Growth:
Product Market expansion grid
Market Penetration strategy
Market development strategy
Product development strategy
Integrative Growth
Diversification Growth
Downsizing and Divesting older bunisess

17. Corporate Culture
Shared experience, stories, beliefs and norms that characterize the organization

18. Marketing Innovation
Innovation in marketing is critical. Imaginative ideas on strategy exist in many places within a company. Senior management should identify and encourage fresh ideas from three under- represented groups: 1) Employee with youthful or diverse perspective, 2) employees far removed from company headquarters and 3) employees new to the industry.

19. The Business Unit Strategic Planning Process

20. SWOT Analysis
Strengths
Weakness
Opportunities
Threats

21. Internal Environment External Environment Strengths and Weakness
Opportunities and Threats

22. Market Opportunity Analysis (MOA)
Converging trends and introduce hybrid products or services that are new to the market.
Make buying process more convenient and efficient
Meet the need for information and advice
Customize a product or service.

23. Opportunity Matrix

24. Opportunity Matrix

25. Goal Formation Must be arranged hierarchically
Objective should be quantitative
Goal should be realistic
Objective must be consistant

26. Porters Generic Strategies
Overall cost leadership
Differentiation
Focus

27. Strategic Alliances Product or Service Alliance Promotional Alliance
Logistics Alliance
Pricing Collaboration

28. Financial Projections
Marketing Plan
Executive Summary
Table of content
Situational Analysis
Marketing Strategy
Financial Projections