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Winning Markets: Market-Oriented Strategic Planning

Topic Two: Company and marketing strategy. Winning Markets: Market-Oriented Strategic Planning. Objectives. Corporate and division strategic planing Business unit planning The marketing process Product level planning The marketing plan. Objectives. Resources. Skills. Opportunities.

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Winning Markets: Market-Oriented Strategic Planning

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  1. Topic Two: Company and marketing strategy Winning Markets: Market-Oriented Strategic Planning

  2. Objectives • Corporate and division strategic planing • Business unit planning • The marketing process • Product level planning • The marketing plan

  3. Objectives Resources Skills Opportunities Market-Oriented Strategic Planning ?

  4. Objectives Resources Profit and Growth Skills Opportunities Market-Oriented Strategic Planning

  5. Corporate Headquarters Planning • Define the corporate mission • Establish strategic business units (SBUs) • Assign resources to SBUs • Plan new business, downsize older businesses

  6. Implementation Control Corporate planning Division planning Business planning Product planning Organizing Implementing Measuring results Diagnosing results Taking corrective action Strategic-Planning, Implementation, and Control Process Planning

  7. Limited number of goals Stress major policies & values Define competitive scopes Defining a market-oriented mission

  8. 20%- 18%- 16%- 14%- 12%- 10%- 8%- 6%- 4%- 2%- 0 Stars Question marks 4 ? ? 1 3 ? ? 5 2 Market Growth Rate Dogs Cash cow 8 6 7 10x 4x 2x 1.5x 1x .5x .4x .3x .2x .1x Relative Market Share The Boston Consulting Group’s Growth-Share Matrix

  9. BUSINESS STRENGTH Strong Medium Weak 1.00 3.67 2.33 5.00 5.00 Joints High Aerospace fittings Hydraulic pumps 3.67 Clutches MARKET ATTRACTIVENESS Fuel pumps Medium Flexible diaphragms 2.33 Low Relief valve 1.00 Invest/grow Selectivity/earnings Harvest/divest Market Attractiveness: Competitive- Position Portfolio Classification

  10. Desired sales Diversificationgrowth Strategic- planning gap Integrative growth Sales Intensive growth Current portfolio 0 5 10 Time (years) The Strategic-Planning Gap

  11. Existing products New products 1. Market penetration 3. Product development Existing markets 2. Market development New markets Three Intensive Growth Strategies: Ansoff’s Product/Market Expansion Grid 4. Diversification

  12. Opportunity Matrix Success Probability Opportunities 1. Company develops a more powerful lighting system 2. Company develops a device for measuring the energy efficiency of any lighting system 3. Company develops a device for measuring illumination level 4. Company develops a software program to teach lighting fundamentals to TV studio personnel High Low 1 2 High Attractiveness 3 4 Low

  13. Threat Matrix Threats Probability of Occurrence 1. Competitor develops a superior lighting system 2. Major prolonged economic depression 3. Higher costs 4. Legislation to reduce number of TV studio licenses High Low 1 2 High Seriousness 3 4 Low

  14. Make the product Sell the product Design product Advertise/ promote Procure Make Price Sell Distribute Service Choose the Value Provide the Value Communicate the Value Strategic marketing Tactical marketing The Value-Delivery Process (a) Traditional physical process sequence (b) Value creation & delivery sequence

  15. The Marketing Plan Executive Summary & Table of Contents Current Marketing Situation Opportunity & Issue Analysis Objectives Marketing Strategy Action Programs Projected Profit-and-loss Controls

  16. Marketing intermediaries Demographic/ economic environment Technical/ physical environment Marketing planning system Marketing information system Product Place Price Suppliers Publics Marketing organization and implementation Promotion Marketing organization system Political/ legal environment Social/ cultural environment Competitors Factors Influencing Company Marketing Strategy Target customers

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