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Chapter 3: Market-Oriented Strategic Planning
Otterbein College Winter 2000
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Objectives • • • • •
Corporate and division strategic planing Business unit planning The marketing process Product level planning The marketing plan
10/10/2005
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3-2
Market-Oriented Strategic Planning
Objectives
Resources
Skills
Opportunities
10/10/2005
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3-3
Market-Oriented Strategic Planning
Objectives
Resources
Profit and Growth Skills
Opportunities
10/10/2005
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3-4
Corporate Headquarters Planning • Define the corporate mission • Establish strategic business units (SBUs) • Assign resources to SBUs • Plan new businesses, downsize older ones
10/10/2005
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3-5
Strategic Planning, Implementation, & Control Process Planning Corporate planning
Implementation
Measuring results
Organizing
Division planning Business planning
Control
Implementing
Diagnosing results
Product planning 10/10/2005
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Taking corrective action 3-6
Good Mission Statements
Limited number of goals Stress major policies & values Define competitive scopes 10/10/2005
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3-7
Market Growth Rate
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Boston Consulting Group’s Growth-Share Matrix 20%18%16%14%12%10%8%6%4%2%0 10x 10/10/2005
Stars
Question marks
4
3
5
?
?2
1
Dogs
Cash cow
8
6
7
4x
2x 1.5x
1x
.5x .4x .3x .2x .1x
Relative Market Share
3-8
MARKET ATTRACTIVENESS Low Medium High
Market Attractiveness: Competitive Position Portfolio Classification
Strong
5.00 5.00
3.67
BUSINESS STRENGTH Medium 3.67
2.33
Weak
1.00
Joints Aerospace fittings
Hydraulic pumps Clutches
2.33
1.00 Invest/grow 10/10/2005
Flexible diaphragms
Fuel pumps Relief valve
Selectivity/earnings
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Harvest/divest 3-9
The Strategic-Planning Gap Desired Desired sales sales
Diversification growth
Strategicplanning gap
Sales
Integrative growth Intensive growth Current Current portfolio portfolio
0
10/10/2005
5 Time (years)
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10
3-10
Intensive Growth Strategies: Ansoff’s Product/Market Expansion Grid Existing products Existing markets
1. Market penetration
New markets
2. Market development
New products 3. Product development
4. Diversification
10/10/2005
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3-11
Opportunity Matrix
Attractiveness
Success Probability Low High High
1
2
Low
3
4
Opportunities 1. Company develops a more powerful lighting system 2. Company develops a device for measuring the energy efficiency of any lighting system 3. Company develops a device for measuring illumination level 4. Company develops a software program to teach lighting fundamentals to TV studio personnel
10/10/2005
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3-12
Threat Matrix Probability of Occurrence
Seriousness
High
Threats
Low
1. Competitor develops a superior lighting system High
1
2
2. Major prolonged economic depression 3. Higher costs
Low
3
4
4. Legislation to reduce number of TV studio licenses
10/10/2005
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3-13
The McKinsey 7-S Framework Structure Structure
Strategy Strategy
Systems Systems Shared Shared values values
Skills Skills
Style Style Staff Staff
10/10/2005
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3-14
The Value-Delivery Process (a) Traditional physical process sequence Make the product
Sell the product
Design product Procure Make
Price Sell Advertise/ promote Distribute Service
(b) Value creation & delivery sequence
Choose the Value
Provide the Value
Strategic marketing
Communicate the Value
Tactical marketing
10/10/2005
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3-15
The Marketing Plan Executive Summary & Table of Contents Current Marketing Situation Opportunity & Issue Analysis Objectives Marketing Strategy Action Programs Projected Profit-and-loss Controls 10/10/2005
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3-16
Otterbein College Winter 2000
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
Objectives • • • • •
Corporate and division strategic planing Business unit planning The marketing process Product level planning The marketing plan
10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
3-2
Market-Oriented Strategic Planning
Objectives
Resources
Skills
Opportunities
10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
3-3
Market-Oriented Strategic Planning
Objectives
Resources
Profit and Growth Skills
Opportunities
10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
3-4
Corporate Headquarters Planning • Define the corporate mission • Establish strategic business units (SBUs) • Assign resources to SBUs • Plan new businesses, downsize older ones
10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
3-5
Strategic Planning, Implementation, & Control Process Planning Corporate planning
Implementation
Measuring results
Organizing
Division planning Business planning
Control
Implementing
Diagnosing results
Product planning 10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
Taking corrective action 3-6
Good Mission Statements
Limited number of goals Stress major policies & values Define competitive scopes 10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
3-7
Market Growth Rate
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
Boston Consulting Group’s Growth-Share Matrix 20%18%16%14%12%10%8%6%4%2%0 10x 10/10/2005
Stars
Question marks
4
3
5
?
?2
1
Dogs
Cash cow
8
6
7
4x
2x 1.5x
1x
.5x .4x .3x .2x .1x
Relative Market Share
3-8
MARKET ATTRACTIVENESS Low Medium High
Market Attractiveness: Competitive Position Portfolio Classification
Strong
5.00 5.00
3.67
BUSINESS STRENGTH Medium 3.67
2.33
Weak
1.00
Joints Aerospace fittings
Hydraulic pumps Clutches
2.33
1.00 Invest/grow 10/10/2005
Flexible diaphragms
Fuel pumps Relief valve
Selectivity/earnings
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
Harvest/divest 3-9
The Strategic-Planning Gap Desired Desired sales sales
Diversification growth
Strategicplanning gap
Sales
Integrative growth Intensive growth Current Current portfolio portfolio
0
10/10/2005
5 Time (years)
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
10
3-10
Intensive Growth Strategies: Ansoff’s Product/Market Expansion Grid Existing products Existing markets
1. Market penetration
New markets
2. Market development
New products 3. Product development
4. Diversification
10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
3-11
Opportunity Matrix
Attractiveness
Success Probability Low High High
1
2
Low
3
4
Opportunities 1. Company develops a more powerful lighting system 2. Company develops a device for measuring the energy efficiency of any lighting system 3. Company develops a device for measuring illumination level 4. Company develops a software program to teach lighting fundamentals to TV studio personnel
10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
3-12
Threat Matrix Probability of Occurrence
Seriousness
High
Threats
Low
1. Competitor develops a superior lighting system High
1
2
2. Major prolonged economic depression 3. Higher costs
Low
3
4
4. Legislation to reduce number of TV studio licenses
10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
3-13
The McKinsey 7-S Framework Structure Structure
Strategy Strategy
Systems Systems Shared Shared values values
Skills Skills
Style Style Staff Staff
10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
3-14
The Value-Delivery Process (a) Traditional physical process sequence Make the product
Sell the product
Design product Procure Make
Price Sell Advertise/ promote Distribute Service
(b) Value creation & delivery sequence
Choose the Value
Provide the Value
Strategic marketing
Communicate the Value
Tactical marketing
10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
3-15
The Marketing Plan Executive Summary & Table of Contents Current Marketing Situation Opportunity & Issue Analysis Objectives Marketing Strategy Action Programs Projected Profit-and-loss Controls 10/10/2005
PDF Creator: PDF4U Pro DEMO Version. If you want to remove this line, please purchase the full version
3-16
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