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Phillip
Kevin Lane
Kotler • Keller Marketing Management • 14e
Developing Marketing Strategies and Plans
Discussion Questions 1. How does marketing affect customer value? 2. How is strategic planning carried out at different levels of the organization? 3. What does a marketing plan include?
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 3 of 38
The Value Delivery Approach Provide Choose
Communicate
Value Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 4 of 38
The Value Chain
Primary Activities
Procurement Human Resource management Technological Development Infrastructure
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Service Margin
Support Activities
Inbound Outbound Operations Marketing Logistics Logistics
Slide 5 of 38
Core Business Processes Customer relationship management
Fulfillment management Customer acquisition
New-offering realization Market-sensing Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 6 of 38
Core Competencies
Difficult to imitate
Useful in a wide variety of markets
Contributes to perceived customer benefits Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 7 of 38
Holistic Marketing
Value Exploration
Value Creation
Value Delivery
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 8 of 38
Strategic Planning Businesses as investment portfolio Assessing each business’s strength
Establish a strategy Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 9 of 38
Strategic Planning, Implementation, and Control Processes
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 10 of 38
Marketing Plan • Directs and coordinates the marketing effort • Product Line or Brand Level • Strategic and Tactical levels
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 11 of 38
Levels of a Marketing Plan • Strategic – Analysis of marketing opportunities – Target marketing decisions – Value proposition
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
• Tactical – – – – – –
Product features Promotion Merchandising Pricing Sales channels Service
Slide 12 of 38
Corporate Strategic Planning
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
1
Define corporate mission
2
Establish SBU’s
3
Assign resources to SBU’s
4
Assess growth opportunities
Slide 13 of 38
Defining the Corporate Mission Who is the customer? What is our business?
What should our business be? Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
What is of value to the customer?
What will our business be? Slide 14 of 38
Mission Statements Characteristics of good mission statements: 1. 2. 3. 4. 5.
Focus on a limited number of goals Stress major policies and values Define major competitive spheres Take a long-term view Short, memorable, meaningful
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 15 of 38
Vague Mission Statement To build total brand value by innovating to deliver customer value and customer leadership faster, better, and more completely than our competition
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 16 of 38
GOOGLE’S Mission Statement To organize the world’s information and make it universally accessible and useful.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 17 of 38
Vague Philosophy We build brands and make the world a little happier by bringing our best to you.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 18 of 38
GOOGLE’s Philosophy Never settle for the best. 1. Focus on the user and all else will follow. 2. It’s best to do one thing really, really well. 3. Fast is better than slow. 4. Democracy on the web works. 5. You don’t need to be at your desk to need an answer. 6. You can make money without doing evil. 7. There is always more information out there. 8. The need for information crosses all borders. 9. You can be serious without a suit. 10.Great just isn’t good enough. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 19 of 38
Strategic Business Units (SBU) Three Characteristics of an SBU: Unique competitors
A single business or collection of related businesses
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Leader responsible for planning and profitability Slide 20 of 38
Defining Strategic Business Units Customer groups
Customer needs Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Technology Slide 21 of 38
Strategic Business Units Company
Product Definition
Market Definition
Union Pacific
We run a railroad.
We are a people-and-goods mover.
Xerox
We make copying equipment.
We help improve office productivity.
Hess Corporation
We sell gasoline.
We supply energy.
Paramount Pictures
We make movies.
We market entertainment.
Encyclopaedia Britannica
We sell encyclopedias
We distribute information.
Carrier
We make air conditioners and furnaces.
We provide climate control in the home.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 22 of 38
Assigning Resources HIGH
GE/McKinsey Matrix
MED
LOW
Business Position
Boston Consulting Group Matrix
LOW
MED
HIGH
Industry Attractiveness
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 23 of 38
Assessing Growth Opportunities New Businesses
Opportunities
Downsizing Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Eliminate Businesses Slide 24 of 38
The Strategic-Planning Gap
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 25 of 38
Intensive Growth
New
Market Development
Diversification
Current
Markets
Product-Market Expansion Grid
Market Penetration
Product Development
Current
New
Products Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 26 of 38
Integrative Growth
Supplier
Business
Wholesaler
Competitor
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 27 of 38
Diversification Growth
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 28 of 38
Corporate Culture
… is the shared experiences, stories, beliefs, and norms that characterize an organization.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 29 of 38
Marketing Innovation
Identify and encourage new ideas
Scenario Analysis Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 30 of 38
Business Unit Strategic Planning
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 31 of 38
Opportunity and Threat Matrices
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 32 of 38
External
Internal
SWOT Analysis
SW O T Strength
Weakness
Opportunity
Threat
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 33 of 38
Goal Formulation Ranked
Consistent
Quantified
Realistic Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 34 of 38
Strategy Formulation Porter’s Generic Strategies
Strategic Alliances Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 35 of 38
Program Formulation and Implementation
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 36 of 38
Feedback and Control
Strong leadership Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 37 of 38
Product Planning Marketing Plans Executive Summary and table of contents Situation analysis Marketing strategy Financial projections Implementation controls Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 38 of 38
Kevin Lane
Kotler • Keller Marketing Management • 14e
Developing Marketing Strategies and Plans
Discussion Questions 1. How does marketing affect customer value? 2. How is strategic planning carried out at different levels of the organization? 3. What does a marketing plan include?
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 3 of 38
The Value Delivery Approach Provide Choose
Communicate
Value Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 4 of 38
The Value Chain
Primary Activities
Procurement Human Resource management Technological Development Infrastructure
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Service Margin
Support Activities
Inbound Outbound Operations Marketing Logistics Logistics
Slide 5 of 38
Core Business Processes Customer relationship management
Fulfillment management Customer acquisition
New-offering realization Market-sensing Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 6 of 38
Core Competencies
Difficult to imitate
Useful in a wide variety of markets
Contributes to perceived customer benefits Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 7 of 38
Holistic Marketing
Value Exploration
Value Creation
Value Delivery
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 8 of 38
Strategic Planning Businesses as investment portfolio Assessing each business’s strength
Establish a strategy Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 9 of 38
Strategic Planning, Implementation, and Control Processes
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 10 of 38
Marketing Plan • Directs and coordinates the marketing effort • Product Line or Brand Level • Strategic and Tactical levels
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 11 of 38
Levels of a Marketing Plan • Strategic – Analysis of marketing opportunities – Target marketing decisions – Value proposition
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
• Tactical – – – – – –
Product features Promotion Merchandising Pricing Sales channels Service
Slide 12 of 38
Corporate Strategic Planning
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
1
Define corporate mission
2
Establish SBU’s
3
Assign resources to SBU’s
4
Assess growth opportunities
Slide 13 of 38
Defining the Corporate Mission Who is the customer? What is our business?
What should our business be? Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
What is of value to the customer?
What will our business be? Slide 14 of 38
Mission Statements Characteristics of good mission statements: 1. 2. 3. 4. 5.
Focus on a limited number of goals Stress major policies and values Define major competitive spheres Take a long-term view Short, memorable, meaningful
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 15 of 38
Vague Mission Statement To build total brand value by innovating to deliver customer value and customer leadership faster, better, and more completely than our competition
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 16 of 38
GOOGLE’S Mission Statement To organize the world’s information and make it universally accessible and useful.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 17 of 38
Vague Philosophy We build brands and make the world a little happier by bringing our best to you.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 18 of 38
GOOGLE’s Philosophy Never settle for the best. 1. Focus on the user and all else will follow. 2. It’s best to do one thing really, really well. 3. Fast is better than slow. 4. Democracy on the web works. 5. You don’t need to be at your desk to need an answer. 6. You can make money without doing evil. 7. There is always more information out there. 8. The need for information crosses all borders. 9. You can be serious without a suit. 10.Great just isn’t good enough. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 19 of 38
Strategic Business Units (SBU) Three Characteristics of an SBU: Unique competitors
A single business or collection of related businesses
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Leader responsible for planning and profitability Slide 20 of 38
Defining Strategic Business Units Customer groups
Customer needs Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Technology Slide 21 of 38
Strategic Business Units Company
Product Definition
Market Definition
Union Pacific
We run a railroad.
We are a people-and-goods mover.
Xerox
We make copying equipment.
We help improve office productivity.
Hess Corporation
We sell gasoline.
We supply energy.
Paramount Pictures
We make movies.
We market entertainment.
Encyclopaedia Britannica
We sell encyclopedias
We distribute information.
Carrier
We make air conditioners and furnaces.
We provide climate control in the home.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 22 of 38
Assigning Resources HIGH
GE/McKinsey Matrix
MED
LOW
Business Position
Boston Consulting Group Matrix
LOW
MED
HIGH
Industry Attractiveness
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 23 of 38
Assessing Growth Opportunities New Businesses
Opportunities
Downsizing Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Eliminate Businesses Slide 24 of 38
The Strategic-Planning Gap
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 25 of 38
Intensive Growth
New
Market Development
Diversification
Current
Markets
Product-Market Expansion Grid
Market Penetration
Product Development
Current
New
Products Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 26 of 38
Integrative Growth
Supplier
Business
Wholesaler
Competitor
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 27 of 38
Diversification Growth
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 28 of 38
Corporate Culture
… is the shared experiences, stories, beliefs, and norms that characterize an organization.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 29 of 38
Marketing Innovation
Identify and encourage new ideas
Scenario Analysis Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 30 of 38
Business Unit Strategic Planning
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 31 of 38
Opportunity and Threat Matrices
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 32 of 38
External
Internal
SWOT Analysis
SW O T Strength
Weakness
Opportunity
Threat
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 33 of 38
Goal Formulation Ranked
Consistent
Quantified
Realistic Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 34 of 38
Strategy Formulation Porter’s Generic Strategies
Strategic Alliances Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 35 of 38
Program Formulation and Implementation
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 36 of 38
Feedback and Control
Strong leadership Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 37 of 38
Product Planning Marketing Plans Executive Summary and table of contents Situation analysis Marketing strategy Financial projections Implementation controls Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 38 of 38
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