Corporate and Division Strategic Planning

1. Corporate and Division Strategic Planning Figure 4-4:The Business Strategic-Planning Process To accompany A Framework for Marketing Management, 2nd Edition

2. Industry scope (needs-defined) Products and applications scope (direct/indirect competition) Competence scope (technology and/or marketing competencies) Vertical scope (vertical integration) Market-segment scope (target market) Geographical scope (#cities, #countries, large vs small cities) Corporate and Division Strategic Planning Mission statements define the company’s major competitive scopes To accompany A Framework for Marketing Management, 2nd Edition

3. SWOT Analysis Opportunities and threats stemming from the external environment Internal strengths and weaknesses Monitor key forces for trends For each trend, conduct an MOA - Marketing Opportunity Analysis Business Strategic Planning To accompany A Framework for Marketing Management, 2nd Edition

4. SWOT Analysis Opportunities and threats stemming from the external environment Internal strengths and weaknesses Brand awareness, image, reputation Distribution, pricing, customer loyalty, product benefits Finance, R&D, manufacturing Business Strategic Planning To accompany A Framework for Marketing Management, 2nd Edition

5. Business Strategic Planning • Overall orientation with respect to product, price, promotion, and price To accompany A Framework for Marketing Management, 2nd Edition

6. Corporate and Division Strategic Planning • Product-Market Expansion Matrix (Growth Strategies) To accompany A Framework for Marketing Management, 2nd Edition

7. Corporate and Division Strategic Planning Figure 4-2:The Boston Consulting Group’s Growth-Share Matrix To accompany A Framework for Marketing Management, 2nd Edition

8. Program Formulation and Implementation • Specific manipulations of the 4Ps. • “Tactics” To accompany A Framework for Marketing Management, 2nd Edition

9. To accompany A Framework for Marketing Management, 2nd Edition

10. Business Strategic Planning Effective Goals (quant and qual): Must be Realistic Must be Consistent Must be Hierarchical Must be Stated Quantitatively To accompany A Framework for Marketing Management, 2nd Edition

11. Corporate and Division Strategic Planning • Strategic business units (SBUs) share three characteristics: • Single business or collection of businesses which can be managed separately • Has own set of competitors • Has manager responsible for strategic planning and profits To accompany A Framework for Marketing Management, 2nd Edition

12. The Marketing Process Figure 4-6:Factors Influencing Company Marketing Strategy To accompany A Framework for Marketing Management, 2nd Edition

13. To accompany A Framework for Marketing Management, 2nd Edition

14. To accompany A Framework for Marketing Management, 2nd Edition

15. Managing The Marketing Process Methods of Organizing the Marketing Department Function Global Aspects Geographic Area Products or Brands Corporate Divisions Customers or Markets To accompany A Framework for Marketing Management, 2nd Edition

16. Types of Control Annual plan Profitability Efficiency Strategic Responsibility of top and middle management Examines whether planned results are achieved Managing The Marketing Process To accompany A Framework for Marketing Management, 2nd Edition

17. The Marketing Process Figure 4-7:Financial Model of Return on Net Worth To accompany A Framework for Marketing Management, 2nd Edition

18. The Marketing Process Evaluating Annual Performance: Marketing expense-to-sales analysis Market share analysis Performance Analysis Tools Financial analysis Market-based scorecard analysis Sales analysis To accompany A Framework for Marketing Management, 2nd Edition

19. Types of Control Annual plan Profitability Efficiency Strategic Responsibility of marketing controller Examines where the company is making and losing money Managing The Marketing Process To accompany A Framework for Marketing Management, 2nd Edition

20. Business Strategic Planning Differentiation Porter’s GenericStrategies Focus Overall cost leadership To accompany A Framework for Marketing Management, 2nd Edition

21. Types of Control Annual plan Profitability Efficiency Strategic Responsibility of line & staff and / or marketing controller Evaluates and attempts to improve spending efficiency of marketing expenditures Managing The Marketing Process To accompany A Framework for Marketing Management, 2nd Edition

22. Types of Control Annual plan Profitability Efficiency Strategic Responsibility of top management and marketing auditor Examines whether company is pursuing its best opportunities Managing The Marketing Process To accompany A Framework for Marketing Management, 2nd Edition

23. Managing The Marketing Process • Strategic controls should be conducted periodically via: • Marketing-effectiveness reviews • Marketing audits • Additional reviews to consider: • Marketing excellence review • Ethical and social responsibility review To accompany A Framework for Marketing Management, 2nd Edition