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Strategic marketing






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Strategic marketing. Tony Proctor. 1. Factors impacting on marketing strategy. Stakeholder. Interests. Staff. · Provision of quality health care · Self development and promotion prospects · Job Satisfaction · Work in a safe and good quality environment.
Strategic marketing

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Strategic marketingSlide 1

Strategic marketing

Tony Proctor

Strategic marketingSlide 2

1

Factors impacting on marketing strategySlide 3

Factors impacting on marketing strategy

Strategic marketingSlide 4

Stakeholder

Interests

Staff

·Provision of quality health care

·Self development and promotion prospects

·Job Satisfaction

·Work in a safe and good quality environment

·Receive excellent care and attention

·Enhance health prospects and life expectancy

·Advice on how best to recover from treatment and avoid future health problems

·Access to information

·Support from medical staff

Current

Unions

·Responsibility to members to ensure fair working practices, safe environment

·Support and advise members in all areas of employment rights, i.e. Equal Opportunities, Discrimination, Racial Incidents

·Recruitment of new members

Patients

Government

·Quality Standards

·Legal requirements/Health and Safety/Equal Opps/Pay and Conditions

·Financial Management, ensure resources being used and managed effectively

Press

·Praise and publicity for high achievement

·Adverse publicity – making the facts known

·Challenging use of finances

Prospective Patients

·Excellent treatment in a caring and pleasant environment

·Access to information

·Choices

·Achievement of a full recovery after treatment

Exhibit 1.1Selected stakeholders Interests for an NHS organization

Strategic marketingSlide 5

Stakeholders

Interests

General public

Safe, reliable, tested drugs

Legal/ courts

Tested drugs which do not result in serious side effects for the users.

Government

Reasonably priced drugs which have been shown to be effective in use.

Media

Stories showing either the benefits of drugs or very harmful side-effects of drugs which have not been properly tested.

Scientific Community

Details of development and testing of new drugs.

Shareholders

Return on investment and shareholder value created.

Suppliers

Steady and secure demand for the products and services it supplies.

Financial institutions

A sound developing and following sound marketing and corporate strategies which will produce guaranteed returns from lending and investment.

Rank and file employees

Secure and interesting employment with good future prospects.

Competitors

New developments that lead to competitive advantage.

Consumers

Safe and effective treatments.

Management

Control and influence over what happens in the firm.

Exhibit 1.2 Stakeholders for a pharmaceutical company

Porter s wheel of competitive strategySlide 6

Porter’s wheel of competitive strategy

Strategic marketingSlide 7

2

Product life cycleSlide 8

Product life cycle

Bcg matrixSlide 9

BCG Matrix

Product life cycle portfolio matrixSlide 10

Product life cycle portfolio matrix

Ge mckinsey matrixSlide 11

GE/McKinsey Matrix

Directional policy matrixSlide 12

Directional Policy Matrix

Adl matrixSlide 13

Industry life cycle stage

Competitive

Position

Embryonic

Growth

Mature

Aging

Dominant

Hold position and seek to maximize share

Hold position and share

Hold position and expand with industry

Hold position

Strong

Attempt to improve position and maximize share

Attempt to improve position and be selective in attempts to improve share

Hold position and expand with industry

Hold position or harvest

Favourable

Selective attempts to improve position

Attempt to improve position and be selective in attempts to improve share

Find niche and attempt to guard it.

Harvest or phased out withdrawal

Tenable

Selectively push for position

Find niche and attempt to guard it

Find niche and hang on or phased out withdrawal

Phased out withdrawal or abandon

Weak

Improve or get out

Turnaround or abandon

Turn around or phased out withdrawal

Abandon

ADL Matrix

Strategic marketingSlide 14

3

Balanced scorecardSlide 16

Balanced Scorecard

Figure 3.1 The balanced scorecard

Strategic marketingSlide 17

EXHIBIT 3.5 FORD MODEL ‘T’—THE MINDSET OF HENRY FORD

Henry Ford’s model ‘T’ remained unchanged for years while General Motors (Chevrolet) was making changes often using new technology.

Henry Ford said: ‘We’ll give the customer any colour he wants as long as it is black.’ It was an arrogant statement by an arrogant man who had been on top so long he thought nothing could dislodge him from the number one position.

In the late 1920s Ford nearly went out of business as a result of this myopic approach. General Motors (Chevrolet) took over as number one in the US and Ford did not catch up until the late 1980s.

Strategic marketingSlide 18

Blocks to Individual Creativity

·Strategic blocks: ‘one right answer approaches’, inflexibility in thinking. These affect the approach taken to solve problems. They include the tendency to rely heavily on past experience or particular techniques without challenging their appropriateness; focusing on a narrow range of options for either problem definition or problem solving; and adapting an over­ly serious approach to problems which prevents the emergence of a playful, imaginative and humorous climate.

·Value blocks: ‘over-generalized rigidity influenced by personal values’. These occur when personal beliefs and values restrict the range of ideas contemplated. Values co-exist and failure to reconcile them contributes to difficult personal and organizational dilemmas.

·Perceptual blocks: ‘over-narrow focus of attention and interest’. These arise from a lack of sensory awareness at a physical level and therefore contribute to a lack of awareness of implications of situations.

·Self-image blocks: ‘poor effectiveness through fear of failure, timidity in expressing ideas, etc.’. These reduce effectiveness in advancing ideas assertively. They arise from a lack of self confidence in the value of one’s own ideas. Individuals may be reluctant to seek help and talk about personal feelings.This barrier seems to be the greatest impediment to the successful implementation of new ideas.

Strategic marketingSlide 19

EXHIBIT 3.6 BLOCKS TO CREATIVITY IN ORGANIZATIONS

People and organizations tend to fall into a variety of traps when trying to become more innovative.

1 Identifying the wrong problem

2 Judging ideas too quickly

3 Stopping with the first good idea

4 Failing to get the support of key personnel in the organization

5 Failing to challenge assumptions

Strategic marketingSlide 20

4

Industry life cycleSlide 21

Industry life cycle

Revitalising marketsSlide 22

Revitalising markets

Strategies for declining stagnant industriesSlide 23

Strategies for declining/ stagnant industries

Space analysisSlide 24

Space analysis

Competitive advantage matrixSlide 25

Competitive Advantage Matrix

Strategic marketingSlide 26

5

Market analysisSlide 27

Market Analysis

Strategic marketingSlide 28

6

Forces of competitionSlide 29

Forces of competition

Strategic marketingSlide 30

7

The marketing environmentSlide 31

The marketing environment

Booms and slumps and the economySlide 32

Booms and slumps and the economy

Technological changeSlide 33

Technological change

Cross impact matrixSlide 34

Cross impact matrix

The tows matrixSlide 35

The TOWS matrix

The tows matrix1Slide 36

The TOWS matrix

Strategic marketingSlide 37

8

Complex buying decisionSlide 38

Complex buying decision

Factors influencing consumer behaviourSlide 39

Factors influencing consumer behaviour

Roles in the purchase decision making processSlide 40

Roles in the purchase decision making process

Family life cycle stagesSlide 41

Family Life Cycle Stages

Stages in the marketing research processSlide 42

Stages in the marketing research process

Strategic marketingSlide 43

9

Sources of competitive advantageSlide 44

Sources of competitive advantage

Strategic marketingSlide 45

10

Requirements of a market segmentSlide 46

Requirements of a market segment

ProfilesSlide 47

Profiles

Perceptual mapSlide 48

Perceptual map

Perceptual map1Slide 49

Perceptual map

Strategic marketingSlide 50

11

Types of sales promotionSlide 51

Types of sales promotion

Strategic marketingSlide 52

12

Ansoff matrixSlide 53

Ansoff matrix

International market entry methodsSlide 54

International Market Entry Methods

  • Indirect export

  • Direct export:

  • A domestic-based export department or division

  • An overseas sales branch or subsidiary

  • Travelling export sales representatives

  • Foreign-based distributors or agents

  • Licensing

  • Joint ventures

  • Direct Investment

Strategic marketingSlide 55

EXHIBIT 12.2 WHAT IS A NEW PRODUCT?

New to the world products: inventions—in-line skates, Polaroid camera, etc.

New category entries: P&G’s first shampoo, Ford’s first Mini

Additions to product lines: Tide liquid detergent Product improvements: current products made better Repositionings: Arm & Hammer’s baking soda repositioned several times as drain

deodorant, refrigerator deodorant, etc.

Reasons for product failureSlide 56

Reasons for product failure

  • products lack useful/meaningful uniqueness

  • planning is poor during the introduction phase

  • the introduction is badly timed, e.g. before the market is ready for the product

  • key important points are sometimes overlooked in the enthusiasm to go ahead

  • poor marketing and failure after launch

  • the top management in the organization does not provide adequate support for the product

  • company politics, e.g. between various brand managers

  • unforeseen high product costs.

New product development phasesSlide 57

EXHIBIT 12.1 GENERIC STRATEGIES BASED ON

New product development phases

New product developmentSlide 58

New product development

Strategic marketingSlide 59

EXHIBIT 12.9 CONCEPT TESTING

Uniqueness of the concept

Believability of the concept

Importance of the problem being addressed

Extent to which the concept is interesting

Extent to which it is realistic, practical, useful

Extent to which it solves a problem or meets a need

How much they like the concept

How likely they would be to buy the product

Their reactions to the proposed price

What problems they see in using the product

Entry strategiesSlide 60

Entry strategies

Integrative growth strategiesSlide 61

Integrative growth strategies

Egan s extension of ansoffSlide 63

Egan’s extension of Ansoff

Strategic marketingSlide 64

13

Reasons for customer defectionSlide 65

Reasons for customer defection

Good customer relations pathwaySlide 66

Good customer relations pathway

Strategic marketingSlide 67

ORMSBY MOTORS

Strategic marketingSlide 68

14

Classical gap analysisSlide 69

Classical Gap Analysis

Marketing and corporate strategiesSlide 70

Marketing and Corporate Strategies


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