2. corporate, business and marketing strategy
DESCRIPTION
teori mk marketing strategicTRANSCRIPT
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CRAVENSCRAVENS
PIERCYPIERCY
8/e8/eMcGraw-Hill/Irwin 2006 The McGraw-Hill Com anies Inc. All
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Chapter Two
Corporate,Business and
MarketingStrategy
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc., All
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CORPORATE,
BUSINESS ANMAR!ETIN"
STRATE"#
Corporate strategy
Business and marketing
strategy
Marketing strategy process
Internet strategy
Preparing the marketing plan
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CORPORATE,
BUSINESS AN
MAR!ETIN"
STRATE"#
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CORPORATE STRATEGY
Deciding the Scope
and Purpose of
the Business
Business
Objectives
Actions and
Resources for
Achieving
Objectives
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C$ARACTERISTICS
O% SUCCESS%U&
STRATE"# ni!ue co"petitive position
for the co"pan#$ Activities tai%ored to strateg#$
C%ear trade&offs and choices
vis&'&vis co"petitors$
Co"petitive advantage arises
fro" fit across activities$
Sustainabi%it# co"es fro"
the activit# s#ste" not theparts$
Operationa% effectiveness a
given$Source: Michael E. Porter, What Is Strategy, !ar"ard Business #e"ie$, %o"em&er'(ecem&er )**+
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ORGA()*AT)O(A+
C,A(GE
-ertica%
Disaggregation
)nterna%
Redesign
(e.
Organi/ationa%0or"s
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CORPORATE
STRATE"#
COMPONENTS 1anage"ent2s %ong&ter"
vision for the corporatio Objectives Assets3 s4i%%s3 and
capabi%ities Businesses in .hich the
corporation co"petes
Structure3 s#ste"s3 andprocesses
Creation of va%ueSource: (a"id . Collis and Cynthia /. Montgomery, Corporate Strategy, Chicago: Ir$in, )**, ')0.
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BUSINESS AN
MAR!ETIN"
STRATE"# (e"eloping the strategic plan 1or each &usiness Business and marketing strategy relationships
Strategic marketing:2 (e"eloping a "ision a&out the markets o1 interest to
the organi3ation, select market target strategies,setting o&4ecti"es, and de"eloping, implementing andmanaging the marketing program positioningstrategies designed to meet the "alue re5uirementso1 customers in each market target
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1AR5ET)(G STRATEGY
PROCESSSituation
Ana%#sis
1ar4eting
Progra"Deve%op"ent
)"p%e"enting
and 1anaging
1ar4eting
Strateg#
Designing
1ar4eting
Strateg#
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MAR!ETIN"
STRATE"#
PROCESS
Strategic situation analysis
Market "ision, structure and
analysis
Segmenting markets
Continuous learning a&out
markets
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SITUATION
ANASIS
1ar4et-ision3 Structure3
and Ana%#sis
Continuous
+earning
About
1ar4ets
Seg"enting
1ar4ets
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Designing 1ar4et&
Driven Strategies
Re%ationshipStrategies
1ar4et Targetingand Strategic
Positioning
P%anningfor (e.
Products
MAR!ET'RI(EN
STRATE"IES
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Positioning Strateg# Deve%op"en
Product
strateg#
Distributio
strateg#
Pro"otion
strateg#
Price
strateg#
1ar4et
target
Positioningstrateg#
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)"p%e"enting and1anaging 1ar4et&Driven
Strateg#
Designing Effective
1ar4et&Driven
Organi/ations
Strateg#
)"p%e"entation
and Contro%
IMP&EMENTIN" AN
MANA"IN" MAR!ET'
RI(EN STRATE"#
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MAR!E IN" P&AN
OU &INE
)$ Strategic Situation Su""ar#
Summari3e the key points 1rom your situation analysis 6market
analysis, segments, industry7competition8 in order to recount the
ma4or e"ents and pro"ide in1ormation to &etter understand the
strategies outlined in the marketing plan.
))$ 1ar4et&Targets and Objectives
9he market target may &e de1ined demographically 6keycharacteristics only8, geographically, or in social7economic
terms. Each market target should ha"e needs and $ants that di11er to
some degree 1rom other targets. 9hese di11erences may &e $ith
respect to types o1 products purchased, use situation, 1re5uency
o1 purchase, and other "ariations that indicate a need to alter the positioning strategy to 1it the needs and $ants o1 each target.
/n o&4ecti"e is a 5uanti1ied goal identi1ying $hat is epected
$hen. It speci1ies the end results epected. 9he o&4ecti"es should
&e $ritten 1or each target market. ;&4ecti"es should also &e
included 1or the 1ollo$ing program components: 6)8 product,
608 price, 6
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)))$ Positioning State"ents
Write statements that descri&e ho$ you $ant each market
target to percei"e each product relati"e to competition. State the
core concept used to position the product 6&rand8 in the eyes and mind o1 the targeted &uyer. 9he positioning statement should
descri&e: 6)8 What criteria or &ene1its the customer considers $hen
&uying a product along $ith the le"el o1 importance, 608 What $e
o11er that di11erentiates our product 1rom competition, and 6
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)-$ 1ar4et 1i6 Strateg# for Each 1ar4et Target
A$ Product Strateg#
Identi1y ho$ each product 1its the market target. ;ther issues
that may &e addressed $ould &e ne$ product suggestions,ad4ustments in the mi o1 eisting products, and product
deletion candidates.
B$ Price Strateg#
9he o"erall pricing strategy 6I.e., competiti"e, premium'priced,
etc.8 should &e identi1ied along $ith a cost7&ene1it analysis i1applica&le. Identi1y $hat role you $ant price to play, i.e.,
increase share, maintenance, etc.
C$ Distribution Strateg#
(escri&e speci1ic distri&ution strategies 1or each market
target. Issues to &e addressed are intensity o1 distri&ution
6market co"erage8, ho$ distri&ution $ill &e accomplished, and
assistance pro"ided to distri&utors. 9he role o1 the sales 1orce
in distri&ution strategy should also &e considered.
D$ Pro"otion Strateg#
Promotion strategy is used to initiate and maintain a 1lo$ o1
communication &et$een the company and the market target.9o assist in de"eloping the communications program, the
attri&utes or &ene1its o1 our product should &e identi1ied 1or
each market target. !o$ our product di11ers 1rom competition
6competiti"e ad"antage8 should &e listed. 9he sales 1orce>s
responsi&ilities in 1ul1illing the market plan must &e integrated
into the promotion strategy. Strategies should &e listed 1or
6)8 personal selling, 608 ad"ertising, 6
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E$ 1ar4eting Research
(escri&e the market research pro&lem and the kind o1
in1ormation needed. Include a statement $hich address
$hy this in1ormation is needed. 9he speci1ic market
research strategies can &e $ritten once the a&o"e t$o
steps ha"e &een 1ollo$ed.
-$ Coordination .ith Other Business 0unctions
Indicate other departments71unctions that ha"e
responsi&ilities 1or implementing the marketing plan.
-)$ Sa%es 0orecasts and Budgets
-))$ Contingenc# P%ans
Indicate ho$ your plans should &e modi1ied i1 e"ents
should occur that are di11erent 1rom those assumed
in the plan.
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INTERNATIONA&
P&ANNIN" PROCESS
Source: Philip R Cateora, International ar!etin", Ir#in, 1996$