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Developing Marketing
Strategies and Plans
Developing Marketing
Strategies and Plans
1-2
Levels of Goals/Plans & Their Importance
External Message
Legitimacy for
Mission
investors, customers,
Statement suppliers, community
Strategic Goals/Plans
Senior Management
(Organization as a whole)
Internal Message
Tactical Goals/Plans Legitimacy,
Middle Management motivation,
(Major divisions, functions) guides,
rationale,
standards
Operational Goals/Plans
Lower Management
(Departments, individuals)
1-3
Strategic Goals and Plans
Strategic Goals
• Where the organization wants to be in the future
• Pertain to the organization as a whole
• Strategic Plans
• Action Steps used to attain strategic goals
• Blueprint that defines the organizational activities and
resource allocations
• Tends to be long term
1-4
Levels of a Marketing Plan
• Strategic • Tactical
• Target marketing • Product features
decisions • Promotion
• Value proposition • Merchandising
• Analysis of • Pricing
marketing • Sales channels
opportunities
• Service
Developing Marketing Strategies and
Plans
Part 1: Marketing Value and Customer Value
1) The value delivery process
2) The value chain
3) Core competencies
4) A holistic marketing orientation and customer value
5) The central role of strategic planning
Part 2: Corporate and Division Strategic Planning
1) Defining the corporate mission
2) Defining the business
3) Assessing growth opportunities
4) Organization and organizational culture
Developing Marketing Strategies
and Plan
Part 3: Business Unit Strategic Planning
1) The business Mission
2) SWOT analysis
3) Goal Formulation
4) Strategic Formulation
5) Program Formulation and
Implementation
6) Feedback and Control
Developing Marketing Strategies and
Plan
Part 4: Product Planning: the Nature and Contents
of a Marketing Plan
1) Contents of the Marketing Plan
Hennes and Mauritz
Walk into a trendy Soho boutique in New York City and you might see high-fashion T-
shirts selling for $250.
Go into an H&M clothing store and you can see a version of the same style for $25.
Founded 55 years ago as a provincial Swedish clothing company, H&M (Hennes and
Mauritz) has morphed into a clothing colossus with 950 stores in 19 countries and
an ambitious plan to expand by 100 stores a year.
The reason H&M has reached this point while so many other stores—such as once-hot
Italian retailer Benetton—have floundered is that the company has a clear mission
and the creative marketing strategies and concrete plans with which to carry it out.
"Our business concept is to give the customer unbeatable value by offering fashion and
quality at the best price," is the H&M mission as expressed on the company's Web
site.
Nothing could sound simpler. Yet, fulfilling that mission requires a well-coordinated set
of marketing activities.
Hennes and Mauritz
Nike sells its product to retailers to make a profit of $7. The retailer
therefore pays roughly $47 to put a pair of Nikes on the shelf.
When the retailer's overhead (typically $30 covering personnel,
lease, and equipment) is factored in along with • a $10 profit, the
shoe costs the consumer over $80.
Encyclopedia Britannica
http://corporate.britannica.com
The Encyclopædia Britannica was born in 18th-century Scotland amid the great intellectual
ferment known as the Scottish Enlightenment.
According to one chronicler of Britannica history, Edinburgh in the mid-1700s was "a city on
the verge of a golden age, a center of learning and a home of writers, thinkers, and
philosophers.“
The first edition of the Britannica was published one section at a time, over a three-year period,
beginning in 1768.
In 1990 Encyclopædia Britannica found itself in a precarious competitive environment. CD-
ROMs and the internet had become the study tools of choice for students and others.
Microsoft’s Encarta CD-ROM and IBM’s CD-ROM joint venture World Book were attracting
Britannica’s customers.
The result book sales fell 83% between 1990-1997.
In 1994 the company developed Britannica Online, the first encyclopedia for the Internet,
which made the entire text of the Encyclopædia Britannica available worldwide. That
year the first version of the Britannica on CD-ROM was also published.
According to a company official: “we’re reinventing our business. We are not in the book
business. We’re in the information business.”
By the 2006, the company had become a premier information site on the internet (200,000)
subscribers and (150,000) web sites selected
1-12
Part 1: Marketing Value and Customer Value
• The traditional view of marketing is that the firm makes something and
then sells it. In this view, marketing takes place in the second half of the
process.
• The company knows what to make and the market will buy enough units
to produce profits. Companies that subscribe to this view have the best
chance of succeeding in economies marked by goods shortages where
consumers are not fussy about quality, features, or style—for example,
with basic staple goods in developing markets. 1-13
Part 1: Marketing Value and Customer Value
The value delivery process
1-14
Part 1: Marketing Value and Customer Value
The value delivery process
1-15
Part 1: Marketing Value and Customer Value
The value delivery process
1-16
Part 1: Marketing Value and Customer Value
1-18
Part 1: Marketing Value and Customer Value
1-19
Part 1: Marketing Value and Customer Value
1-20
Part 1: Marketing Value and Customer Value
1-21
Part 1: Marketing Value and Customer Value
1-22
3) Core Competencies
1-23
4) What is Holistic Marketing?
VALUE EXPLORATION
VALUE CREATION
To exploit a value opportunity, the company needs value-
creation skills. Marketers need to:
1) identify new customer benefits from the customer's
view;
2) utilize core competencies from its business domain;
and
3) select and manage business partners from its
collaborative networks.
• To craft new customer benefits, marketers must
understand what the customer thinks about, wants,
does, and worries about.
• Marketers must also observe who customers admire,
who they interact with, and who influences them
VALUE DELIVERY
• Delivering value often means substantial investment in
infrastructure and capabilities.
• The company must become proficient at customer
relationship management, internal resource management,
and business partnership management.
• Customer relationship management fallows the company
to discover who its customers are, how they behave, and
what they need or want.
• It also enables the company to respond appropriately,
coherently, and quickly to different customer opportunities.
Developing Marketing Strategies and Plan
1-32
Part 2: Corporate and Division Strategic Planning
1-34
Understanding Marketing Management
1-38
1) Defining the corporate mission
1-39
Corporate Mission
This seeks to embody the entire goals
of the organization and the objective of
its existence.
It seeks to provide a sense of purpose,
direction and opportunity
1-40
Defining the Corporate Mission
According to Peter Drucker, it is time to ask some
fundamental questions. What is our business? Who
is the customer? What is of value to the
customer? What will our business be? What should
our business be? Successful companies
continuously raise these questions and answer
them thoughtfully and thoroughly.
1-41
5 questions that the firm must
ask itself
What is our business?
Who is our customer?
What does our customer need?
What will our business be?
What should our business be?
1-42
Organizations develop mission statements to share with managers,
employees, and (in many cases) customers.
1-43
Good mission Statements
1-44
Rubbermaid Commercial Products, Inc.
• Industry
• Products
• Competence
• Market segment
• Vertical channels (Ford)
• Geographic
Defining the Business
• Customer groups
• Customer needs
• Technology
Table 2.2
Product Orientation vs. Market Orientation
Company Product Market
Missouri-Pacific We run a railroad We are a people-
Railroad and-goods mover
1-54
SBU has three characteristics:
1. It is a single business or collection of related
businesses that can be planned separately
from the rest of the company.
2. It has its own set of competitors.
3.It has a manager who is responsible for
strategic planning and profit performance and
who controls most of the factors affecting profit.
1-55
Assessing Growth Opportunities
1. planning new businesses,
2. downsizing, or
3. terminating older businesses.
1-56
Assessing Growth Opportunities
1-57
Assessing Growth Opportunities
1. INTENSIVE GROWTH
2. Integrative Growth
3. Diversification Growth
4. Downsizing and Divesting
Older Business
1-58
Assessing Growth Opportunities
1-59
Assessing Growth Opportunities
1.market-penetration strategy The
company first considers whether it could gain
more market share with its current products
in their current markets .
2.market-development strategy the
company considers whether it can find or
develop new markets for its current products.
3.product-development strategy the
company considers whether it can develop
new products of potential interest to its
current markets
4.diversification strategy the company will
also review opportunities to develop new
products for new markets.
1-60
Four market-product strategies: alternative ways to expand
sales revenues for Ben & Jerry’s
Slide 2-27
Success Probability for each of the 4 basic
strategies:
Diversification strategy 1 in 20
Market-development Strategy is 1 in 4
Product-development strategy 50-50
Market-penetration is the highest
Business Unit Strategic Planning
Strategic planning:
Developing a strategic fit between
organizational goals and capabilities, and
changing marketing opportunities
1-63
Ben & Jerry’s: a SWOT analysis to get it growing again
Slide 2-34
Business Portfolio Analysis
Planning
Implementation
Evaluation
Planning Phase – Situation Analysis
sales analysis
market share analysis
expense to sales analysis
SBU
Establishing Strategic Business Units
A business can be defined in terms of three
dimensions: customer groups, customer needs, and
technology.
1-72
Assigning Resources to SBUs
1-74
The Mission
1-75
Corporate Headquarters’
Planning Activities
1-80
The Planning Process
Analysing Market opportunities
Developing Marketing strategies
Planning Marketing Programs
Managing the Marketing Effort
1-81
Marketing Control
Annual Plan control
Profitability control
Strategic Control
1-82
Market-oriented strategic
planning
Market-oriented strategic is the managerial process of
developing and maintaining a viable fit among the
organization’s objectives, skills, and resources and its
changing market opportunities.
1-83
What is Corporate Culture?
• Strengths
• Weaknesses
• Opportunities
• Threats
Goal Formulation
Once the company has performed a SWOT analysis, it can proceed to
develop specific goals for the planning period.
2) Strategic Alliances
Executive summary
Table of contents
Situation analysis
Marketing strategy
Financial projections
Implementation controls
Evaluating a Marketing Plan