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Slide 2-1. C HAPTER. DEVELOPING SUCCESSFUL MARKETING AND CORPORATE STRATEGIES. Slide 2-2. AFTER READING THIS CHAPTER YOU SHOULD BE ABLE TO:. Describe the three organizational levels of strategy. Describe why business, mission, culture, and goals are important in organizations.

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  1. Slide 2-1

  2. CHAPTER DEVELOPING SUCCESSFUL MARKETING AND CORPORATE STRATEGIES Slide 2-2

  3. AFTER READING THIS CHAPTERYOU SHOULD BE ABLE TO: • Describe the three organizational levels of strategy. • Describe why business, mission, culture, and goals are important in organizations. • Explain how organizations set strategic directions by assessing where they are now and seek to be in the future. Slide 2-3

  4. AFTER READING THIS CHAPTERYOU SHOULD BE ABLE TO: • Describe the strategic marketing process and its three key phases: planning, implementation, and control. • Explain how the marketing mix elements are blended into a cohesive marketing program. Slide 2-4

  5. LEVELS OF STRATEGY IN ORGANIZATIONS • Today’s Organizations: Kinds, Levels, and Teams • Kinds of Organizations • Profit • Business Firm • Nonprofit Organization • Firm, Company, Corporation, Organization Slide 2-6

  6. LEVELS OF STRATEGY IN ORGANIZATIONS • Levels in Organizations and How Marketing Links to Them • Corporate Level • Business Unit • Business Unit Level • Functional Level • Where Things Happen: Functional Areas and Cross-Functional Teams Slide 2-7

  7. FIGURE 2-1The three levels of strategyin organizations: corporate, business unit, and functional Slide 2-8

  8. LEVELS OF STRATEGY IN ORGANIZATIONS • Strategy Issues in Organizations • The Business • The Mission • Organizational Culture • Stakeholders • Organizational Culture Slide 2-9

  9. LEVELS OF STRATEGY IN ORGANIZATIONS • Strategy Issues in Organizations • Goals or Objectives • Profit • Customer Satisfaction • Sales • Employee Welfare • Market Share • Social Responsibility • Quality Slide 2-10

  10. Concept Check 1. What are the three levels in today’s large organizations? A: The corporate, business unit, and functional levels exist in large corporations. Slide 2-13

  11. Concept Check 2. What is the meaning of an organization’s mission? A: Mission is a statement of the organization’s scope, often identifying its customers, markets, products, technology, and values. Slide 2-14

  12. Concept Check 3. How do an organization’s goals relate to its mission? A: Goals or objectives measure how well the organization’s mission is being accomplished. Slide 2-15

  13. SETTING STRATEGIC DIRECTIONS • A Look Around: Where Are We Now? • Customers • Competencies • Competitive Advantage • Quality • Benchmarking • Competitors Slide 2-16

  14. FIGURE 2-2Who are Lands’ End/Sear’s competitors? Slide 2-18

  15. SETTING STRATEGIC DIRECTIONS • Growth Strategies: Where Do We Want to Go? • Business Portfolio Analysis • Market Growth Rate • Relative Market Share • Cash Cows • Stars • Question Marks or Problem Children • Dogs Slide 2-20

  16. FIGURE 2-3Boston Consulting Group portfolio analysis for Kodak, as it might appear in 2004 Kodak digitalcamera Kodak digitalphoto printer Kodak film sales: US,Canada, & W. Europe Kodak self-service kiosk Slide 2-21

  17. SETTING STRATEGIC DIRECTIONS • Growth Strategies: Where Do We Want to Go? • Market-Product Analysis • Market Penetration • Market Development • Product Development • Diversification Slide 2-26

  18. FIGURE 2-4Four market-product strategies: alternative ways to expand sales revenues for Ben & Jerry’s Slide 2-27

  19. Concept Check 1. What are competencies and why are they important? A: Competencies are an organization’s special capabilities, including skills, technologies, and resources that distinguish it from other organizations, which if exploited, can lead to the organization’s success. Slide 2-28

  20. Concept Check 2. What is business portfolio analysis? A: Business portfolio analysis studies a firm’s business units as though they were a collection of separate investments. Slide 2-29

  21. Concept Check 3. What are the four market-product strategies? A: (1) market penetration; (2) market development; (3) product development; and (4) diversification. Slide 2-30

  22. THE STRATEGIC MARKETING PROCESS • How do our results compare with our plans and do deviations require new plans? • How do we convert our plans to actions? • How do our results compare with our plans and do deviations require new plans? • Strategic Marketing Process • Marketing Plan Slide 2-31

  23. FIGURE 2-5The strategic marketing process Slide 2-32

  24. SETTING STRATEGIC DIRECTIONS • Strategic Marketing Process:The Planning Phase • Step 1: Situation (SWOT) Analysis • Situation Analysis • SWOT Analysis Slide 2-33

  25. FIGURE 2-6Ben & Jerry’s: a SWOT analysis to get it growing again Slide 2-34

  26. SETTING STRATEGIC DIRECTIONS • Strategic Marketing Process:The Planning Phase • Step 2: Market-Product Focus and Goal Setting • Market Segmentation • Set Marketing and Product Goals • Select Target Markets • Points of Difference • Position the Product Slide 2-37

  27. SETTING STRATEGIC DIRECTIONS • Strategic Marketing Process:The Planning Phase • Step 3: Marketing Program • Product Strategy • Price Strategy • Promotion Strategy • Place (Distribution) Strategy Slide 2-39

  28. FIGURE 2-7Elements of the marketing mix that comprise a cohesive marketing program Slide 2-40

  29. Concept Check 1. What is the difference between a strength and an opportunity in a SWOT analysis? A: Both are positive factors for the organization, but a strength is an internal factor whereas an opportunity is an external one. Slide 2-41

  30. Concept Check 2. What is market segmentation? A: Market segmentation involves aggregating prospective buyers into groups, or segments, that (1) have common needs and (2) will respond similarly to a marketing action. Slide 2-42

  31. Concept Check 3. What are points of difference and why are they important? A: Points of difference are those characteristics of a product that make it superior to competitive substitutes. They are the single most important factor in the success or failure of a new product. Slide 2-43

  32. SETTING STRATEGIC DIRECTIONS • Strategic Marketing Process:The Implementation Phase • Obtaining Resources • Designing the Marketing Organization • Developing Schedules Slide 2-44

  33. FIGURE 2-8Organization of a typical manufacturing firm showing a breakdown of the marketing department Slide 2-45

  34. SETTING STRATEGIC DIRECTIONS • Strategic Marketing Process:The Implementation Phase • Executing the Marketing Program • Marketing Strategy • Marketing Tactics Slide 2-46

  35. SETTING STRATEGIC DIRECTIONS • Strategic Marketing Process:The Control Phase • Comparing Results With Plans to IdentifyDeviations • Planning Gap • Acting on Deviations • Exploiting a Positive Deviation • Correcting a Negative Deviation Slide 2-48

  36. FIGURE 2-9Evaluation and control of Kodak’s marketing program Slide 2-49

  37. Concept Check 1. What is the control phase of the strategic marketing process? A: This is the phase that seeks to keep the marketing program moving in the direction set for it. Slide 2-50

  38. Concept Check 2. How do the objectives set for a marketing program in the planning phase relate to the control phase of the strategic marketing process? A: The planning phase objectives are used as the benchmarks with which the actual performance results are compared in the control phase. Slide 2-51

  39. HOW MISSIONSTATEMENTS COMPARE GOING ONLINE Slide 2-52

  40. Going Online • 1.How are the mission statements of these organizations similar? How are they different? Ben & Jerry’s Unilever Slide 2-53

  41. Going Online • 2.Which mission statement do you believe will lead to “sustainable, profitable growth for our businesses and long-term value creation for our shareholders and employees”(from the “Introducing Unilever” promotional brochure)? Slide 2-54

  42. GENERAL ELECTRIC’S BUSINESS SCREEN SUPPLEMENTALLECTURE NOTE 2-2 Slide 2-58

  43. FIGURE 2-AGeneral Electric’s stoplight strategy chart Slide 2-59

  44. MARKETING AND BUSINESS PLANS TARGETED AT DIFFERENT AUDIENCES SUPPLEMENTALLECTURE NOTE 2-3 Slide 2-60

  45. FIGURE A-1Elements in typical marketing and business plans targeted at different audiences Slide 2-61

  46. SPECIALIZED BICYCLE COMPONENTS, INC.:RIDE THE RED “S” VIDEO CASE 2 Slide 2-62

  47. VIDEO CASE 2Specialized Bicycle Components • 1.Do a SWOT analysis for Specialized. Use Figure 2-6 in Chapter 2 and Figure 1 in Appendix A as guides. In assessing internal factors (strengths and weaknesses), use the material provided in the case. In assessing external factors (opportunities and threats), augment the case material with what you see happening in the bicycle industry. Slide 2-64

  48. VIDEO CASE 2Specialized Bicycle Components • 2.As part of step 2 of the planning phase, and using your SWOT analysis, select target markets on which you might focus for present and potential users. Slide 2-65

  49. VIDEO CASE 2Specialized Bicycle Components • 3.As part of step 3 of the planning phase and using your answers in questions 1 and 2 above, outline Specialized’s marketing programsfor the target market segments you chose. Slide 2-66

  50. DAKTRONICS, INC.:GLOBAL DISPLAYS IN68 BILLION COLORS APPENDIX D CASE D-2 Slide 2-67

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