Chapter 2 Developing Marketing Strategies And Plans
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Phillip
Kevin Lane
Kotler • Keller Marketing Management • 14e
h C
p a
r e t 2
Developing Marketing Strategies and Plans
Discussion Questions 1. How does marketing affect customer value? 2. How is strategic planning carried out at different levels of the organization? 3. What does a marketing plan include? Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 3 of 38
The Value Delivery Approach
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 4 of 38
The Value Chain
Support Activitie s
Inbound Outboun Operation Marketin Service Logistic d s g s Logistics Procurement Human Resource management Technological Development Infrastructure
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Margin
Primary Activitie s
Slide 5 of 38
Core Business Processes Fulfillment managemen t
Customer relationship management Customer acquisition
Newoffering realization Marketsensing Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 6 of 38
Strategic Planning Businesses as investment portfolio Assessing each business’s strength Establish a strategy Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 7 of 38
e r u g .1 i F 2
Strategic Planning, Implementation, and Control Processes
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 8 of 38
Marketing Plan • Directs and coordinates the marketing effort • Product Line or Brand Level • Strategic and Tactical levels
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 9 of 38
Levels of a Marketing Plan • Strategic – Analysis of marketing opportunities – Target marketing decisions – Value proposition
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
• Tactical – – – – – –
Product features Promotion Merchandising Pricing Sales channels Service
Slide 10 of 38
Corporate Strategic Planning 1
Define corporate mission
2
Establish SBU’s
3
Assign resources to SBU’s
4
Assess growth opportunities
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 11 of 38
Defining the Corporate Mission
What is our business ? What should our business
Who is the customer ?
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
What is of value to the customer?
What will our business
Slide 12 of 38
Mission Statements Characteristics of good mission statements: 1. Focus on a limited number of goals 2. Stress major policies and values 3. Define major competitive spheres 4. Take a long-term view 5. Short, memorable, meaningful Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 13 of 38
Vague Mission Statement
To build total brand value by innovating to deliver customer value and customer leadership faster, better, and more completely than our competition
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 14 of 38
GOOGLE’S Mission Statement To organize the world’s information and make it universally accessible and useful.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 15 of 38
Vague Philosophy We build brands and make the world a little happier by bringing our best to you.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 16 of 38
GOOGLE’s Philosophy Never settle for the best. 1. 2. 3. 4. 5.
Focus on the user and all else will follow. It’s best to do one thing really, really well. Fast is better than slow. Democracy on the web works. 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 information out there. 8. The need for information crosses all borders. 9. You can be serious without a suit. 10.Great just isn’t good enough. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 17 of 38
Strategic Business Units (SBU) Three Characteristics of an SBU: Unique competitors
A single business or collection of related businesses Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Leader responsible for planning and Slide 18 of 38
Defining Strategic Business Units Customer groups
Customer needs Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Technology Slide 19 of 38
Strategic Business Units Company
Product Definition
Union Pacific We run a railroad.
Market Definition
We are a people-and-goods mover.
Xerox
We make copying equipment.
We help improve office productivity.
Hess Corporation
We sell gasoline.
We supply energy.
Paramount Pictures
We make movies.
We market entertainment.
Encyclopaed We sell encyclopedias ia Britannica Carrier
We make air conditioners and furnaces.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
We distribute information. We provide climate control in the home. Slide 20 of 38
Assigning Resources
MED
Boston Consulting Group Matrix
LOW
Business Position
HIGH
GE/McKinsey Matrix
LOW
MED
HIGH
Industry Attractiveness
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 21 of 38
Assessing Growth Opportunities
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 22 of 38
e r u g Fi 2.2
The Strategic-Planning Gap
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 23 of 38
Intensive Growth
New Current
Markets
Product-Market Expansion Grid Market Developme nt
Diversificat ion
Market Penetration
Product Developme nt
Current
New
Products Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 24 of 38
Integrative Growth
Business
Wholesal er
Competitor
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 25 of 38
Diversification Growth
w e N
o p Op
ty i n u rt
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 26 of 38
Corporate Culture
… is the shared experiences, stories, beliefs, and norms that characterize an organization.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 27 of 38
Marketing Innovation
Identify and encourage new ideas
Scenario Analysis
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 28 of 38
e r u g Fi 2.3
Business Unit Strategic Planning
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 29 of 38
e r u g Fi 2.4
Opportunity and Threat Matrices
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 30 of 38
External
Internal
SWOT Analysis
SW OT
Strength
Weakness
Opportunit y
Threat
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 31 of 38
Goal Formulation Ranked
Consisten t
Quantifie d
Realistic Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 32 of 38
Strategy Formulation Porter’s Generic Strategies
Strategic Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 33 of 38
Program Formulation and Implementation
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 34 of 38
Feedback and Control
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Strong leadership
Slide 35 of 38
Product Planning Marketing Plans
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 36 of 38
Kevin Lane
Kotler • Keller Marketing Management • 14e
h C
p a
r e t 2
Developing Marketing Strategies and Plans
Discussion Questions 1. How does marketing affect customer value? 2. How is strategic planning carried out at different levels of the organization? 3. What does a marketing plan include? Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 3 of 38
The Value Delivery Approach
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 4 of 38
The Value Chain
Support Activitie s
Inbound Outboun Operation Marketin Service Logistic d s g s Logistics Procurement Human Resource management Technological Development Infrastructure
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Margin
Primary Activitie s
Slide 5 of 38
Core Business Processes Fulfillment managemen t
Customer relationship management Customer acquisition
Newoffering realization Marketsensing Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 6 of 38
Strategic Planning Businesses as investment portfolio Assessing each business’s strength Establish a strategy Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 7 of 38
e r u g .1 i F 2
Strategic Planning, Implementation, and Control Processes
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 8 of 38
Marketing Plan • Directs and coordinates the marketing effort • Product Line or Brand Level • Strategic and Tactical levels
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 9 of 38
Levels of a Marketing Plan • Strategic – Analysis of marketing opportunities – Target marketing decisions – Value proposition
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
• Tactical – – – – – –
Product features Promotion Merchandising Pricing Sales channels Service
Slide 10 of 38
Corporate Strategic Planning 1
Define corporate mission
2
Establish SBU’s
3
Assign resources to SBU’s
4
Assess growth opportunities
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 11 of 38
Defining the Corporate Mission
What is our business ? What should our business
Who is the customer ?
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
What is of value to the customer?
What will our business
Slide 12 of 38
Mission Statements Characteristics of good mission statements: 1. Focus on a limited number of goals 2. Stress major policies and values 3. Define major competitive spheres 4. Take a long-term view 5. Short, memorable, meaningful Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 13 of 38
Vague Mission Statement
To build total brand value by innovating to deliver customer value and customer leadership faster, better, and more completely than our competition
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 14 of 38
GOOGLE’S Mission Statement To organize the world’s information and make it universally accessible and useful.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 15 of 38
Vague Philosophy We build brands and make the world a little happier by bringing our best to you.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 16 of 38
GOOGLE’s Philosophy Never settle for the best. 1. 2. 3. 4. 5.
Focus on the user and all else will follow. It’s best to do one thing really, really well. Fast is better than slow. Democracy on the web works. 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 information out there. 8. The need for information crosses all borders. 9. You can be serious without a suit. 10.Great just isn’t good enough. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 17 of 38
Strategic Business Units (SBU) Three Characteristics of an SBU: Unique competitors
A single business or collection of related businesses Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Leader responsible for planning and Slide 18 of 38
Defining Strategic Business Units Customer groups
Customer needs Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Technology Slide 19 of 38
Strategic Business Units Company
Product Definition
Union Pacific We run a railroad.
Market Definition
We are a people-and-goods mover.
Xerox
We make copying equipment.
We help improve office productivity.
Hess Corporation
We sell gasoline.
We supply energy.
Paramount Pictures
We make movies.
We market entertainment.
Encyclopaed We sell encyclopedias ia Britannica Carrier
We make air conditioners and furnaces.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
We distribute information. We provide climate control in the home. Slide 20 of 38
Assigning Resources
MED
Boston Consulting Group Matrix
LOW
Business Position
HIGH
GE/McKinsey Matrix
LOW
MED
HIGH
Industry Attractiveness
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 21 of 38
Assessing Growth Opportunities
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 22 of 38
e r u g Fi 2.2
The Strategic-Planning Gap
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 23 of 38
Intensive Growth
New Current
Markets
Product-Market Expansion Grid Market Developme nt
Diversificat ion
Market Penetration
Product Developme nt
Current
New
Products Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 24 of 38
Integrative Growth
Business
Wholesal er
Competitor
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 25 of 38
Diversification Growth
w e N
o p Op
ty i n u rt
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 26 of 38
Corporate Culture
… is the shared experiences, stories, beliefs, and norms that characterize an organization.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 27 of 38
Marketing Innovation
Identify and encourage new ideas
Scenario Analysis
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 28 of 38
e r u g Fi 2.3
Business Unit Strategic Planning
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 29 of 38
e r u g Fi 2.4
Opportunity and Threat Matrices
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 30 of 38
External
Internal
SWOT Analysis
SW OT
Strength
Weakness
Opportunit y
Threat
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 31 of 38
Goal Formulation Ranked
Consisten t
Quantifie d
Realistic Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 32 of 38
Strategy Formulation Porter’s Generic Strategies
Strategic Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 33 of 38
Program Formulation and Implementation
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 34 of 38
Feedback and Control
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Strong leadership
Slide 35 of 38
Product Planning Marketing Plans
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 36 of 38
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