inStrategicPlanning营销管理,菲利普·科特勒教

1、Chapter 3 The Role of Marketing in Strategic Planning “Would you tell me, please, which way I ought to go from here? -Alice(from Lewis Carrolls Alice in Wonderland)2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensCha

2、pter ObjectivesExplain company-wide strategic planningUnderstand the concepts of stakeholders, processes, resources, and organization as they relate to a high-performing businessExplain the four planning activities of corporate strategic planning 2006 Pearson Education, Inc. Marketing for Hospitalit

3、y and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensChapter ObjectivesUnderstand the processes involved in defining a companys mission and setting goals and objectivesDiscuss how to design business portfolios and growth strategies Explain the steps involved in the busines

4、s strategy planning process 2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensMarket-Oriented Strategic PlanningMarket-oriented strategic planning is the managerial process of developing and maintaining a feasible fit

5、 between the organizations objectives, skills and resources and its changing market opportunities 2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensKey Ideas Defining Strategic PlanningManage companies businesses as a

6、n investment portfolioAssess future profit potentialDevelop the strategy itself2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensNature of High-Performance BusinessStakeholdersProcessesResourcesOrganization2006 Pearso

7、n Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensThe Relationship Between Analysis, Planning, Implementation, and Control2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 0745

8、8 Kotler, Bowen, and MakensThe High Performance Business(Excerpted from the first quarter 1992 issue of Prism, the quarterly journal for senior managers, published by Arthur D. Little, Inc.)2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Ko

9、tler, Bowen, and MakensDynamic Relationships Among Stakeholder Groups in High Performance Businesses(Excerpted from the fourth quarter 1992 issue of Prism, the quarterly journal for senior managers, published by Arthur D. Little, Inc.)2006 Pearson Education, Inc. Marketing for Hospitality and Touris

10、m, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensCorporate Strategic PlanningCorporate headquarters sets planning process into motionGreater need for empowerment of employeesHospitality and tourism industries are international and multi-cultural2006 Pearson Education, Inc. Marketi

11、ng for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensDefining the Corporate MissionMission is shaped by History Resources determine possibilitiesMission should be based on distinctive competencies2006 Pearson Education, Inc. Marketing for Hospitality and T

12、ourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensCompetitive ScopesIndustry scope range of industries that the company will considerProducts and applications scope rang of products and applications in which the company will participateCompetencies scope range of technological

13、 and other core competencies the company will master and leverage2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensCompetitive ScopesMarket-segment scope the type of market or customers the company will serve Vertical

14、 scope the number of channel levels from raw materials to final product and distribution in which the company will engageGeographic scope the range of regions, countries or country groups where the corporation will operate2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editio

15、nUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensEstablishing Strategic Business UnitsA single business or a collection of related businesses that can be planned for separately from the rest of the companyIt has its own set of competenciesIt has a manager who is responsible for strategic plann

16、ing and profit performance 2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensAssigning Resources to Each SBUAnalytical tools, such as the Boston Consulting Group (BCG) model, are used to classify businesses by profit

17、potential2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensBCG Growth-Share MatrixRelative market shareMarket growth rateLowHighLowHighStarQuestion markCash cowDog2006 Pearson Education, Inc. Marketing for Hospitality

18、 and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensDeveloping Growth Strategies2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensDiversification GrowthConcentric diversification strategyHor

19、izontal diversification strategy Conglomerate diversification strategy 2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensIntegrative GrowthBackward integration (acquiring a supplier)Forward integration (acquiring dist

20、ributor of your product)Horizontal integration (acquiring a competitor)2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensBusiness Strategy PlanningBusiness MissionSWOT AnalysisStrengths, Weaknesses, Opportunities, Thr

21、eats2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensBusiness Strategy PlanningInternal Environment Analysis(Strengths and Weaknesses Analysis)External Environmental Analysis(Opportunities and Threats Analysis)2006 P

22、earson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensBusiness Strategy PlanningGoal FormulationArrange from most to least importantState quantitativelyMeasurable and realisticConsistent2006 Pearson Education, Inc. Marketing fo

23、r Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensBusiness Strategy PlanningStrategy FormulationStrategies are the paths to goals3 generic typesOverall cost leadershipDifferentiationFocus2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th

24、 editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensBusiness Strategy PlanningStrategic Alliances cooperative agreements between organizations that allow them to benefit from each others strengthsWhat are some strategic alliances in the hospitality and tourism industry?2006 Pearson Educati

25、on, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensBusiness Strategy PlanningProgram formulation Formulate programs that support the strategyImplementation To implement strategy, required resources and employee buy-in are necessaryFeedbac

26、k and ControlTrack results and monitor new developments2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensBusiness Strategy PlanningUnique Challenges of the hotel industry complicate the process of strategic planning M

27、ajor chains commonly do not own all properties that they manageOwners of hotel-resorts often show little interest or knowledge of their property (ego-capital concept)Professional managers often are not trained in strategic planningGlobal strategic alliances may further complicate the planning proces

28、s2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensBest PracticesHoward Schultz brings the European coffee experience to America via StarbucksFocus on growth, new products, new retail channels to stave off competition

29、2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensBest Practices in Strategic PlanningWhat did they do?The Inn on Biltmore EstatesTricon Global Restaurants (Yum Brands)Jack in the BoxThe Las Vegas HiltonHyatt HotelsBo

30、ston Greater Convention and Visitors Bureau2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River, NJ 07458 Kotler, Bowen, and MakensKey TermsAnsoff productmarket expansion gridBackward integrationCompetencies scopeConcentric diversification strategy 2006 Pearson Education, Inc. Marketing for Hospitality and Tourism, 4th editionUpper Saddle River