世界行销讲座之战略规划

1、世界行销讲座之战略规划Strategic PlanningChapter 2 Lecture SlidesSolomon, Stuart, Carson, & SmithYour name hereCourse title/numberDate2Chapter Learning ObjectivesWhen you have completed your study of this chapter, you should be able to:Explain the strategic planning processTell how firms gain a competitive

2、advantage and describe the factors that influence marketing objectivesDescribe the steps in the marketing planning processExplain the factors involved in the implementation and control of the marketing plan3Introduction to the Topic“Organizations rarely plan to fail, but they often fail to plan”-fam

3、ous quote, origin unknown.The above quotation speaks to the importance of strategic planning and the potential consequences of doing a poor job at it.Planning helps organizations: To cope with rapidly changing factors within their environment. Control its destiny through the setting of objectives an

4、d taking actions to achieve them. To ensure coordination of all decision making within it by providing a common vision4Types of Planning Strategic planning: a managerial decision process that matches an organizations resources and capabilities to its market opportunities for long term growth and sur

5、vival Tactical planning: a decision process that concentrates on developing detailed plans for strategies and tactics for the short term that support an organizations long-term strategic plan.Figure 2.15Types of Planning (continued) Operational planning: a decision process that concentrates on devel

6、oping detailed plans for day-to-day activities that carry out an organizations tactical plans. Cross-functional planning: an approach to tactical planning in which managers work together in developing tactical plans for each functional area in the firm, so that each plan considers objectives of the

7、other areas.Figure 2.16Strategic Planning: First Stage Mission statement: a formal statement in an organizations strategic plan that describes the overall purpose of the organization and what it intends to achieve in terms of its customers, products, and resources.A mission statement should: provide

8、 direction to all stakeholders as to why the organization exists. be framed in terms that are neither too narrow or too broad relate to a higher purpose other than just providing a return to shareholders(?) match objectives to capabilities. be revisited and updated as the organization changes7Strate

9、gic Planning: Second Stage SWOT analysis: an analysis of an organizations strengths and weaknesses and the opportunities and threats in its external environment. Internal environment: the controllable elements inside an organizations, including its people, its facilities, and how it does things that

10、 influence the operations of the organization. External environment: the uncontrollable elements outside of the organization that may affect its performance either positively or negatively.StrengthInternal factorsPositiveWeaknessInternal factorsNegativeOpportunityExternal factorsPositiveThreatExtern

11、al factorsNegative8Strategic Planning: Third Stage Objectives: specific accomplishments or outcomes that an organization hopes to achieve by a specific time.Objectives are developed from the mission statementCan be expressed in terms of: Performance measures such as sales revenue, profitability (ROI

12、), market shareProduct terms such as innovation, industry leadership, qualityCustomer terms such as satisfactionSocial responsibility To be effective, an objective needs to pass the SMART test.SpecificMeasurableAttainableRealisticTime-bounded9The Business Portfolio Strategic business units (SBU): in

13、dividual units within the firm that operate like separate businesses, with each having its own mission, business objectives, resources, managers, and competitors.Figure 2.3 (enlarged on next slide) Business portfolio: the group of different products or brands owned by an organization and characteriz

14、ed by different income-generating and growth capabilities. Portfolio analysis: a management tool for evaluating a firms business mix and assessing the potential of an organizations strategic business units.10The Business Portfolio (Figure 2.3)11The BCG Growth-Market Share Matrix Question marks: busi

15、ness units with low market shares in high growth industries. Also known as problem children, these business units can be relatively new to the market and grow to become stars or dogs, depending on their success in achieving market share.Question marks need cash to fuel their growth. Stars: business

16、units with dominant market share in high growth industries.These business units generate large revenues, but still need lots of cash to fuel their growth and maintain share. They become cash cows when the market eventually slows down.Figure 2.412The BCG Growth-Market Share Matrix Cash cows: business

17、 units with high market shares in low growth industries. These business units generate the cash needed to fund new product development and feed the question marks and stars.Cash cows are profitable because they have been around long enough for the company to recover its development costs . Dogs: bus

18、iness units with low market share in low growth industries.These business units are those question marks that did not achieve significant market share before the market slowed down. They are targets for divestiture as they just cost money to maintain.Figure 2.413The Product-Market Growth Matrix Mark

19、et penetration: growth strategies designed to increase sales of existing products to current customers, non-users, and users of competitive brands in served markets.Also known as the “work harder” strategy. Market development: growth strategies that introduce existing products to new markets.This ca

20、n include exporting, or finding new uses for existing products.The baking soda people are very good at this strategy.Figure 2.514The Product-Market Growth Matrix Product development: growth strategies that focus on selling new products in served markets. This strategy is in keeping with the marketin

21、g concept because it can be as simple as asking existing customers what else they would like to buy from the company. Diversification: growth strategies that emphasize both new products and new markets.Large companies such as General Electric have the resources to do this.Smaller companies may take

22、their focus away from their core business, which can prove to be fatal.Figure 2.515The Marketing Planning Process Competitive advantage: the ability of a firm to outperform the competition, providing the customers with a benefit the competition cannot. Distinctive competency: a capability of a firm

23、that is superior to that of its direct competitors. Differential benefits: properties of products that set them apart from competitors products by providing unique customer benefits.Control and Evaluate the PlanImplement the PlanMarketing Planning ProcessAnalyze the marketing environmentSet marketin

24、g objectivesDevelop marketing strategiesPrepare a marketing planOrganize for implementationEstablish the control processFigure 2.616Developing Marketing Strategies Marketing objectives will be based on the organizations distinctive competencies and resources and can be expressed in terms of sales re

25、venues or profits, product terms, or in markets served. Selecting the target market(s) to be served is a process that matches what the company has to offer to those groups who are most likely to respond favourably.The marketing mix follows from this selection.Selecting a Target Market(s)Setting Mark

26、eting ObjectivesSales objectivesProduct-oriented objectivesMarket objectivesMarketing Mix ProgramsProduct strategiesPricing strategiesCommunication strategiesDistribution strategies17Preparing a Marketing Plan Marketing plan: a document that describes the marketing environment, outlines the marketin

27、g objectives ad strategy, and identifies who will be responsible for carrying out each part of the marketing strategy. Situation analysis: the first part of a marketing plan, which provides a thorough description of the firms current situation including its internal and external environments; also called a business review.May a