Professional Documents
Culture Documents
Strategy
The company without a strategy is willing to try anything.
Michael Porter
If you know the enemy and know yourself you need not
fear the results of a hundred battles.
Sun Tzu
Case: Disney
What are its challenges?
Discussion
1.
2.
Formal Planning
Strategic Planning
Implementation
Organizing
Division
planning
Business
planning
Product
planning
Control
Measuring
results
Diagnosing
results
Implementing
Taking
corrective
action
Annual plan
Marketing plan
Strategic plan
Operational plan
Strategic Planning
Defining
Definingthe
the
Company
Company
Mission
Mission
Setting
Setting
Company
Company
Objectives
Objectives
and
andGoals
Goals
Designing
Designing
the
theBusiness
Business
Portfolio
Portfolio
Business unit,
product,
and market
level
Planning
Planning
marketing
marketing
and
andother
other
functional
functional
strategies
strategies
Strategic Planning
Defining a Market-Oriented Mission
Market-oriented mission
statement defines the
business in terms of
satisfying basic customer
needs
Strategic Planning
Defining a Market-Oriented Mission
Fundamental questions:
What
is our business?
Who is the customer?
What do consumers value?
What should our business be?
profitable goals
customers welfare
products value
distinctive competencies
Strategic Planning
Defining a Market-Oriented Mission
Each companys
mission is shaped by:
History
Current
preferences of
the owners and the
management
The market environment
Resources
Distinctive competencies
Limited
number of
goals
Stress major
policies & values
Define competitive
scopes
Strategic Planning
Defining a Market-Oriented Mission
Market-oriented
definition of a
business better than
product or
technological definition
A market-oriented
mission statement
defines the business in
terms of satisfying
basic customer needs
Mission statement
must avoid being too
narrow or too broad
Mission statement to
be guided by a vision an almost impossible
dream that provides a
direction for the
company for the next 10
to 20 years
Market
MarketOriented
Oriented
Characteristics
Characteristicsof
ofaa
Good
Good Mission
Mission
Statement:
Statement:
Realistic
Realistic
Specific
Fit
FitMarket
MarketEnvironment
Environment
Distinctive
DistinctiveCompetencies
Competencies
Motivating
Motivating
Strategic Planning
Company
Product-Oriented
Definition
Market-Oriented Definition
Amazon.com
Disney
Nike
Strategic Planning
Examples of Market-Oriented Missions
Mission
As a higher education and
research institution dedicated to the
advancement of basic and applied
sciences, our mission is to educate
the technological leaders and
entrepreneurs of the future in a rich
intellectual environment sensitive to
both local and global issues.
Vision
ITUs vision is to become a national and
international focal point of pioneering studies
in the fields of science, technology, social
sciences, and the arts.
Strategic Planning
Setting Company Objectives and Goals
Strategic Planning
Setting Company Objectives and Goals
Hierarchy of Objectives
Mission
Statement
Marketing
Objective # 1
Marketing
Strategy
Marketing
Objective # 2
Marketing
Strategy
Marketing
Objective # 3
Strategic Planning
Designing the Business Portfolio
2.
Strategic Planning
Analyzing the Current Business Portfolio
Units - SBU
SBU: unit of the company that has a separate
mission and objectives that can be planned
independently from other company businesses
Company division
Product line within a division
Single product or brand
Strategic Planning
Analyzing the Current Business Portfolio
20%18%16%14%12%10%8%6%4%2%0
10x
Stars
Question marks
?2
Dogs
Cash cow
8
6
7
4x
2x 1.5x
1x
Low
High
Stars
High growth & share
Profit potential
May need heavy
investment to grow
Cash
CashCows
Cows
?
High growth, low share
High growth, low share
Build
Buildinto
intoStars
Starsor
orphase
phaseout
out
Require
Requirecash
cashto
tohold
hold
market
marketshare
share
Dogs
Dogs
Low
Lowgrowth,
growth,high
highshare
share
Established,
Established,successful
successful
SBUs
SBUs
Produce
Producecash
cash
Low
Lowgrowth
growth&&share
share
Low
Lowprofit
profitpotential
potential
Low
Build
Increase market
share
Works well for
question marks
Hold
Preserve market
share
Good for cash
cow
Harvest
Increases shortterm cash flow
Good for weak
cash cows,
question marks
and dogs
Divest
Sell or liquidate
Good for dogs
and question
Can
Can be
be difficult,
difficult, time-consuming,
time-consuming, &
& costly
costly to
to implement
implement
Difficulty
Difficulty in
in defining
defining SBUs
SBUs &
& measuring
measuring market
market share
share and
and growth
growth
ocus on
Focus
on current
current businesses;
businesses; provide
provide little
little advice
advice for
for future
future planning
planning
Can
Can Lead
Lead to
to Unwise
Unwise Expansion
Expansion or
or Diversification
Diversification
Strategic Planning
Developing Strategies for Growth and Downsizing
1. Market
penetration
New
markets
2. Market
development
New
products
3. Product
development
4. Diversification
Growth Strategies
Existing
products
New
products
Existing
markets
Market
Product
Market
Product
penetration
penetration development
development
New
markets
Market
Market
development
development
DiversificaDiversification
tion
Growth Strategies
Existing
products
New
products
Existing
markets
Market
Product
Market
Product
penetration
penetration development
development
New
markets
Market
Market
development
development
DiversificaDiversification
tion
Develop new
markets for current
products
Identify new
demographic or
geographic markets
Domestic or
international
Growth Strategies
Existing
products
New
products
Existing
markets
Market
Product
Market
Product
penetration
penetration development
development
New
markets
Market
Market
development
development
DiversificaDiversification
tion
Offering modified
or new products to
current markets.
Growth Strategies
Existing
products
Existing
markets
New
markets
New
products
Market
Product
Market
Product
penetration
penetration development
development
Market
DiversificaMarket
Diversificadevelopment
tion
development
tion
Start up or buy
new businesses
Market penetration
Market development
Product development
Diversification
2 - 36
Strategic Planning
Developing Strategies for Growth and Downsizing
Functional Planning
partnering
Mission
SWOT
Setting
Selecting
Developing
Implemen-
Feedback &
Statement
ANALYSIS
Objectives
Strategy
Program.
tation
Control
Internal Analysis
(Streng.&Weakness)
Checklist
Analysis
Management or an outside consultant reviews the
businesss marketing, financial, manufacturing and
organizational competencies and rates each factor
as strength or weakness
SWOT
ANALYSIS
Strategy Formulation
Strategy
ng
ti l
ke ro
ar nt
M Co
PoliticalLegal
Environment
Profitable
Customer
Relshps.
Promotion
Competitors
Price
Publics
M
Im a r
pl ke
em tin
en g
ta
t
M
A ark
n e
al t
ys in
is g
Place
Product
ng
ti g
ke in
ar nn
M la
P
Suppliers
TechnologicalNatural
Environment
Marketing
Intermediaries
io
n
DemographicEconomic
Environment
SocialCultural
Environment
Strategy
Customers
1. Market
Segmentation
2. Target
marketing
3. Market
Positioning
grouped by:
Geographic
Demographic
Psychographic
Behavioral
Market
segment is a
groups of consumers
who respond in similar
ways to marketing
efforts.
Strategy
1. Market
Segmentation
2. Target
marketing
3. Market
Positioning
Evaluation
of each
segments
attractiveness
Selection of segments
with greatest long-term
profitability
A company can choose
one or several
segments to target
Strategy
1. Market
Segmentation
2. Target
marketing
3. Market
Positioning
The
Decisions on:
Marketing expenditures
2 - 58
Marketing Analysis
Marketing Planning
Marketing Implementation
Marketing Control
Analysis
Planning
Implementation
Control
Avoiding threats
Understanding strengths
Analyzing weaknesses
Analysis
Planning
Implementation
Control
involves deciding on
marketing strategies that
will help the company
reach its strategic
objectives
Marketing plan 2 levels:
Strategic mktg plan develops
the broad mktg objectives and
strategy based on an analysis of
the current market situation and
opportunities
Tactical mktg plan outlines
specific mktg tactics, including
advertising, merchandising,
pricing, channels, service, etc.
Analysis
Planning
Implementation
Control
Analysis
Planning
Implementation
Control
Measurement and
evaluation of the
results of marketing
strategies
Checking for
differences between
goals and
performance
Taking of corrective
action as needed
Return on marketing
investment (Marketing ROI) is
the net return from a marketing
investment divided by the costs
of the marketing investment.
Marketing ROI provides a
measurement of the profits
generated by investments in
marketing activities.
value-delivery network
positioning
market concept
market penetration
marketing arsenal
marketing mix
marketing position
independent marketing options
strategic planning
positioning
market penetration
differentiation