Strategic Marketing Planning

What is Strategic Planning?

It is the managerial process that helps to develop a strategic and viable fit between the firms objectives, skills, resources with the market opportunities available. It helps the firm deliver its targeted profits and growth through its businesses and products.

Central Role of Strategic Planning

Successful marketing requires companies to have capabilities such as understanding , creating, delivering, capturing and sustaining customer value. Only a selected group of companies stand out as master marketers. Procter & Gamble, Nike, Wal Mart, IKEA, Toyota, Tata Steel, etc.

Corporate and Division Strategic Planning

Defining the corporate mission Establishing SBUs Allocating resources for SBUs Planning for new business

Corporate Mission

This seeks to embody the entire goals of the organization and the objective of its existence. It seeks to provide a sense of purpose, direction and opportunity

Some Mission Statements

ebay- We help people trade practically on earth. We will continue to enhance the online trading experiences of allcollectors, dealers, small businesses, opportunity sellers and browsers. Infosys Technologies Ltd.- To achieve our objectives in an environment of fairness, honesty and courtesy towards our clients. Biocon- To be an integrated biotechnology enterprise of global distinction. Google To organize the worlds information and make it universally accessible and useful.

5 questions that the firm must ask itself

What is our business? Who is our customer? What does our customer need? What will our business be? What should our business be?

Product Oriented vs. Market Oriented

Company
Xerox

Product Definition
We make copying equipment

Market Definition
We help improve office productivity We supply energy

Standard Oil

We sell gasoline

Columbia Pictures

We make movies

We market entertainment

Encyclopaedia

We sell encyclopaedia

We distribute information

Carrier

We make air conditioners and furnaces

We provide climate control in the home.

Good mission statements have three characteristics

They focus on a limited number of goals It stresses the major values and policies the firm desires It defines the major competitive scope of operation

Establishing Strategic Business Units

Companies often define their businesses in terms of products: They are in the "auto business" or the "clothing business." But Levitt argues that market definitions of a business are superior to product definitions. Large companies normally manage quite different businesses, each requiring its own strategy. General Electric classified its businesses into 49 strategic business units (SBUs).

SBU

It is a company within a company The business is differentiated from the rest of the company It has a manager responsible for strategic planning and profit performance , who controls most of the factors affecting profit.

INTENSIVE GROWTH Corporate management's first course of action should be a review of opportunities for improving existing businesses. Ansoff proposed a useful framework for detecting new intensive growth opportunities called a "productmarket expansion grid. The company first considers whether it could gain more market share with its current products in their current markets (marketpenetration strategy). Next it considers whether it can find or develop new markets for its current products (market-development strategy). Then it considers whether it can develop new products of potential interest to its current markets (product-development strategy). Later it will also review opportunities to develop new products for new markets (diversification

INTEGRATIVE GROWTH backward, forward, or horizontal integration within its industry. For example, drug company giant Merck has gone beyond just developing and selling ethical pharmaceuticals. It purchased Medco, a mail-order pharmaceutical distributor in 1993, formed a joint venture with DuPont to establish more basic research, and another joint venture with Johnson & Johnson to bring some of its ethical products into the over-thecounter market. Media companies have long reaped the benefits of integrative growth. Here is how one business writer explains the potential that NBC could reap from its merger with Vivendi Universal Entertainment to become NBC Universal. Admittedly a far-fetched example, it gets across the possibilities inherent in this growth strategy

DIVERSIFICATION GROWTH: Diversification growth makes sense when good opportunities can be found outside the present businesses. A good opportunity is one in which the industry is highly attractive and the company has the right mix of business strengths to be successful. For example, from its origins as an animated film producer, Walt Disney Company has moved into licensing characters for merchandised goods, entering the broadcast industry with its own Disney Channel as well as ABC and ESPN acquisitions, and developed theme parks and vacation and resort properties

Companies must not only develop new businesses; they must also carefully prune, harvest, or divest tired old businesses in order to release needed resources and reduce costs. Weak businesses require a disproportionate amount of managerial attention. Managers should focus on growth opportunities, and not fritter away energy and resources trying to salvage hemorrhaging businesses. Heinz sold its 9Lives and Kibbles 'n Bits pet food, StarKist tuna, College Inn broth, and All-in-One baby formulas to Del Monte in 2002 after years of stagnant sales, to allow it to focus on its core brands in ketchup, sauces, and frozen foods
DOWNSIZING AND DIVESTING OLDER BUSINESSES

Assigning Resources to each SBU: Once the

organization defines its SBUs then they must decide how to allocate resources to each SBU. GE/McKinsey classifies each SBUs according to the extend of competitive advantage and attractiveness of the industry Another model the BCGs Growth Share Matrix uses relative share and annual rate of market growth as a criteria to make investment decisions

Assessing growth opportunities: Assessing growth

opportunities involves planning new businesses, downsizing, or terminating older businesses. The company's plans for existing businesses allow it to project total sales and profits. If there is a gap between future desired sales and projected sales, corporate management will have to develop or acquire new businesses to fill it.

The BCG Matrix

??? Stars

Dogs

Cash Cows
Mkt Share

SBU strategies

Build Hold Harvest Divest

SWOT Analysis

Strengths Weaknesses Opportunities Threats

The Planning Process

Analysing Market opportunities Developing Marketing strategies Planning Marketing Programs Managing the Marketing Effort

Porters Generic Strategies

Overall cost leadership Product Differentiator Focus

Marketing Control

Annual Plan control Profitability control Strategic Control