世界行销讲座之战略规划讲课讲稿.ppt

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1、Marketing:Real People,Real Decisions世界行销讲座之战略规划Marketing:Real People,Real DecisionsIntroduction to the Topic“Organizations rarely plan to fail,but they often fail to plan”-famous quote,origin unknown.The above quotation speaks to the importance of strategic planning and the potential consequences of

2、 doing a poor job at it.Planning helps organizations:To cope with rapidly changing factors within their environment.Control its destiny through the setting of objectives and taking actions to achieve them.To ensure coordination of all decision making within it by providing a common vision2-2Marketin

3、g:Real People,Real DecisionsTypes of PlanningStrategic planning:a managerial decision process that matches an organizations resources and capabilities to its market opportunities for long term growth and survivalTactical planning:a decision process that concentrates on developing detailed plans for

4、strategies and tactics for the short term that support an organizations long-term strategic plan.Figure 2.12-3Marketing:Real People,Real DecisionsTypes of Planning(continued)Operational planning:a decision process that concentrates on developing detailed plans for day-to-day activities that carry ou

5、t an organizations tactical plans.Cross-functional planning:an approach to tactical planning in which managers work together in developing tactical plans for each functional area in the firm,so that each plan considers objectives of the other areas.Figure 2.12-4Marketing:Real People,Real DecisionsSt

6、rategic Planning:First StageMission statement:a formal statement in an organizations strategic plan that describes the overall purpose of the organization and what it intends to achieve in terms of its customers,products,and resources.A mission statement should:provide direction to all stakeholders

7、as to why the organization exists.be framed in terms that are neither too narrow or too broadrelate to a higher purpose other than just providing a return to shareholders(?)match objectives to capabilities.be revisited and updated as the organization changes2-5Marketing:Real People,Real DecisionsStr

8、ategic Planning:Second StageSWOT analysis:an analysis of an organizations strengths and weaknesses and the opportunities and threats in its external environment.Internal environment:the controllable elements inside an organizations,including its people,its facilities,and how it does things that infl

9、uence the operations of the organization.External environment:the uncontrollable elements outside of the organization that may affect its performance either positively or negatively.StrengthInternal factorsPositiveWeaknessInternal factorsNegativeOpportunityExternal factorsPositiveThreatExternal fact

10、orsNegative2-6Marketing:Real People,Real DecisionsStrategic Planning:Third StageObjectives:specific accomplishments or outcomes that an organization hopes to achieve by a specific time.Objectives are developed from the mission statementCan be expressed in terms of:Performance measures such as sales

11、revenue,profitability(ROI),market shareProduct terms such as innovation,industry leadership,qualityCustomer terms such as satisfactionSocial responsibility To be effective,an objective needs to pass the SMART test.SpecificMeasurableAttainableRealisticTime-bounded2-7Marketing:Real People,Real Decisio

12、nsThe Business PortfolioStrategic business units(SBU):individual units within the firm that operate like separate businesses,with each having its own mission,business objectives,resources,managers,and competitors.Figure 2.3(enlarged on next slide)Business portfolio:the group of different products or

13、 brands owned by an organization and characterized by different income-generating and growth capabilities.Portfolio analysis:a management tool for evaluating a firms business mix and assessing the potential of an organizations strategic business units.2-8Marketing:Real People,Real DecisionsThe Busin

14、ess Portfolio(Figure 2.3)9Marketing:Real People,Real DecisionsThe BCG Growth-Market Share MatrixQuestion marks:business units with low market shares in high growth industries.Also known as problem children,these business units can be relatively new to the market and grow to become stars or dogs,depe

15、nding on their success in achieving market share.Question marks need cash to fuel their growth.Stars:business units with dominant market share in high growth industries.These business units generate large revenues,but still need lots of cash to fuel their growth and maintain share.They become cash c

16、ows when the market eventually slows down.Figure 2.42-10Marketing:Real People,Real DecisionsThe BCG Growth-Market Share MatrixCash cows:business units with high market shares in low growth industries.These business units generate the cash needed to fund new product development and feed the question

17、marks and stars.Cash cows are profitable because they have been around long enough for the company to recover its development costs.Dogs:business units with low market share in low growth industries.These business units are those question marks that did not achieve significant market share before th

18、e market slowed down.They are targets for divestiture as they just cost money to maintain.Figure 2.42-11Marketing:Real People,Real DecisionsThe Product-Market Growth MatrixMarket penetration:growth strategies designed to increase sales of existing products to current customers,non-users,and users of

19、 competitive brands in served markets.Also known as the“work harder”strategy.Market development:growth strategies that introduce existing products to new markets.This can include exporting,or finding new uses for existing products.The baking soda people are very good at this strategy.Figure 2.52-12M

20、arketing:Real People,Real DecisionsThe Product-Market Growth MatrixProduct development:growth strategies that focus on selling new products in served markets.This strategy is in keeping with the marketing concept because it can be as simple as asking existing customers what else they would like to b

21、uy from the company.Diversification:growth strategies that emphasize both new products and new markets.Large companies such as General Electric have the resources to do this.Smaller companies may take their focus away from their core business,which can prove to be fatal.Figure 2.52-13Marketing:Real

22、People,Real DecisionsThe Marketing Planning ProcessCompetitive advantage:the ability of a firm to outperform the competition,providing the customers with a benefit the competition cannot.Distinctive competency:a capability of a firm that is superior to that of its direct competitors.Differential ben

23、efits:properties of products that set them apart from competitors products by providing unique customer benefits.Control and Evaluate the PlanImplement the PlanMarketing Planning ProcessAnalyze the marketing environmentSet marketing objectivesDevelop marketing strategiesPrepare a marketing planOrgan

24、ize for implementationEstablish the control processFigure 2.62-14Marketing:Real People,Real DecisionsDeveloping Marketing StrategiesMarketing objectives will be based on the organizations distinctive competencies and resources and can be expressed in terms of sales revenues or profits,product terms,

25、or in markets served.Selecting the target market(s)to be served is a process that matches what the company has to offer to those groups who are most likely to respond favourably.The marketing mix follows from this selection.Selecting a Target Market(s)Setting Marketing ObjectivesSales objectivesProd

26、uct-oriented objectivesMarket objectivesMarketing Mix ProgramsProduct strategiesPricing strategiesCommunication strategiesDistribution strategies2-15Marketing:Real People,Real DecisionsPreparing a Marketing PlanMarketing plan:a document that describes the marketing environment,outlines the marketing

27、 objectives ad strategy,and identifies who will be responsible for carrying out each part of the marketing strategy.Situation analysis:the first part of a marketing plan,which provides a thorough description of the firms current situation including its internal and external environments;also called

28、a business review.May also include the SWOT analysis discussed previously.2-16Marketing:Real People,Real DecisionsImplementation and Control Implementation:the stage of the strategic management process in which strategies are put into action on a day-to-day basis.Marketing budget:a statements of the

29、 total amount to be spent on marketing and the allocation of money for each activity under the marketers control.Trend analysis:an analysis of past industry or company sales data to determine patterns of change that may continue into the future.Marketing audit:a comprehensive review of a firms marke

30、ting function.See Table 2.1 for a detailed listing of elements in a marketing audit.2-17Marketing:Real People,Real DecisionsFamous Last WordsStrategic planning is important for helping organizations to cope with rapidly changing factors within their environment.Effective marketing strategies rarely happen by accident,they are the result of planning.I am planning on being spontaneous now.2-18Marketing:Real People,Real Decisions此此课课件下件下载载可自行可自行编辑编辑修改，修改，仅仅供参考！供参考！感感谢谢您的支持，我您的支持，我们们努力做得更好！努力做得更好！谢谢谢谢