Download Components of the Marketing Plan

Part One
Marketing
and Its
Environment
2
Strategic Planning
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PowerPoint Presentation by Charlie Cook
Chapter Learning Objectives
• To describe the strategic planning process
• To explain how organizational resources and
opportunities affect the planning process
• To understand the role of the mission statement
in strategic planning
• To examine corporate, business-unit, and
marketing strategies
• To understand the process of creating the
marketing plan
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2–2
Chapter Outline
• Understanding the Strategic Planning Process
• Assessing Organizational Resources and
Opportunities
• Establishing an Organizational Mission and
Goals
• Developing Corporate and Business-Unit
Strategies
• Developing a Marketing Strategy
• Creating the Marketing Plan
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2–3
Understanding the Strategic Planning
Process
• Strategic Planning
–The process of establishing an organizational mission
and formulating goals, corporate strategy, marketing
objectives, marketing
strategy, and a
marketing plan
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2–4
Components of Strategic Planning
Source: Figure adapted from Marketing Strategy by O. C. Ferrell, Michael Hartline, and George Lucas, Jr.
Copyright © 2002 by Harcourt Brace & Company. Reproduced by permission of the publisher.
Copyright © Houghton Mifflin Company. All rights reserved.
FIGURE 2.1
2–5
Understanding the Strategic Planning
Process (cont’d)
• Marketing Strategy
–A strategy for identifying and analyzing a target market
and developing a marketing mix to meet the needs of
that market
• Marketing Plan
–A written document that specifies
the activities to be performed to
implement and control an
organization’s marketing activities
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2–6
Assessing Organizational Resources and
Opportunities
• Core Competencies
–Things a firm does extremely well (strengths), which
sometimes give it an advantage over its competition
• Financial and human resources
• Reputation, goodwill, and brand names
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2–7
Assessing Organizational Resources and
Opportunities (cont’d)
• Market Opportunity
–A combination of circumstances and timing that permits
an organization to reach a target market
• Core competencies are matched to opportunities
• Strategic windows—temporary periods of optimal fit
between the key requirements of a market and the
particular capabilities of a firm
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2–8
Assessing Organizational Resources and
Opportunities (cont’d)
• Competitive Advantage
–The result of a company’s matching
a core competency (superior skill
or resources) to opportunities
in the marketplace
• Manufacturing skills
• Technical skills
• Marketing skills
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2–9
Establishing an Organizational Mission
and Goals
• Mission Statement
–A long-term view, or vision, of what the organization
wants to become
–Mission statement answers two questions:
• Who are our customers?
• What is our core
competency?
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2–10
Establishing an Organizational Mission
and Goals (cont’d)
• Mission Statement Benefits
–Provides a clear purpose and direction that keeps the
organization on track
–Distinguishes the organization from competing
organizations
–Provides direction for strategic planning
–Fosters a marketing orientation
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2–11
Southwest Airlines Mission Statement
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2–12
Establishing an Organizational Mission
and Goals (cont’d)
• Organizational goals
–are derived from the mission statement.
–provide focus for the end results (attainment of goals)
the organization seeks.
• Short-term goals addressing immediate competitive
necessities
• Long-term goals for achieving sustainable competitive
advantage
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2–13
Developing Corporate and Business-Unit
Strategies
• Corporate Strategy
–A strategy that determines the means for utilizing
resources in the various functional areas to reach the
organization’s goals
•
•
•
•
Determines the scope of the business
Guides its resource deployment
Identifies its competitive advantages
Provides overall coordination of functional areas
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2–14
Developing Corporate and Business-Unit
Strategies (cont’d)
• Issues Impacting on Corporate Strategy
Development
–Corporate culture
–Competition
–Differentiation
–Diversification
–Interrelationships among business units
–Environment concerns and social issues
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2–15
Levels of Strategic Planning
FIGURE 2.2
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2–16
Business-Unit Strategy
• Strategic Business Unit (SBU)
–A division, product line, or other profit center within a
parent company
• Portfolio Analysis
–Classification of the individual performance capabilities
of each of the SBUs in the firm’s portfolio to determine
the proper allocation of scarce resources among those
divisions
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2–17
Business-Unit Strategy (cont’d)
• Market
–A group of individuals and/or organizations that have
needs for products in a product class and have the
ability, willingness, and authority to purchase those
products
• Market Share
–The percentage of a market
that actually buys a specific
product from a particular
company
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2–18
Business-Unit Strategy (cont’d)
• Market-Growth/Market-Share Matrix
–A strategic planning tool based on the philosophy that a
product’s market growth rate and market share are
important in determining marketing strategy
–Factors determining SBU/product’s position within a
matrix
• Product-market growth rate
• Relative market share
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2–19
Growth-Share Matrix Developed by the Boston
Consulting Group
Source: Perspectives, No. 66, “The Product Portfolio.” Reprinted by permission from The Boston Consulting Group, Inc.,
Boston, MA. Copyright © 1970.
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FIGURE 2.3
2–20
Business-Unit Strategy (cont’d)
• Market-Growth/Market-Share Matrix (cont’d)
–BCG Classification
• Star—high growth market, dominant market share
–requires additional resources for continued growth
• Cash cow—low growth, dominant market share
–generates surplus resources for allocation to other SBUs
• Dog—low/declining market, subordinate market share
–has diminished prospects and represents a drain on the
portfolio
• Question mark—high growth market, low market share
–represents a high-risk/cost opportunity requiring a large
commitment of resources to build market share
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2–21
Growth Strategies for Business Units
• Intensive Growth
–Growth occurring when current products and current
markets have the potential for increasing sales
–Market penetration: increasing sales of current
products in current markets
–Market development: increasing sales of current
product in new markets
–Product development: increasing sales by improving
present products or developing new products for
current markets
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2–22
Growth Strategies for Business Units
(cont’d)
• Diversified Growth
–Growth occurring when new products are developed to
be sold in new markets
–Advantage of diversified growth is the spread of risk
across a number of markets
–Diversification allows for a wider use of managerial,
technical, and financial resources
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2–23
Competitive Growth Strategies
Source: H. I. Ansoff, New Corporate Strategy (New York: Wiley, 1988), p. 109.
Copyright © Houghton Mifflin Company. All rights reserved.
FIGURE 2.4
2–24
Developing a Marketing Strategy
• Target Market Selection
–Defining/understanding the target market by
• focusing on specific profitable customer groups/market
segments.
• recognizing changes occurring in the market.
• Creating the Marketing Mix
• Analyze customer needs, preferences,
and behavior
• Have the skills and resources required for product design,
pricing, distribution, and promotion
• Maintain strategic consistency and
flexibility in marketing mix decisions
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2–25
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2–26
Creating the Marketing Plan
• Marketing Planning
–The process of assessing opportunities and resources,
determining objectives, defining strategies, and
establishing guidelines for implementation and control
of the marketing program
–Planning time periods
• Short-range: one year or less
• Moderate-range: one to five years
• Long-range: more that five years
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2–27
The Marketing Planning Cycle
FIGURE 2.5
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2–28
The Marketing Planning Cycle (cont’d)
1. Assessment of marketing opportunities and
resources
2. Development or revision of marketing objectives
relative to performance
3. Revision or formulation of marketing strategy
4. Development or revision of the plan for
implementation and control
5. Implementation of marketing plan
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2–29
The Marketing Planning Cycle (cont’d)
• Benefits of Planning
–Provides the basis for internal communication among
employees
–Defines the assignment of responsibilities and tasks
and sets the schedules for implementation
–Presents objectives and specifies resource allocations
–Helps in monitoring and evaluating the performance of
the marketing strategy
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2–30
Components of the Marketing Plan
• Executive Summary
–A synopsis of the the entire marketing plan
• Introduction, major plan aspects, implementation costs
• Environmental Analysis
–Marketing environment
• Competitive, economic, political, legal and regulatory,
technological, and sociocultural factors
–Target market(s)
• Current and anticipated market/customer needs
–Current marketing objectives and performance
• Consistency of objectives with marketing environment
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2–31
Components of the Marketing Plan
(cont’d)
• SWOT Analysis
–An assessment of the organization’s strengths,
weaknesses, opportunities, and threats
•
•
•
•
Strengths—competitive advantages or core competencies
Weaknesses—limitations on competitive capability
Opportunities—favorable conditions in the environment
Threats—conditions or barriers to reaching objectives
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2–32
The Four-Cell SWOT Matrix
Source: Adapted from Nigel F. Piercy, Market-Led Strategic Change. Copyright © 1992 Butterworth-Heinemann Ltd., p. 371. Used
with permission.
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FIGURE 2.6
2–33
Components of the Marketing Plan
(cont’d)
• Marketing Objectives
–A statement of what is to be accomplished through
marketing activities that match strengths to
opportunities, and provide for the conversion of
weaknesses to strengths
•
•
•
•
Stated in clear, simple terms
Should be accurately measurable
Specify a time frame for accomplishment
Consistent with business-unit and corporate strategy
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2–34
Components of the Marketing Plan
(cont’d)
• Marketing Strategies
–A description of how the firm will achieve its marketing
objectives and manage its relationship with its
customers to gain advantage over the competition
• Choice of target market
• Development of the marketing mix
–Sustainable competitive advantage
• An advantage that the competition cannot copy that is the
intended result of the successful implementation of the
marketing plan
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2–35
Components of the Marketing Plan
(cont’d)
• Marketing Implementation
–Specific actions and activities that will be taken to carry
out the marketing strategy
• Activities, responsibilities, costs, schedules/timetables
• Evaluation and Control
–Defines how the success of the plan will be measured
• Sets performance standards and variance correction
measures
• Financial monitoring procedures and controls (audits)
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2–36
Components of the Marketing Plan
(cont’d)
• Using the Marketing Plan
–Putting effort and creative thought into the plan is
essential.
–Having a good marketing information system is critical.
–Exercising sound managerial judgment is necessary.
–Following the plan while maintaining adaptive flexibility
in adjusting to changing market environment conditions
is required.
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2–37
After reviewing this chapter you should:
• Be able to describe the strategic planning
process.
• Know how organizational resources and
opportunities affect the planning process.
• Understand the role of the mission statement in
strategic planning.
• Be familiar with corporate, business-unit, and
marketing strategies.
• Understand the process of creating a marketing
plan.
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2–38
Chapter 2
Supplemental Slides
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2–39
Key Terms and Concepts
• The following slides (a listing of terms and
concepts) are intended for use at the instructor’s
discretion.
• To rearrange the slide order or alter the content
of the presentation
–select “Slide Sorter” under View on the main menu.
–left click on an individual slide to select it; hold and drag
the slide to a new position in the slide show.
–To delete an individual slide, click on the slide to select,
and press the Delete key.
–Select “Normal” under View on the main menu to return
to normal view.
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2–40
Important Terms
• Strategic Planning
–The process of establishing an organizational mission
and formulating goals, corporate strategy, marketing
objectives, marketing strategy, and a marketing plan
• Marketing Strategy
–A strategy for identifying and analyzing a target market
and developing a marketing mix to meet the needs of
that market
• Marketing Plan
–A written document that specifies the activities to be
performed to implement and control an organization’s
marketing activities
Copyright © Houghton Mifflin Company. All rights reserved.
2–41
Important Terms
• Core Competencies
–Things a firm does extremely well (strengths), which
sometimes give it an advantage over its competition
• Market Opportunity
–A combination of circumstances and timing that permits
an organization to reach a target market
• Strategic Window
–A temporary period of optimal fit between the key
requirements of a market and the particular capabilities
of a firm
Copyright © Houghton Mifflin Company. All rights reserved.
2–42
Important Terms
• Competitive Advantage
–The result of a company’s matching a core competency
(superior skill or resources) to opportunities in the
marketplace
• Mission Statement
–A long-term view, or vision, of what the organization
wants to become
• Corporate Strategy
–A strategy that determines the means for utilizing
resources in the various functional areas to reach the
organization’s goals
Copyright © Houghton Mifflin Company. All rights reserved.
2–43
Important Terms
• Strategic Business Unit (SBU)
–A division, product line, or other profit center within a
parent company
• Market
–A group of individuals and/or organizations that have
needs for products in a product class and have the
ability, willingness, and authority to purchase these
products
• Market Share
–The percentage of a market that actually buys a
specific product from a particular company
Copyright © Houghton Mifflin Company. All rights reserved.
2–44
Important Terms
• Market-Growth/Market-Share Matrix
–A strategic planning tool based on the philosophy that a
product’s market growth rate and market share are
important in determining marketing strategy
• Intensive Growth
–Growth occurring when current products and current
markets have the potential for increasing sales
• Diversified Growth
–Growth occurring when new products are developed to
be sold in new markets
Copyright © Houghton Mifflin Company. All rights reserved.
2–45
Important Terms
• Marketing Planning
–The process of assessing opportunities and resources,
determining objectives, defining strategies, and
establishing guidelines for implementation and control
of the marketing program
• SWOT Analysis
–An assessment of the organization’s strengths,
weaknesses, opportunities, and threats
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2–46
Important Terms
• Strengths
–Competitive advantages or core competencies that give
a firm an advantage in meeting the needs of its target
market
• Weaknesses
–Any limitations a firm faces in developing or
implementing a marketing strategy
• Opportunities
–Favorable conditions in the environment that could
produce rewards for an organization if acted on
properly
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2–47
Important Terms
• Threats
–Conditions or barriers that may prevent a firm from
reaching its objectives
• Marketing Objective
–A statement of what is to be accomplished through
marketing activities
• Sustainable Competitive Advantage
–An advantage that the competition cannot copy
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2–48
Transparency Figure 2D
Most Important Role of a Chief Executive Officer (CEO)
Source: American Demographics, July 2000, p. 24. Adapted with permission
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2–49