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Marketing Strategy

Marketing Strategy. Chapter 6 Dell. Business Marketing. Topics Key Elements of Business Strategy SWOT Analysis The Five Forces of Competition Sustainable Competitive Advantage Firm Characteristics that enable Learning and Creation of Dynamic Strategies. Why A Strategy?

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Marketing Strategy

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  1. Marketing Strategy Chapter 6 Dell

  2. Business Marketing Topics • Key Elements of Business Strategy • SWOT Analysis • The Five Forces of Competition • Sustainable Competitive Advantage • Firm Characteristics that enable Learning and Creation of Dynamic Strategies

  3. Why A Strategy? Elements of Business Strategy • Product Markets • Growth Options in the Marketplace [Ex. 6-1, p. 159] • Market Penetration • Product Development • Market Development • Diversification • Resources • Objectives and Plans

  4. Elements of Business Strategy (cont.) • Additional Facets of a Stable of Businesses • Resource Allocation • Synergy • Final Words on Business Strategy • Elements of a Strategic Plan • Product markets served • Resource commitments • Objectives and plans for each functional area

  5. Developing Strategy • The Process for Strategies [Ex. 6-2, pp. 163-165] • Situation Analysis • SWOT Analysis • Must be • Honest and objective • Broad in focus • Multiple time horizons • Perceptions from several individuals • Example of SWOT Analysis [Ex. 6-3, pp. 166-167] • SWOT Recap - Thorough look at organ.

  6. Continued Model Two Ex. 6-2, p. 164

  7. Continued Model Three Ex. 6-2, p. 165

  8. Developing Strategy (cont.) • The Mission • Mission Statement [Sample statements, Ex. 6-4, p. 168] • Strategic Spectroscopy • Wants/Gets Grid [Ex. 6-5, p. 170] • Conceptual map [Ex. 6-6, p. 171] • Supply Chain Analysis [Ex. 6-7, p. 171]

  9. Wants – Gets GridEx. 6-5, p. 170

  10. Conceptual MapEx. 6-6, p. 171

  11. Value Chain AnalysisEx. 6-7, p. 171

  12. Understanding Competitive Pressures • Five Forces of Competition [Ex. 6-8, p. 173] • Rivalry among firms in the industry • Powerful customers • Powerful suppliers • Threat of substitutes • Threat of potential entrants • Barriers to Entry [Ex.6-9, p. 175] • Barriers in Flux • Spotting and Defending against Potential Entrants

  13. Five Forces of CompetitionEx. 6-8, p. 173

  14. Strategic Implications of the Five Competitive Forces • Cautions and Limitations • Sustainable Advantage? [Ex. 6-10, p. 177] • Organizational Strengths • Superior stakeholder satisfaction • Strategic soothsaying • Positioning for speed • Positioning of surprise • Shifting the rules of competition • Signaling strategic intent • Simultaneous and sequential strategic thrusts

  15. The Ability to Disrupt MarketsEx. 6-10, p. 178

  16. Komatsu v. CaterpillarExhibit 6-1, p. 179

  17. The Organizational Context for Competing • Organizational Types [Ex. 6-11, p. 180] • Prospector • Defender • Analyzer • Reactor • Market Orientation • Systematic gathering of information customers and competitors, present and potential • Systematic analysis of the information for the purpose of developing market knowledge • Systematic use of such knowledge to guide strategy recognition, understanding, creation, selection, implementation, and modification • Unique Character • Market Orientation Payoffs • Product vs. Service Orientation, Ex. 6-12, p. 182

  18. Organizational Learning and Memory • What is Learning? • Managing Organizational LearningMultiplicative learning model [Ex. 6-13, p. 183] • Visionary Leadership • Target and Trajectory • Information and Value Systems • Creating and Striving • Execution

  19. Requisites for the Learning OrganizationEx. 6-13, p. 183

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