世界行销讲座之战略规划.ppt

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1、世界行销讲座之战略规划世界行销讲座之战略规划Marketing:Real People,Real DecisionsChapter Learning ObjectivesWhen you have completed your study of this chapter,you should be able to:Explain the strategic planning processTell how firms gain a competitive advantage and describe the factors that influence marketing objectives

2、Describe the steps in the marketing planning processExplain the factors involved in the implementation and control of the marketing plan2Marketing:Real People,Real DecisionsIntroduction to the Topic“Organizations rarely plan to fail,but they often fail to plan”-famous quote,origin unknown.The above

3、quotation speaks to the importance of strategic planning and the potential consequences of 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 en

4、sure coordination of all decision making within it by providing a common vision3Marketing: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 survival

5、Tactical planning:a decision process that concentrates on developing detailed plans for strategies and tactics for the short term that support an organizations long-term strategic plan.Figure 2.14Marketing:Real People,Real DecisionsTypes of Planning(continued)Operational planning:a decision process

6、that concentrates on developing detailed plans for day-to-day activities that carry out 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 consi

7、ders objectives of the other areas.Figure 2.15Marketing:Real People,Real DecisionsStrategic 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,prod

8、ucts,and resources.A mission statement should:provide direction to all stakeholders 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 revisit

9、ed and updated as the organization changes6Marketing:Real People,Real DecisionsStrategic 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

10、organizations,including its people,its facilities,and how it does things that influence the operations of the organization.External environment:the uncontrollable elements outside of the organization that may affect its performance either positively or negatively.StrengthInternal factorsPositiveWeak

11、nessInternal factorsNegativeOpportunityExternal factorsPositiveThreatExternal factorsNegative7Marketing: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 m

12、ission statementCan be expressed in terms of:Performance measures such as sales 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.Specif

13、icMeasurableAttainableRealisticTime-bounded8Marketing:Real People,Real DecisionsThe 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.

14、3(enlarged on next slide)Business portfolio:the group of different products or 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 organizat

15、ions strategic business units.9Marketing:Real People,Real DecisionsThe Business Portfolio(Figure 2.3)10Marketing: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 un

16、its can be relatively new to the market and grow to become stars or dogs,depending 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

17、 need lots of cash to fuel their growth and maintain share.They become cash cows when the market eventually slows down.Figure 2.411Marketing:Real People,Real DecisionsThe BCG Growth-Market Share MatrixCash cows:business units with high market shares in low growth industries.These business units gene

18、rate the cash needed to fund new product development and feed the question 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 t

19、hose question marks that did not achieve significant market share before the market slowed down.They are targets for divestiture as they just cost money to maintain.Figure 2.412Marketing:Real People,Real DecisionsThe Product-Market Growth MatrixMarket penetration:growth strategies designed to increa

20、se sales of existing products to current customers,non-users,and users of 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 produ

21、cts.The baking soda people are very good at this strategy.Figure 2.513Marketing: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 b

22、e as simple as asking existing customers what else they would like to buy 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

23、core business,which can prove to be fatal.Figure 2.514Marketing:Real 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 fir

24、m that is superior to that of its direct competitors.Differential benefits: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 marketin

25、g objectivesDevelop marketing strategiesPrepare a marketing planOrganize for implementationEstablish the control processFigure 2.615Marketing:Real People,Real DecisionsDeveloping Marketing StrategiesMarketing objectives will be based on the organizations distinctive competencies and resources and ca

26、n be expressed in terms of sales revenues or profits,product terms,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

27、 a Target Market(s)Setting Marketing ObjectivesSales objectivesProduct-oriented objectivesMarket objectivesMarketing Mix ProgramsProduct strategiesPricing strategiesCommunication strategiesDistribution strategies16Marketing:Real People,Real DecisionsPreparing a Marketing PlanMarketing plan:a documen

28、t that describes the marketing environment,outlines the marketing 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 situat

29、ion including its internal and external environments;also called a business review.May also include the SWOT analysis discussed previously.17Marketing:Real People,Real DecisionsImplementation and Control Implementation:the stage of the strategic management process in which strategies are put into ac

30、tion on a day-to-day basis.Marketing budget:a statements of the 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

31、 future.Marketing audit:a comprehensive review of a firms marketing function.See Table 2.1 for a detailed listing of elements in a marketing audit.18Marketing: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.19结束语结束语谢谢大家聆听！谢谢大家聆听！20