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Strategic Marketing Planning
Capturing the Big Picture
Chapter Objectives
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Explain the strategic planning process
Describe the steps in marketing planning
Explain operational planning
Explain the key role of implementation and
control on marketing planning
• Discuss some of the important aspects of
an organization’s internal environment
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Business Planning:
Composing the Big Picture
• Business planning: ongoing process of
making decisions that guide the firm both
in the short term and for the long haul
Identifies/builds on firm’s strengths
Helps managers make informed decisions
Develops objectives before action is taken
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3 Levels of Business Planning
• 1. Strategic planning
by top-level corporate management
• 2. Functional planning
by top functional-level management
• such as the chief marketing officer
• 3. Operational planning
by supervisory managers
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1. Strategic Planning
• Managerial decision process that matches
firm’s resources & capabilities to its
marketing opportunities for long-term
growth
 Top management
• defines firm’s purpose and objectives
 Example: increase firm’s total revenues by 20%
over next five years
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2. Functional (Tactical) Planning
• by various functional areas of firm
• a broad 5-year plan
to support strategic plan and a detailed
annual plan
• Example:
to gain 40% of a particular market with three
new products during coming year
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3. Operational Planning
• First-line managers
 focus on day-to-day execution of functional plans
• includes detailed annual, semiannual, or
quarterly plans
• Example:
 units of a product a salesperson needs to sell per
month
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Business planning
steps
All Business Planning
Is an Integrated Activity
• Strategic, functional, and operational
plans
must work together
for benefit of whole firm
• must understand how they fit
with the organization’s direction and
resources
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Strategic Planning: Framing the Picture
• strategic business units (SBUs)
 divisions in Very large multiproduct firms
 Individual units within the firm that operate like
separate businesses with each having its own
mission, business objectives, resources,
managers, and competitors
• strategic planning done
 at both the corporate and SBU levels
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Step 1: Define the Mission
• Mission statement: a formal document
that describes the organization’s overall
purpose and what it hopes to achieve in
terms of its customers, products, and
resources
• Mission should not be too broad, too
narrow, too shortsighted
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Step 1: Define the Mission
• What business are we in?
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• What customers should we serve?
• How do we develop firm’s capabilities &
focus its efforts?
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Step 1: Define the Mission
• Examples of mission statements
 MADD: “to stop drunk driving, support the victims of
this violent crime, and prevent underage drinking”
 NeoMedia Technologies: “provide ground-breaking
new technologies to companies everywhere”
 Xerox: provide “document solutions”
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Step 2: Evaluate the Internal
& External Environment
• Situational /environmental analysis
(business review)
Includes a discussion of firm’s internal
environment as well as the external
environment
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Internal Environment
• All controllable elements inside a firm that
influence how well the firm operates
Strengths and weaknesses
Technologies, physical facilities,
financial stability, corporate reputation,
quality products, strong brands,
employees
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External Environment
• Elements outside the firm that may affect it
either positively or negatively
Opportunities and threats
The economy, competition, technology, law,
ethics, and sociocultural trends
Firm cannot directly control external factors
but can respond to them via planning
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SWOT Analysis
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An analysis of an organization’s
strengths (S) and
weaknesses (W) and
the opportunities (O) and
threats (T)
in the external environment
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Step 3: Set Organizational
or SBU Objectives
• Long range goals
• specific, measurable, and attainable
• May relate to:
 sales, profitability, standing in market,
return on investment, productivity,
product development, customer satisfaction,
social responsibility
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Step 4: Establish the Business Portfolio
• definition:
• the group of different products or brands
owned by an organization and
having different income-generating and
growth capabilities
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Step 4: Establish the Business Portfolio
• Portfolio analysis:
• assessing the potential of a firm’s strategic
business units
Decisions: which SBUs should receive more
or less of the firm’s resources
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Step 5 : Growth Strategies
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Penetration
Product development
Market development
Diversification
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Step 5: Develop Growth Strategies
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Which
Growth
strategy is
this
portraying?
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Marketing planning
Steps
Cover on Friday
Marketing Planning: Step 1
• Perform a situation analysis
Builds on SWOT analysis
about the environment
• that specifically affects the marketing plan
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Marketing Planning: Step 2
• Set marketing objectives
Specific to the firm’s brands, sizes, product
features, and other marketing mix-related
elements
State what the marketing function must
accomplish if firm is to achieve overall
business objectives
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Marketing Planning: Step 3
• Develop marketing strategies to achieve
marketing objectives
 Target market(s) where the firm’s offerings are best
suited
 Marketing mix strategies: how marketing will
accomplish its objectives in the firm’s target market by
using product, price, promotion, and place
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Marketing Mix Strategies
• Product strategies include product design,
packaging, branding, support services,
and product variations/features
• Pricing strategies include setting prices for
final consumers, wholesalers, and retailers
based on costs, demand, or competitors’
prices
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Marketing Mix Strategies
• Promotion strategies: advertising, sales
promotion, public relations, direct
marketing, personal selling
• Distribution strategies: how, when, and
where the product is available to targeted
customers
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Step 4: Implement & Control
the Marketing Plan
• Control: measuring actual performance,
comparing performance to the objectives,
making adjustments
• Marketing metrics: return on marketing
investment (ROMI)
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Action Plans
• Support plans that guide implementation
and control of marketing strategies
• Assign responsibility, time line, budget,
measurement and control
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Creating & Working with a
Marketing Plan
• Written marketing plans encourage
concrete objectives and strategies
• Operational plans focus on the day-to-day
execution of the marketing plan
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The Value of a Marketing Culture
• A firm’s corporate culture determines
much of its internal environment – the
values, norms, and beliefs that influence
everyone in the firm
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The end
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Real People, Real Choices
• NeoMedia Technologies (Rick Szatkowski)
• Rick choose option 2: leverage social
networking
 Rick and his team are banking on early adopters to
energize the market for Qode and push the product
rapidly through the adoption cycle to more users
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Keeping It Real: Fast-Forward to Next
Class Decision Time at Tupperware
• Meet Rick Goings, CEO of Tupperware
Brands Corp.
• Tupperware: one of the most recognized
brands world-wide
• The decision: How to refresh the
Tupperware brand perception
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Real People, Real Choices:
Decision Time at Qode
• What go-to-market strategies should Qode
execute?
 Option 1: partner with cell phone carriers
 Option 2: leverage social networking
 Option 3: brand-driven distribution
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