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Kotler • Keller Phillip Kevin Lane
Marketing Management • 14e
Developing Marke/ng Strategies and Plans
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 3 of 38
Discussion Ques/ons
1. How does marke/ng affect customer value?
2. How is strategic planning carried out at different levels of the organiza/on?
3. What does a marke/ng plan include?
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 4 of 38
The Value Delivery Approach
Value
Choose
Provide
Communicate
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 5 of 38
The Value Chain
Procurement Human Resource management Technological Development
Infrastructure
Support Ac/vi/es
Primary Ac/vi/es Service Marke/ng Outbound
Logis/cs Opera/ons Inbound Logis/cs M
argin
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 6 of 38
Core Business Processes Customer rela1onship management
Customer acquisi1on
Market-‐sensing
New-‐offering realiza1on
Fulfillment management
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 7 of 38
Core Competencies
Contributes to perceived customer benefits
Useful in a wide variety of markets
Difficult to imitate
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Holis/c Marke/ng
Value Crea/on
Value Delivery
Value Explora/on
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 9 of 38
Strategic Planning
Businesses as investment por^olio
Assessing each business’s strength
Establish a strategy
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 10 of 38
Strategic Planning, Implementa/on, and Control Processes
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 11 of 38
Marke/ng Plan
• Directs and coordinates the marke/ng effort
• Product Line or Brand Level • Strategic and Tac/cal levels
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 12 of 38
Levels of a Marke/ng Plan
• Strategic – Analysis of marke/ng opportuni/es
– Target marke/ng decisions
– Value proposi/on
• Tac/cal – Product features – Promo/on – Merchandising – Pricing – Sales channels – Service
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 13 of 38
Corporate Strategic Planning
Define corporate mission
Establish SBU’s
Assign resources to SBU’s
Assess growth opportuni/es
1
2
3
4
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 14 of 38
Defining the Corporate Mission
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?
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 15 of 38
Mission Statements
1. Focus on a limited number of goals 2. Stress major policies and values 3. Define major compe//ve spheres 4. Take a long-‐term view 5. Short, memorable, meaningful
Characteris1cs of good mission statements:
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 16 of 38
To build total brand value by innova/ng to deliver customer value and customer leadership faster, beber, and more completely than our compe//on
Vague Mission Statement
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 17 of 38
GOOGLE’S Mission Statement
To organize the world’s informa/on and make it universally accessible and useful.
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 18 of 38
Vague Philosophy
We build brands and make the world a lible happier by bringing our best to you.
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 19 of 38
GOOGLE’s Philosophy Never seble for the best.
1. Focus on the user and all else will follow. 2. It’s best to do one thing really, really well. 3. Fast is beber than slow. 4. Democracy on the web works. 5. You don’t need to be at your desk to need an answer. 6. You can make money without doing evil. 7. There is always more informa/on out there. 8. The need for informa/on crosses all borders. 9. You can be serious without a suit. 10. Great just isn’t good enough.
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 20 of 38
Strategic Business Units (SBU) Three Characteris1cs of an SBU:
A single business or collec/on of related businesses
Unique compe/tors
Leader responsible for planning and profitability
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 21 of 38
Defining Strategic Business Units
Technology
Customer groups
Customer needs
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Company Product Defini1on Market Defini1on
Union Pacific We run a railroad. We are a people-‐and-‐goods mover.
Xerox We make copying equipment.
We help improve office produc/vity.
Hess Corpora/on We sell gasoline. We supply energy.
Paramount Pictures We make movies. We market entertainment.
Encyclopaedia Britannica We sell encyclopedias We distribute informa/on.
Carrier We make air condi/oners and furnaces.
We provide climate control in the home.
Strategic Business Units
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Assigning Resources
HIGH MED LOW
HIGH
MED
LO
W
GE/McKinsey Matrix
Industry Abrac/veness
Business Posi/on
Boston Consul/ng Group Matrix
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 24 of 38
Assessing Growth Opportuni/es
Opportuni/es
New Businesses
Eliminate Businesses Downsizing
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The Strategic-‐Planning Gap
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 26 of 38
Intensive Growth
Products Current
Markets
Market Penetra/on
Market Development
Product Development
Diversifica/on
New
Curren
t New
Product-‐Market Expansion Grid
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 27 of 38
Integra/ve Growth
Business
Compe/tor
Supplier Wholesaler
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Diversifica/on Growth
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 29 of 38
Corporate Culture
… is the shared experiences, stories, beliefs, and norms that characterize an organiza/on.
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 30 of 38
Marke/ng Innova/on
Iden/fy and encourage new ideas
Scenario Analysis
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 31 of 38
Business Unit Strategic Planning
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 32 of 38
Opportunity and Threat Matrices
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SWOT Analysis
T Threat
External
Internal S Strength W Weakness
O Opportunity
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 34 of 38
Goal Formula/on
Ranked
Realis/c
Quan/fied Consistent
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 35 of 38
Strategy Formula/on
Porter’s Generic Strategies
Strategic Alliances
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Program Formula/on and Implementa/on
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Feedback and Control
Strong leadership
Copyright © 2012 Pearson Educa/on, Inc. Publishing as Pren/ce Hall Slide 38 of 38
Product Planning
Marke1ng Plans
Execu/ve Summary and table of contents
Situa/on analysis
Marke/ng strategy
Financial projec/ons
Implementa/on controls
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