Session 1

Introductions
Group Identifications
Syllabus & Adoption
Lectures

Introductions Self & Class

Self
Ihegazie S. Okpara, PhD.
Professor
Department of Marketing
Faculty of Business Administration
Abia State University
PMB 2000
Uturu, Nigeria
gazie.okpara@absu.edu.ng
gazieokpara@yahoo.com

Groups/Syndicates
Number & Constituents
14 (4:4:3:3)

Syllabus & Adoption

10 sessions of 4:4:2 per week

Attendance/Short Assignments
Quiz (S. 10)
10%
Group Work: 38%

2%

Case Analysis I (S. 3, 6 & 7)

(10%)
Case Analysis II (S. 5, 8 & 9)
(10%)
Factory Visits Report (S. 9)
(8%)
Term Project (Frid., 29:04:16) (10%)

Final Exam 50%

Total
100%

Rules of Engagement

Cell Phones
Class Punctuality: 10 minutes DOF
Learning Resilience
Dress Sense, especially on
presentation days

Lectures
Concept of Case Analysis in Strategic
Marketing
Introduction to Strategic Marketing
Strategic Marketing Planning

Text
Hooley, G., Piercy, N. and Nicoulaud,
B, (2011). Marketing Strategy and
Competitive Positioning, 5th Ed,
FT/Prentice Hall
(Option is 4 edition).

Case Analysis in Strategic Marketing

Meaning practice + theory
Essence honing decisions in
synthetic settings, unearth students
flair, etc.

Introduction to Strategic
Marketing
Strategy
Marketing
Strategic Marketing

Intro
Strategy
military origin/term
war masterplan/blueprint

Intro
Marketing
Controversial (in theory & practice)
Convertible (Individual, Institutions:
profit/non-profit)

Intro
Marketing
An organizational function and a set of
processes for creating, communicating
and delivering value to customers, and
managing customer relationships in
ways that benefit the organization and
its stakeholders

Intro
Strategic Marketing
Aspect of marketing focus on achieving
a sustainable long-term competitive
position in the marketplace, which yields
profit and stakeholder value.
Stakeholders: internal & external (see
later slide 18)

Foundations of Strategic
Marketing
Marketing Concept
Market Orientation

Foundations of SM
Marketing Concept
Achieving organizational goals by
determining the needs and wants of
target markets (consumers), and
delivering the desired satisfactions more
effectively and efficiently than
competitors do.
Related: Consumer Sovereignty, Customer
as Kings, Customer is always right,

Foundations of SM
Market Orientation
The Organizational Culture which
creates the necessary panorganizational behaviors for creating
and delivering superior value, hence
performance

Foundations of SM
Characteristics of Market Orientation
Customer orientation: continuously knowing
him & his needs (present & possible)
Competitor orientation: immediate & likely
capabilities
Interfunctional coordination: harmonised
resources for relevant value
Organizational culture: linking customer touchpoints
Long-term* profit focus: overriding objective

Assignment 1
Conduct a Market Orientation Audit
on your company/institution, using
the scheme on pp. 11-13 (4th ed.)
Submission/discussion is slated for
Session 2.
NB: All opinions should be justified.

Organizational Stakeholders
Individuals & groups with various vested
interests in any company/institution.

Recall the SM bottomline yielding

sustainable long-run profits and
stakeholder value!
Stakeholder Value
Complementary
Conflicting

Stakeholders/Interests*
Shareholders/Owners dividends & share
prices/profits
Employees compensation, job security &
satisfaction
Professional Managers
Customerssometimes difficult to pinpoint
Suppliers (inbounds)
Distributors (outbounds)
Community
*Periodic prioritization for attention, resources, etc

Strategic Marketing
Planning (SMP)
The Process:
Defining the Mission/Purpose
The Marketing Strategy Process*
Establishing the Core Strategy
Creation of the Competitive Positioning
Implementation
*Should come just before implementation

SMP 1 Mission/Purpose
In developing a statement of mission,
management must take into account
three key elements:
The organizations history
The organizations distinctive
competitiveness
The organizations environment

SMP 1 Mission/Purpose
Contd.
Dimensions of an effective mission statement
(Assignment 2: Recall and analyse your
organizations mission/vision statement along these
dimensions. To be submitted and discussed in Session
2)
Strategic intent: vision of where the firm wants to
distinctively be in the foreseeable future
Organizational Values: the ethical and moral tone
Distinctive competencies: what is special/unique
about the organization, relative to others
Market-focused: the major target

SMP 1 Mission/Purpose
Contd.
An effective mission statement
should be:
Focused on markets (rather than
products)
Achievable
Motivating

GIMPA Mission Statement

To maintain a Centre of Excellence for
training in public and business
administration, by continuously enhancing
the capability of middle and top level
executives in public and private sectors,
as well as Non-Governmental
Organizations (NGOs) both in Ghana and
internationally to manage their institutions
and enterprises efficiently and effectively

SMP 2 Marketing Strategy

for pursuing and achieving the
mission
SWOT Analysis
Marketing Objectives
Market Targets (for both customers &
competitors)
Marketing Mix

SMP 2 Marketing Strategy

SWOT Analysis

SMP 2 Marketing Strategy

Marketing Objectives
Sales
Profits

SMP 2 Marketing Strategy

Market Targets (for both customers &
competitors)

SMP 2 Marketing Strategy

Marketing Mix

SMP 3 Establishing the Core

Strategy
Analysis of resources & potentials (see SWOT)
assets & capabilities
structural weaknesses
Product portfolio: guides choices for investments and
strategic direction (see Kotlers 7-point portfolio status on
p. 37).
NB: Portfolio balance is vital between today and tomorrow
breadwinners for sustainable LR growth.

Key Factors for Success or Critical Success Factors

SMP 3 Core Strategy Contd.

Core Strategic Focus:
Increase Sales
Expand Existing Market : New uses, new users,
use frequency
Increase Market Share : win, acquire, alliances

Improve Profitability from Existing Sales

Increase Margins: Price, value, product mix
pruning (LR caution!)
Reduce Costs: Marketing costs

SMP 3 - Summary of Core

Strategic Focus (Based on ProductMarket Matrix)

SMP 4 Competitive
Positioning
where to compete with what core
competencies

Target market
Differential advantage
Cost leadership
Differentiation: design, style, price,
image, etc.

SMP 5 - Implementation
Marketing Mix
Marketing Organization
Control

End
Next Session:
PEST/SWOT Analysis