Kotler - Mm15e - Inppt - 02

Marketing Management
Fifteenth Edition
Chapter 2
Developing
Marketing
Strategies and
Plans
Copyright © 2016, 2012, 2009 Pearson Education, Inc. All Rights Reserved
Learning Objectives
2.1 How does marketing affect
customer value?
2.2 How is strategic planning
carried out at the corporate and
divisional levels?
2.3 How is strategic planning
carried out at the business unit
level?
2.4 What does a marketing plan
include?
Marketing and Customer Value
• The value delivery process
• The value chain
• Core competencies
• The central role of strategic planning
The Value Delivery Process
• Choosing the value
• Providing the value
• Communicating the value
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
Core Business Processes
• Market-sensing process
• New-offering realization process
• Customer acquisition process
• Customer relationship management process
• Fulfillment management process
Core Competencies
• A source of competitive advantage and makes a
significant contribution to perceived customer benefits
• Applications in a wide variety of markets
• Difficult for competitors to imitate
Maximizing Core Competencies
• (Re)define the business concept
• (Re)shaping the business scope
• (Re)positioning the company’s brand identity
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
Marketing Plan
• The central instrument for
directing and coordinating the
marketing effort
– Strategic
– Tactical
Figure 2.1 Strategic Planning,
Implementation, and Control Processes
Some Examples of Master Marketers
Table 2.1 Some Examples of Master Marketers
Amazon.com Enterprise Rent-A-Car Red Bull
Apple Google Ritz-Carlton
Bang & Olufsen Harley-Davidson Samsung
Best Buy Honda Southwest Airlines
BMW IKEA Starbucks
Caterpillar LEGO Target
Club Med McDonald’s Tesco
Costco Nike Toyota
Disney Nordstrom Virgin
eBay Procter & Gamble Walmart
Electrolux Progressive Insurance Whole Foods
Corporate and Division Strategic
Planning
• Defining the corporate mission
• Establishing strategic business units (bank, addidas,
telecome)
• Assigning resources to each strategic business unit
• Assessing growth opportunities
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?
Product Orientation vs. Market
Orientation
Company Product Market
Missouri-Pacific We run a railroad We are a people-
Railroad and-goods mover
Xerox We make copying We improve office
equipment productivity
Standard Oil We sell gasoline We supply energy
Columbia We make movies We market
Pictures entertainment
Good Mission Statements
• Focus on a limited number of goals
• Stress the company’s major policies and values
• Define the major competitive spheres within which the
company will operate
• Take a long-term view
• Are as short, memorable, and meaningful as possible
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
Assigning Resources to Each SBU
• Management must decide how to allocate corporate
resources to each SBU
– Portfolio-planning models
– Shareholder/market value analysis
Assessing Growth Opportunities (1 of 2)
Figure 2.2 The Strategic- Planning Gap
Assessing Growth Opportunities (2 of 2)
• Intensive Growth
• Integrative Growth
• Diversification Growth
• Downsizing and Divesting Older Businesses
Intensive Growth
• Corporate management
should first review
opportunities for improving
existing businesses
Figure 2.3 ESPN Growth Opportunities
Integrative Growth
• A business can increase sales and profits through
backward, forward, or horizontal integration within its
industry
Diversification Growth
• Diversification growth makes sense when good
opportunities exist outside the present businesses
– The industry is highly attractive and the company has
the right mix of business strengths to succeed
Downsizing and Divesting Older
Businesses
• Companies must carefully prune, harvest, or divest
tired old businesses to release needed resources for
other uses and reduce costs
Organization and Organizational
Culture (1 of 2)
• A company’s organization consists of its structures,
policies, and corporate culture, all of which can
become dysfunctional in a rapidly changing business
environment
Organization and Organizational
Culture (2 of 2)
• Corporate culture: “The shared experiences, stories,
beliefs, and norms that characterize an organization”
Marketing Innovation
• Innovation in marketing is critical
• Employees can challenge company orthodoxy and
stimulate new ideas
• Firms develop strategy by choosing their view of the
future
– Scenario analysis
– “What will we do if it happens?,
SWOT Analysis
• Strengths
• Weaknesses
• Opportunities
• Threats
External Environment
• Marketing opportunity: an area of buyer need and
interest that a company has a high probability of
profitably satisfying.
• Environmental threat: challenge posed by an
unfavorable trend or development that, in the absence
of defensive marketing action, would lead to lower
sales or profit
Market Opportunity Analysis (MOA) (1 of 2)
• Can we articulate the benefits convincingly to a
defined target market(s)?
• Can we locate the target market(s) and reach them
with cost-effective media and trade channels?
• Does our company possess or have access to the
critical capabilities and resources we need to deliver
the customer benefits?
Market Opportunity Analysis (MOA) (2 of 2)
• Can we deliver the benefits better than any actual or
potential competitors?
• Will the financial rate of return meet or exceed our
required threshold for investment?
Internal Environment
• Strengths
• Weaknesses
Goal Formulation (MBO)
• Unit’s objectives must be arranged hierarchically
• Objectives should be quantitative
• Goals should be realistic
• Objectives must be consistent
Strategic Formulation: Porter’s
Generic Strategies
• Overall cost leadership
• Differentiation
• Focus
Strategic Formulation: Strategic
Alliances
• Categories of marketing alliances
– Product or service alliance
– Promotional alliance
– Logistics alliances
– Pricing collaborations
Program Formulation and
Implementation
• McKinsey’s Elements of Success
– Skills
– Staff
– Style
– Strategy
– Structure
– Systems
– Shared values
Feedback and Control
• Peter Drucker: it is more important to “do the right
thing”—to be effective—than “to do things right”—to
be efficient
– The most successful companies, however, excel at
both
Marketing Plan Contents
• Executive summary
• Table of contents
• Situation analysis
• Marketing strategy
• Marketing tactics
• Financial projections
• Implementation controls
Evaluating a Marketing Plan
• Is the plan simple/succinct?
• Is the plan complete?
• Is the plan specific?
• Is the plan realistic?
Other Marketing Plan Contents
• Marketing research
• Specifications for internal and external relationships
• Action plans and schedules
Copyright

Kotler - Mm15e - Inppt - 02

Uploaded by

Copyright:

Available Formats

Kotler - Mm15e - Inppt - 02

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Kotler - Mm15e - Inppt - 02

Uploaded by

Copyright:

Available Formats

Marketing Management

You might also like