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Chapter 2 Developing Marketing Strategies and Plans Copyright © 2016 Pearson Education, Inc. 2-1 The value delivery process CHOOSING THE VALUE PROVIDING THE VALUE COMMUNICATING THE VALUE Copyright © 2016 Pearson Education, Inc. 2-2 The Value chain • A tool for identifying ways to create more customer value – Every firm is a synthesis of activities performed to design, produce, market, deliver, and support its product COPYRIGHT © 2016 PEARSON Copyright ©EDUCATION, 2016 PearsonINC. Education, Inc. 1-3 2-3 THE VALUE CHAIN Copyright © 2016 Pearson Education, Inc. 2-4 Core competencies • A source of competitive advantage • Applications in a wide variety of markets • Difficult for competitors to imitate COPYRIGHT © 2016 PEARSON Copyright ©EDUCATION, 2016 PearsonINC. Education, Inc. 1-5 2-5 Central role of strategic planning • Managing the businesses as an investment portfolio • Assessing the market’s growth rate and the company’s position in that market • Establishing a strategy COPYRIGHT © 2016 PEARSON Copyright ©EDUCATION, 2016 PearsonINC. Education, Inc. 1-6 2-6 Marketing plan • The central instrument for directing and coordinating the marketing effort – Strategic – Tactical Copyright © 2016 Pearson Education, Inc. 2-7 Marketing Plan Contents Executive summary Table of contents Situation analysis Marketing strategy Marketing tactics Financial projections Implementation controls Copyright © 2016 Pearson Education, Inc. 2-8 Figure 2.1 Strategic Planning, Implementation, and Control Processes COPYRIGHT © 2016 PEARSON Copyright ©EDUCATION, 2016 PearsonINC. Education, Inc. 1-9 2-9 Corporate and division strategic planning • Defining the corporate mission • Establishing strategic business units • Assigning resources to each strategic business unit • Assessing growth opportunities Copyright © 2016 Pearson Education, Inc. 2-10 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 © 2016 Pearson Education, Inc. 2-11 Establishing Strategic Business Units • A single business or collection of related businesses • Has its own set of competitors • Has a leader responsible for strategic planning and profitability Copyright © 2016 Pearson Education, Inc. 2-12 Assessing growth opportunities Copyright © 2016 Pearson Education, Inc. 2-13 INTENSIVE GROWTH STRATEGIES ANSOFF’S PRODUCT-MARKET EXPANSION GRID Copyright © 2016 Pearson Education, Inc. 2-14 Figure 2.4 The Business Unit Strategic-planning Process Copyright © 2016 Pearson Education, Inc. 2-15 SWOT Analysis Strengths Weaknesses Opportunities Threats Copyright © 2016 Pearson Education, Inc. 2-16 Strategic formulation: Porter’s Generic Strategies OVERALL COST LEADERSHIP DIFFERENTIATION FOCUS Copyright © 2016 Pearson Education, Inc. 2-17