StrategicMarketingandSalesPlanning

1、e-marketing planning and strategiesgary akehurste-marketing planning and strategies“market-oriented strategic planning is the managerial process of developing and maintaining a viable fit between the organisations objectives, skills and resources and its changing market opportunities”.“the aim of st

2、rategic planning is to shape and reshape the companys businesses and products so that they yield target profits and growth”.kotler, p. (1997) marketing management, (9th ed), upper saddle river, nj: prentice hall international, p.63e-marketing planning and strategiesncompetition - competitive forces,

3、 analysing competitorsnmonitoring environmental change - managing strategic environmental issuesnopportunities - market and sales opportunity analysisncompetitive advantage - distinctive capabilities, cost and differentiation strategies, product differentiation strategiesnresource reviewsnstrategic

4、fit - fitting both market opportunities and internal capabilitiese-marketing planning and strategiesthere are five types of company:1. those who make things happen2. those who think they make things happen3. those who watch things happen4. those who wonder what happened, and5. those that did not kno

5、w that anything had happenede-marketing planning and strategiesnwithout planning a company drifts without realising itndrifting means the company can end up anywherenthere is no sense of purpose, or directionnend result is usually liquidation or take-overncash flows usually become erratice-marketing

6、 planning and strategiesnplanning is essentialnit gives a sense of purpose and directionnstops constant fire-fightingnstops panickingnput managers in controle-marketing planning and strategiesnmarketing strategy is a series of integrated actions leading to a sustainable competitive advantagenstrateg

7、ic marketing seeks to secure and maintain competitive advantage in order to meet the goals of the organisationnsearching for advantage involves both an inward-looking resource-based view and an outward-looking view of market and selling opportunitiesnit involves consideration of the interaction of t

8、hree key variables: external environment, organisation goals and strategiese-marketing planning and strategiesvisioncorporate objectivesmarketing auditswot analysisformulate strategiesforecastsbudgetsimplementation programmecontrolperformance review and evaluation1 objectives2 situation review3 stra

9、tegies and plans4 actionstrategic focuswhat business are we in?what business should we be in?what business should we not be in?identify opportunitiestarget marketsproduct, price, promotion anddistribution strategiesaction: products, prices,promotion, distributione-marketing planning and strategiesna

10、n e-marketing strategy needs to be fully integrated into an organisations business and marketing strategies and plansnrather than have a separate e-marketing strategy it is important to have an integrated marketing plan with an e-marketing plan as a sub-set of that marketing plane-marketing planning

11、 and strategiesne-marketing strategy as a detailed sub-set of overall marketing planningnbut also part of the investment for a new web sitenand part of the investment in upgrading and extending a websitee-marketing planning and strategiesesplegal-ethicaltechnologycompetitionother factorsmarketsinter

12、netswote-business strategyperformance metricse-marketing plane-marketing strategye-marketing mixcrmenvironment-strategy-performance modelsource: strauss, el-ansary & frost (2006:23)e-marketing planning and strategiesenvironmental influencesbroad environmental variables: economy, technology, soci

13、etyindustry variables: industry structure, lifecycle, specific technology, structure of competition, strategies and performancemarket variables: lifecycle, segment structure, demand influences, purchase size and frequencye-marketing planning and strategiesgoals (objectives)sustainable competitive ad

14、vantage as a means to sales, market share, profit and other objectives to satisfy stakeholderse-marketing planning and strategiespurposewhy the company existsvalueswhat the company believes instrategycompetitiveposition and distinctivecompetencestandards and behaviourspolicies and behaviour patterns

15、underpinning the distinctivecompetence and value systemthe ashridge mission modele-marketing planning and strategiestarget customerssuppliersmarketing and salesintermediariespublicscompetitorspromotionproductplacepricedemographic/economicenvironmentpolitical/legalenvironmenttechnical/physicalenviron

16、mentsocial/culturalenvironmentmarketing and sales information systemmarketing organisation and implementationsystemmarketing planning systemmarketing & salesorganisation systemfactors influencing company marketing strategiespublicse-marketing planning and strategiesenvironmental factorse.g. rate

17、 of technological changenature of competitionintensity of competitionstrategic factorse.g. long-term objectivesstrategic time horizonproduct-market strategymanagerial factorse.g. communicationattitudesleadership styleorganisational factorse.g. sizestructurecultureinnovation capabilitymarketing facto

18、rse.g. use of market researchcustomer serviceproduct qualitybusiness performancesource: after baker & hart(1989)factors influencingcompetitivesuccesse-marketing planning and strategiesstrategiesnbedrock strategy - to build and sustain capabilities of reputation, know-how, relationships, physical

19、 resourcesnthen determine strategies to transform these into positional advantage vis a vis competitorsnmust derive strategies for market positioning in the chosen target segmentsnhave strategies to deliver continuing customer satisfactione-marketing planning and strategiesorganisation capabilitiesu

20、sed to create value for customersprovide customers with desired benefitscareful assessment of these capabilitieswhat capabilities to buildanalysis of opportunitieschoice of opportunities to addressvalue creation for customersinternet website and e-commercee-marketing planning and strategiescreating

21、value for customersnsurest way of gaining and keeping competitive advantage is to create better value for customersncustomer come back for more and a long-term customer relationship developsnthe internet and development of e-commerce offers great opportunities for creating value for customerse-marke

22、ting planning and strategiesnvalue-defining processes influenced by e-marketing market sensing to understand what customers value (what benefits buying) assess what the organisation creates from a customer perspective nvalue-developing processes influenced by e-marketing what creates customer value

23、in the value chain? how can customer value be enhanced through product and service development? what facilitates and inhibits better product or service deliverye-marketing planning and strategiesnvalue-delivering processes influenced by e-marketing can the product or service be better delivered? can

24、 it be made available at better times in better locations?nvalue-maintaining processes influenced by e-marketing customer linking, channel bonding, managing brand equitye-marketing planning and strategiesnbut customer expectations changenwhat customers consider excellent value today will probably be

25、 average value tomorrowncustomers are increasingly demandingnthis is exacerbated by competitors who see advantage in meeting these higher demandsnother companies develop product and service enhancements which set new expectation standardsnchange is endemic and built-in to most marketsntherefore, the

26、re is a need to continuously monitor and adapte-marketing planning and strategiespotential benefits of an internet site:nimprovement in corporate identity and imagenimproved customer servicenincreased visibility among targeted segmentsnmarket expansionnonline transactionsnlower communication costsso

27、urce: sterne (1999)e-marketing planning and strategieswebsite generations:1.first generation: static electronic brochures, supplier broadcasting to many potential and existing customers2.second generation: interactive website, with product stock availability, faqs and pricing information; still supp

28、lier driven3.third generation: fully interactive website, personalisation and market research information collectione-marketing planning and strategiesintended strategyrealised strategydeliberate strategyemergent strategyunrealised strategydeliberate and emergent strategiessource: baker, m.j. (2000)

29、marketing strategy and management,(3rd ed), basingstoke: macmillane-marketing planning and strategiesintended strategydesired objectiveunpredictablefactorspredictablefactorscourseplottedsource: baker, m.j. (2000)marketing strategy and management,(3rd ed), basingstoke: macmillane-marketing planning a

30、nd strategiesstrategic planning calls for action on:nmanaging the companys businesses as an investment portfolio (each business has a different profit potential so should allocate resources accordingly)nassessing each business by considering the markets growth rate, the companys position and fit in

31、that marketnstrategy - each business needs to develop a game plan for achieving its long-run objectivese-marketing planning and strategiesdemandprice elasticitysubstitutesrate of growthcyclical, seasonalmarket structurenumber of buyers and sellersproduct differentiationbarriers to entrycost structur

32、esvertical integrationdiversificationconductpricing behaviourproduct strategy and advertisingresearch and innovationplant investmentlegal tacticsperformanceproduction and allocative efficiencyprogress, full employmentequitypublic policytaxes and subsidiesregulationprice controlsantitrustinformations

33、upplyraw materialtechnologyproduct durabilityvalue/weightbasic conditionsthe structure-conduct-performance paradigme-marketing planning and strategiesthreat ofnew entrantsbargaining power of customersthreat of substituteproducts or servicesbargaining powerof suppliersthe industryjockeying forpositio

34、n amongcurrentcompetitorsporters fiveforcese-marketing planning and strategiescorporate planningdivision planningbusiness planningproduct planninge-marketing planningorganisingimplementingactionmeasuring resultsdiagnosing resultstaking corrective actionplanning implementingcontrollinge-marketing pla

35、nning and strategiesbusiness missionexternal environment(opportunities and threats)internal environment (strength and weaknesses analysis)goal formulationstrategy formulationprogramme formulationimplementationfeedback and controlbusiness strategic planning processswot analysise-marketing planning an

36、d strategies1.objectives: what business do we want to be in? (where do we want to be?)2.situation review: where are we now?3.strategies, tactics and plans: how do we get there?, how do we exactly get there?4.action and control: doing it and asking did we get there?e-marketing planning and strategies

37、business definitionenvironmental situationcompetitive situationresources and capabilitiesanalysis of past performancepreliminary objectivesopportunities and threatsstrengths and weaknessesspecification of present strategystrategic thinkingidentify key issuesdevelop strategy optionsanalysisresolve issuesevaluate op