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Strategic Planning. BA343 Week#4. Finish Situation Analysis- Explain SWOT Analysis Define & Demo Strategic Planning Company Analyses ( ie-GE & BCG ) Delineate the 3 levels Strategy Corporate level-Growth Strategy Business level-Competitive Strategy Functional Level- Strategic Alignment.

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Strategic Planning

BA343

Week#4


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  • Finish Situation Analysis-

  • Explain SWOT Analysis

  • Define & Demo Strategic Planning

  • Company Analyses (ie-GE & BCG)

  • Delineate the 3 levels Strategy

    • Corporate level-Growth Strategy

    • Business level-Competitive Strategy

    • Functional Level- Strategic Alignment


2 weeks ago started the situation analysis w the environmental scan l.jpg
2 weeks ago started the Situation Analysis— …w/ the Environmental Scan

Environmental Scanning=

The process of identifying the nature & magnitude ofUncontrollable forcesin the external (macro) environmentexerting significant influenceon our strategies…


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Consumer

Conditions

Competitors

So far…determined

  • How to segment the consumer market, measure demand & relevant factors that influence consumers’ purchasing decisions

  • Your competitors relative market positions, competencies & advantages

  • Macro-E political-legal, economic, socio-cultural & technological trends relevant to your organization


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Final Component of Situation Analysis

G

N

C

Service

TGT

D

E

WM

F

  • Company

  • Consumers

  • Competitors

  • Conditions

    • PEST

Growth, Competitive & Positioning Strategies

P’s

Strategic Planning

Situation Analysis

Marketing Strategy

The Marketing Mix:


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Company Considerations

  • History / Culture

  • Resources

  • Existing portfolio

  • Existing customer base

    • characteristics

    • loyalty

  • Experience

    • w/markets

    • w/ marketing


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Company Portfolio Analysis

Analyze company’s products w/ respect to:

  • How good your product is….

  • How good the market you sell it in is…


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G.E Strategic Planning Model

Business Strength

Strong Average Weak

High

Low

Industry Attractiveness

Business Strength IndexIndustry Attractiveness Index

* Market Share * Market size * Price Competitiveness * Market Growth * Product Quality * Industry Profit Margin * Customer Knowledge * Amount of Competition * Sales Force and Effectiveness * Seasonality * Geographic Advantage * Cost Structure


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STARS

PROBLEM

CHILD

CASH COWS

DOGS

Boston Consulting Group’s Growth-Share Matrix

High

Product-Market

Growth (%)

Low

10x 4x 2x 1.5x 1x .5x .2x.1x

Relative

Market Share

High

Low


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MARKET SHARE DOMINANCE

HIGH LOW

MARKET GROWTH RATE

LOW HIGH

BCG Portfolio Matrix

High growth

Market leaders

Require cash

Large profits

High growth

Low market share

Need cash

Poor profit margins

Low growth

High market share

High cash flow

$

Low growth

Low market share

Minimal cash flow


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G

N

C

Service

TGT

D

E

WM

F

  • Company

  • Consumers

  • Competitors

  • Conditions

    • PEST

Growth, Competitive & Positioning Strategies

P’s

Strategic Planning

Situation Analysis

Marketing Strategy

The Marketing Mix:


Swot analysis l.jpg

S

Things the company does well.

W

Things the company does not do well.

O

Conditions in the external environment that favor strengths.

T

Conditions in the external environment that do not relate to existing strengths or favor areas of current weakness.

SWOT Analysis

Internal

External


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Strengths

and

Weaknesses

(INTERNAL)

SWOT Analysis

  • Production Costs

  • Marketing Skills

  • Employee Capabilities

  • Financial Resources

  • Available Technology

  • Company/Brand Image


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Opportunities

And

Threats

EXTERNAL

SWOT Analysis

  • Social

  • Demographic

  • Economic

  • Technological

  • Political/Legal

  • Competitive


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G

N

C

Service

TGT

1st Step

D

E

WM

F

P’s

2nd Step

Strategic Planning

Situation Analysis

Marketing Strategy

The Marketing Mix:

  • Company

  • Consumers

  • Competitors

  • Conditions

    • PEST

Growth & CompetitiveStrategies

Positioning Strategy


Definition strategic planning l.jpg
Definition: Strategic Planning=

A series of goal-directed decisions & actions

matching your skills & resources (strengths & weaknesses)

w/ market threats & opportunities


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EVOLVING MARKET OPPORTUNITIESand/or threats

RESOURCES & OBJECTIVES

Strategic Planning

LONG RUN PROFITABILITY AND GROWTH


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Strategic Planning answersthe 3 Big Questions:

1.Where are we now?

2.Where do we want to go?

3.How do we get there?


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Consumer

Conditions

Company

Competitors

The Situation & SWOT Analysis

Answers the 1st Question:

Where are we now…


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Org. goals & objectives encapsulated in Mission & Vision Statement answers 2nd Question:

2. Where do we want to go?

  • What business(es) should be in

  • Market positions to stake out?

  • Consumer needs & segments serve?

  • Outcomes to achieve?


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M Statement answers 2ission or Purpose is a precise description of what an organization does. It should describe the business the organization is in. It is a definition of “why” the organization exists

A vision is a statement about what your organization wants to become …

A compelling description of the state and function of the organization once it has implemented and achieved the strategic plan…


Build a strategic framework mission statement vision l.jpg
Build a Strategic Statement answers 2Framework: Mission Statement Vision

Valuable

>Part 1: Strategy & Vision Statements

>Part 2: Mission Statements


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Mission Statement Statement answers 2

We will produce outstanding financial returns by providing totally reliable, competitively superior, global, air-ground transportation of high-priority goods and documents that require rapid, time-certain delivery."


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“PepsiCo’s overall mission is to increase the value of our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”


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Avoid Corporate Myopia our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”

Short sightedness by firms that define their business too narrowly


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Marketing Myopia Examples our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”

Broad Description:

  • Transportation Co.

  • Power company

  • Entertainment provider

Myopic Description:

  • Railroad company

  • Electricity company

  • Television network


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Market Oriented Vision / Missions our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”

PRODUCT-ORIENTED VISION/MISSION STATEMENTS

MARKET-ORIENTED VISION/MISSION

STATEMENTS

COMPANY

RevlonWe make cosmetics.

DisneyWe run theme parks.

Philip Morris We Sell Cigarettes

We sell hope…we accent a

lifestyle & self expression;

We make people happy..

by providing fantastic experiences & entertainment

We provide “Life's Simple Pleasures.


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Final Question answered by Strategic Planning: our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”

1.Where are we now?

2.Where do we want to go?

3.How do we get there?

*Growth, Competitive & Functional Strategies


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“If you don’t know where you are going our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”

any route will get you there.”Chris Bartlett,Harvard Business School


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Corporation our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”

Sensors Unit

Nano-Tech Unit

Cons.Elec. Unit

Finance

Production

Marketing

HR / R&D

3rd Q- Encompasses 3 Levels of Strategy

Corporate-Level :In what business should we compete?

Business-Level: How should we compete?

Functional-Level : How do we coordinate?


Level 1 corporate strategy l.jpg

Corporation our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”

Level 1Corporate Strategy

In which businesses should we compete?

Corporation

?


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Once decided what our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”businesses to compete in –need to decide -

what Products & Markets to compete w/& in=

Growth Strategy


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G our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”

N

C

Service

TGT

D

E

WM

F

P’s

Strategic Planning

Situation Analysis

Marketing Strategy

The Marketing Mix:

  • Company

  • Consumers

  • Competitors

  • Conditions

    • PEST

Growth & CompetitiveStrategies

Positioning Strategy


Growth strategies l.jpg
Growth Strategies our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”

P R O D U C T

Present

New

Market Penetration

ProductDevelopment

Present

M A R K E T

Diversification

Market Development

New


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To Concentrate or Diversify… our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.” that is the question…


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Market our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”Penetration

Increase market share among existing customers.

MarketDevelopment

Attract new customers to existing products

Product

Development

Create new products for present markets

Concentrateon your primary line of business look for ways to meet growth objectives thru increasing your level of operation in your primary business


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Diversification our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”

new products… new markets… new alliances

Or Diversify…


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Or Diversify our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”…

P R O D U C TS

Present

New

Market Penetration

ProductDevelopment

Present

M A R K E TS

Diversification

Market Development

New


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Related our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”

Diversification

  • Related Diversification

  • if opportunities exist to:

    • Transfer expertise/ capabilities/ technology

    • Combine related activities into single operation & reduce costs

    • Leverage use of firm’s brand name reputation

Product

Similarities

Operational

Skills-Capabilities

Customer

Profile

Similar

Technology

Distribution

Channels


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Examples of Related Diversification our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”

  • Darden Restaurants

    • Olive Garden

    • Red Lobster

    • Bahamas Breeze

  • Johnson & Johnson

    • Prescription drugs

    • Non-prescription drugs (Tylenol, pepcid AC)

    • Band-aids

    • Baby products

  • PEPSICO

    • Soft drinks

    • Fruit Juices

    • Snack foods (Fritos, Lays, Cracker Jacks)


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Unrelated Diversification our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”

Involves diversifying into businesses with

  • No strategic fit

  • No meaningful value chain relationships

  • No unifying strategic theme

  • Approach is to venture into “any businessin which we think we can make a profit”

  • Firms pursuing unrelated diversification are often referred to as conglomerates


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    Diversification via- our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”Merger & Acquisition

    • A popular approach to diversification- altho only ~20% succeed --M&A activity in 2004 was worth more than $1 trillion

      Advantages

    • Quicker entry into target market

    • Easier to hurdle certain entry barriers

      • Technological inexperience

      • Gaining access to reliable suppliers

      • Being of a size to match rivals in terms of efficiency and costs

      • Getting adequate distribution access


    Diversification via joint ventures strategic alliances l.jpg
    Diversification via- our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”Joint Ventures&Strategic Alliances

    Good way to diversify when:

    • Uneconomical/ risky to go it alone

    • Pooling competencies for more competitive strength

    • Foreign partners needed to surmount

      • Import quotas and Tariffs

      • Nationalistic political interests

      • Cultural roadblocks

      • Lack of knowledge about markets in particular countries


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    2 our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”nd Level of Strategy

    Corporate Level

    Business unit Level

    Functional strategy

    Information

    systems

    Research &

    development

    Manufacturing

    Finance

    Marketing

    Human resources


    Level 2 business unit strategy l.jpg
    Level 2: Business Unit Strategy our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”

    How do we compete?

    Cost?

    Quality?

    Focus?


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    G our shareholders’ investment. We do this through sales growth, cost controls and wise investment of resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity.”

    N

    C

    Service

    TGT

    D

    E

    WM

    F

    P’s

    Strategic Planning

    Situation Analysis

    Marketing Strategy

    The Marketing Mix:

    • Company

    • Consumers

    • Competitors

    • Conditions

      • PEST

    Growth & CompetitiveStrategies

    Positioning Strategy


    Slide48 l.jpg


    Generic competitive strategies l.jpg

    Cost position-: Design, produce, market more efficiently than competitors

    • Focus

    • = Competitive Scope/ Breadth of company’s target market

    Differentiation:Deliver unique & superior value in terms of product quality, features, service

    Generic Competitive Strategies


    Cost leadership strategic choices l.jpg
    Cost Leadership position-Strategic Choices

    • A cost leader does not try to be industry innovator

    • A cost leader positions products to appeal to mainstream customers

    • The overriding goal is- increased efficiency & lower costs relative to rivals


    Generic business level strategy cost leadership l.jpg
    Generic Business-Level Strategy: position-Cost Leadership

    • Advantages

      • If rivals charge similar prices, a cost leader achieves superior profitability

      • A cost leader is able to charge a lower price than competitors


    Cost leadership disadvantages l.jpg
    Cost Leadership position-Disadvantages

    • Competitors may lower their cost structures

    • Competitors may imitate the cost leader’s methods

    • Cost reductions can impact demand-product-service performance drop below threshold acceptability…


    Generic business level strategy differentiation l.jpg
    Generic Business-Level Strategy position-: Differentiation

    • Create a product that customers perceive as different or distinct in an important way

    • Advantages

      • Premium price

      • Increased revenues = superior profitability


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    Competitive Strategies; position-Focused Differentiation:

    • Focus on particular group or geographic market

      • Seek differentiation in targeted market segment

      • Serve special needs of narrow target market


    Differentiation advantages l.jpg
    Differentiation Advantages position-

    • Customers develop brand loyalty: The greater the loyalty.. The less the price sensitivity…

    • Differentiators can pass price increases on to customers

    • Differentiation and brand loyalty are barriers to entry


    Differentiation disadvantages l.jpg
    Differentiation: position-Disadvantages

    • Difficulty in maintaining long-term distinction in customers’ eyes

      • Agile competitors can quickly imitate

      • Patents & first-mover advantages are limited

    • Difficulty/expense of maintaining premium pricing– requires greater marketing costs


    Best cost provider strategies l.jpg
    Best-Cost Provider Strategies position-

    • Combine a strategic emphasis on low-cost with a strategic emphasis on differentiation

      • Make an upscale product at a lower cost

      • Give customers more value for the money

    • Deliver superior value by meeting or exceeding buyer expectations on product attributes and beating their price expectations

    • Be the low-cost provider of a product with good-to-excellent product attributes, then use cost advantage to underprice comparable brands

    Objectives


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    3 position-rd Level of Strategy

    Corporate Level

    Business unit Level

    Functional Strategy

    Information

    systems

    Research &

    development

    Manufacturing

    Finance

    Marketing

    Human resources


    Level 3 functional strategy l.jpg
    Level 3 position-Functional Strategy

    How do we coordinate?


    Getting in sync w functional planning l.jpg
    Getting In-Sync w/ position-Functional Planning

    Finance

    Production

    Marketing

    R & D

    The goal of functional planning is to achieve a state of Internal Strategic Alignment

    HR


    Internal strategic alignment l.jpg
    INTERNAL STRATEGIC ALIGNMENT position-

    Achieved when :

    • All functional areas in sync w/ one another,

    • As well as with the overall strategic direction of the firm.


    For internal strategic alignment to occur l.jpg
    For position-INTERNAL STRATEGIC ALIGNMENTto occur:

    • Marketing/R&Dmust be operating in a manner that is complementary toProduction

    • Which is complementary toHuman Resources

    • Which is complementary toFinance.


    Even after divining aligning strategy still have problem of implementation performance l.jpg

    Marketing Strategy position-

    Even after divining & aligning strategy still have problem of implementation & performance

    Organizational

    Structure

    Human

    Resources

    Marketing Performance

    Communicate

    Motivate

    Coordinate

    Climate and

    Culture

    Training & Reward

    Programs

    Implementation


    The only problem l.jpg
    The Only Problem… position-

    • Only 5% of workforce gets the strategy

    • Only 25% of managers have incentives linked to strategy

    • 60% of organizations don't link budgets & strategy

    • 85% of executive teams spend <1 hour/ month discussing strategy

    • 90% fail to execute strategy successfully

    Robert S. Kaplan and David P. Norton

    The Strategy-Focused Organization, 2000


    Slide67 l.jpg
    The Marketing Implementation Process position-Problem: Separation of Strategic Planning & Marketing Implementation

    Very Much

    Strategic Planning

    • Commitment

    • Understanding

    • Responsibility

    Time Spent

    Marketing

    Implementation

    Very Little

    Chief

    Executive Officer

    Mid-level

    Marketing

    Managers

    Customer

    Contact

    Managers


    Even after divining aligning strategy still have problem of implementation performance68 l.jpg

    Marketing Strategy position-

    Even after divining & aligning strategy still have problem of implementation & performance

    Organizational

    Structure

    Human

    Resources

    Marketing Performance

    Climate and

    Culture

    Training & Reward

    Programs

    Implementation


    Corporate culture l.jpg
    Corporate Culture position-

    Shared Beliefs & Values -

    • How employees behave w/ each other

    • How employees behave w/ customers/clients

    • How employees view their relationship w/ stakeholders

    • How employees view their relationship w/ community

    • How the organisation treats its employees –


    Benefits of strategic planning l.jpg
    Benefits of position-“Strategic Planning”

    objectives

    • Makes managers more alert to “winds of change, new opportunities, as well as threatening developments”

    • Guides entire firm regarding “what it is we are trying to do and to achieve

    • Unifies numerous strategy-related decisions and organizational efforts

    • Provides basis for evaluating competing budget requests

    Strategy

    Operations



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    Strategic position-thinkingplanning & managementwithin & acrossall levelsof the organization

    Strategy

    Involves:


    Slide73 l.jpg

    Specifically-thinking about the way things have been & are now… AND- the way things could/should be


    Slide74 l.jpg

    NEW now… AND- the way things could/should be

    CULTURE


    Slide75 l.jpg
    OLD now… AND- the way things could/should beCircus Traditional animal acts, painted clowns, and high-wire stunts make for a very tired form of entertainment.


    Slide76 l.jpg
    NEW now… AND- the way things could/should beCirque du Soleil - dramatic rethinking of what a circus can be, with amazing costumes, music & gymnastics


    Slide77 l.jpg

    OLD now… AND- the way things could/should be

    Grocery stores are big, messy places where you go to buy plastic-wrapped and hot-house grown fruits and vegetables.


    Slide78 l.jpg

    NEW now… AND- the way things could/should be

    Whole Foods where food shopping is a full on aesthetic experience-this is their wall of cheese!


    Slide79 l.jpg

    OLD now… AND- the way things could/should be

    Cotton Mop P&G studied the art of cleaning in search of something better than a wet mop, which spreads as much dirt as it picks up

    NEW

    Swiffer P&G came up with a whole new way to clean--using electrostatic attraction. A revolutionary dry mop is born


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    NEW now… AND- the way things could/should be

    Sirius-Subscriber model brings a rich variety of content via satellite to your car and your handheld.

    OLD

    Radio Same old, same old ad-choked, pre-programmed music and talk, from big national chains.


    Slide81 l.jpg

    “At Sony we assume that all products of our competitors have basically the same technology, price, performance and features.Design is the only thing that differentiates one product from another in the marketplace.”Norio Ohga


    Slide82 l.jpg

    NEW have basically the same technology, price, performance and features

    The Apple Store is spare, elegant, and appealingly interactive—a hip place to be on a Sat. night.

    OLD

    Best Buy has crowded shelves, overwhelmingchoice, and standard sales pitches.


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    OLD have basically the same technology, price, performance and features

    Golden Nugget Casino: Las Vegas' early emphasis on gambling overshadowed amenities, entertainment, and atmosphere.NEW

    Luxor Hotel and Casino: Exotically themed hotels with elaborate décor and high-end restaurants have given Vegas added allure.