Company and Marketing Strategy: Partnering to Build Customer Relationships

1. 2 Company and Marketing Strategy: Partnering to Build Customer Relationships

2. Strategic Planning Strategic Planningis the Process of Developing and Maintaining a Strategic Fit Between the Organization’s Goals and Capabilities and Its Changing Marketing Opportunities.

3. Steps in Strategic Planning

4. Questions a Mission Statement Should Answer What is our Business? Who is the Customer? What do Consumers Value? What Should our Business Be?

5. The Mission Statement • A statement of the organization’s purpose • What it wants to accomplish in the larger environment • Should be market oriented and defined in terms of customer needs.

6. Be Based on Distinctive Competencies Be Motivating Be Specific Mission Statements Should:

7. Designing the Business Portfolio • The business portfolio is the collection of businesses and products that make up the company. • The company must: • analyze its current business portfolio or Strategic Business Units (SBUs), • decide which SBUs should receive more, less, or no investment, • develop growth strategies for growth or downsizing.

8. Portfolio Analysis • An evaluation of the products and business making up the company. • Resources are directed to more profitable businesses and weaker ones are phased down or dropped.

9. Strategic Business Unit (SBU) • A unit of the company that has a separate mission and objectives and that can be planned independently from other company businesses. • Can be a company division, a product line within a division, or sometimes a single product or brand.

10. Analyzing Current SBU’s:BCG Growth-Share Matrix Relative Market Share High Low ? • Question Marks • Low share SBUs in high growth • markets • Require cash to hold • market share • Build into Stars or phase out • Stars • High growth & share • May need heavy • investment to grow • Eventually, growth will slow Market Growth Rate Low High • Cash Cows • Low growth, high share • Established, successful • SBU’s • Produce cash • Dogs • Low growth & share • Generate cash to sustain self • Do not promise to be cash • sources

11. Can be Difficult, Time Consuming, Costly to Implement Difficult to Define SBUs & Measure Market Share/Growth Problems With Matrix Approaches Can Place too Much Emphasis on Growth Can Lead to Poorly Planned Diversification

12. Product/Market Expansion Grid P R O D U C T Existing New Market Penetration ProductDevelopment Existing M A R K E T Market Development New Diversification

13. Product/Market Expansion Grid Based on Starbucks • Market Penetration: make more sales to current customers without changing products. • How? Add new stores in current market areas; improve advertising, prices, menu, service. • Market Development: identify and develop new markets for current products. • How? Review new demographic (seniors/ethnic consumers) or geographic (Asian, European, Australian, & South American) markets.

14. Product/Market Expansion GridBased on Starbucks • Product Development: offering modified or new products to current markets. • How? Add food offerings, sell coffee in supermarkets, co-brand products. • Diversification: start up or buy businesses outside current products and markets. • How? Making and selling CDs, testing restaurant concepts, or branding casual clothing.

15. Provide a Guiding Philosophy Provide Inputs to Strategic Planners Design Strategies to Reach Objectives Marketing’s Role in Strategic Planning

16. Value Delivery Network Company’s Value Chain Distributors Suppliers Customers

17. Market Segmentation • The process of dividing a market into distinct groups of buyers with different needs, characteristics, or behavior who might require separate products of marketing programs. • A market segment consists of consumers who

18. Target Marketing • Involves evaluating each market segment’s attractiveness and selecting one or more segments to enter. • Target segments that can sustain profitability. • Example: • Arm & Hammer’s baking soda. • http://www.armandhammer.com

19. Market Positioning • Arranging for a product to occupy a clear, distinctive, and desirable place relative to competing products in the minds of target consumers (e.g., Chevy Blazer: “Like a rock”) • Process begins with differentiating the company’s marketing offer so it gives consumers more value.

20. The Marketing Mix • The set of controllable, tactical marketing tools that the firm blends to produce the response it wants in the target market. • Consists of the 4 P’s • Product • Price • Place • Promotion

21. The 4 P’s of the Marketing Mix

22. 4 P’s - Seller’s View Product Price Place Promotion 4 C’s - Buyer’s View The 4 P’s & 4 C’s of theMarketing Mix

23. Managing the Marketing Effort

24. Major Sections of Product/Brand Plan Executive Summary Current Marketing Situation Analysis of Threats and Opportunities Objectives for the Brand Marketing Strategy Action Programs Marketing Budget Controls

25. Functional Organization Marketing Department Organization Market or Customer Organization Geographic Organization Product Management Organization Combination of Two or More

26. Marketing Department Organization • Functional Organization: Each marketing activity is headed by a functional specialist. • Sales Manager • Advertising Manager • Director of Marketing Research • Customer Service Manager • New Product Manager

27. Marketing Department Organization • Geographic Organization: Sales and marketing people are assigned to specific countries, regions, and districts. • Coca-Cola staff assigned to the South American market • Product Management Organization: One person given responsibility for complete strategy and marketing program for a single product.

28. Marketing Department Organization • Market or Customer Organization: Manager responsible for particular market or customer. • Combination Organization: Use some combination of the previous four approaches. • This is especially true in large companies (e.g., Procter & Gamble) • http://www.pandg.com/main.jhtml

29. Marketing Control Process