1. Principles of Marketing - UNBSJ
BA 2303
Principles of Marketing - UNBSJ
Developing Successful Marketing Strategies
Instructor – Terry Conrod

2. Learning Objectives BA 2303
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.
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.

3. LEVELS OF STRATEGY IN ORGANIZATIONS
BA 2303
LEVELS OF STRATEGY IN ORGANIZATIONS
Today’s Organizations: Kinds, Levels, and Teams
Kinds of Organization
Business firms
Non-profit 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

4. FIGURE 2-1 The three levels of strategy in organizations
BA 2303
FIGURE 2-1 The three levels of strategy in organizations

5. LEVELS OF STRATEGY IN ORGANIZATIONS
BA 2303
LEVELS OF STRATEGY IN ORGANIZATIONS
Strategy Issues in Organizations
The Business Definition
The Mission
Organizational Culture
Stakeholders

6. Mission of the Holiday Inn Burlington
BA 2303

7. LEVELS OF STRATEGY IN ORGANIZATIONS
BA 2303
LEVELS OF STRATEGY IN ORGANIZATIONS
Strategy Issues in Organizations
Goals or Objectives (cont.)
Profit
Sales revenue
Market share
Unit sales
Quality
Customer satisfaction
Employee welfare
Social responsibility

8. What are the three levels in today’s large organizations?
BA 2303
Concept Check
What are the three levels in today’s large organizations?
Answer:
The three levels of strategy in organizations are corporate, business unit, and functional.

9. BA 2303
Concept Check
What is the difference between an organization’s mission and its culture?
Answer:
A mission statement identifies the organization's scope including its customers, markets, products, technology, and values. In contrast, a culture which can exist at the corporate, business unit, or functional level is a system of shared values, attitudes, and behaviours that distinguish it from others.

10. BA 2303
Concept Check
Give an example of a goal for a business and a goal for a non-profit organization.
Answer:
An example of a goal for a business might be "to increase annual profits by 20% in 20XX (current year)." In comparison, an example of a goal for a non-profit organization might be "to increase donations by 20% since the last major fundraising effort."

11. SETTING STRATEGIC DIRECTIONS
BA 2303
SETTING STRATEGIC DIRECTIONS
A Look Around: Where Are We Now?
Customers
Competencies
Competitive advantage
Quality
Benchmarking
Competitors

12. SETTING STRATEGIC DIRECTIONS
BA 2303
SETTING STRATEGIC DIRECTIONS
Growth Strategies: Where Do We Want to Go?
Business Portfolio Analysis
BCG Analysis

13. Boston Consulting Group portfolio analysis.
BA 2303
Boston Consulting Group portfolio analysis.

14. SETTING STRATEGIC DIRECTION
BA 2303
SETTING STRATEGIC DIRECTION
Growth Strategies: Where Do We Want to Go? (cont.)
Market-Product Analysis

15. Four market-product strategies
BA 2303

16. What are “competencies” and why are they important?
BA 2303
Concept Check
What are “competencies” and why are they important?
Answer:
Competencies are an organization's special capabilities, including the skills, technologies, and resources that distinguish it from other organizations. Exploiting these competencies may lead to an organization's success.

17. What is business portfolio analysis?
BA 2303
Concept Check
What is business portfolio analysis?
Answer:
Business portfolio analysis is the understanding of a firm's strategic business units (SBU's) as though they were a collection of separate investments.

18. What are the four market-product strategies?
BA 2303
Concept Check
What are the four market-product strategies?
Answer:
The four market-product strategies are:
• Market penetration
• Product development
• Market development
• Diversification

19. THE STRATEGIC MARKETING PROCESS
BA 2303
THE STRATEGIC MARKETING PROCESS
Strategic Marketing Process: The Planning Phase
Step 1: Situation Analysis
SWOT
Step 2: Market-Product Focus and Goal Setting
Set marketing and product goals
Select target markets
Find points of difference
Position the product
Step 3: Marketing Program
Product, Price, Promotion & Place (distribution) strategies

20. Strategic Marketing Process
BA 2303
Strategic Marketing Process

21. Ben & Jerry’s: a SWOT analysis to get it growing in Canada
BA 2303

22. BA 2303
Elements of the marketing mix that comprise a cohesive marketing program

23. BA 2303
Concept Check
What is the difference between a strength and an opportunity in a SWOT analysis?
Answer:
In a SWOT analysis, a strength is a favourable evaluation of the internal situation at the level of the entire organization, the business unit, the product line, or the specific product. An opportunity is a favourable evaluation of the external situation at the level of the entire organization, the business unit, the product line, or the specific product.

24. What is market segmentation?
BA 2303
Concept Check
What is market segmentation?
Answer:
Market segmentation is the process of aggregating prospective buyers into groups, or segments, that (1) have common needs and (2) will respond similarly to a marketing action.

25. What are “points of difference” and why are they important?
BA 2303
Concept Check
What are “points of difference” and why are they important?
Answer:
Points of difference are those characteristics of a product that make it superior to competitive substitutes. This concept is the single most important factor in the success or failure of a new product.

26. STRATEGIC MARKETING PROCESS
BA 2303
STRATEGIC MARKETING PROCESS
Strategic Marketing Process: The Implementation Phase
Obtaining Resources
Designing the Marketing Organization
Developing Schedules
Executing the Marketing Program
Marketing strategy
Marketing tactics

27. BA 2303
Organization of a typical manufacturing firm showing a breakdown of the marketing department

28. STRATEGIC MARKETING PROCESS
BA 2303
STRATEGIC MARKETING PROCESS
Strategic Marketing Process: The Control Phase
Comparing Results with Plans to Identify Deviations
Correcting a negative deviation
Exploiting a positive deviation

29. What is the control phase of the strategic management process?
BA 2303
Concept Check
What is the control phase of the strategic management process?
Answer:
The control phase of the strategic marketing process seeks to keep the marketing program moving in the direction set for it.

30. BA 2303
Concept Check
How do the objectives set for a marketing process in the planning phase relate to the control phase of the strategic marketing process?
Answer:
In the control phase, the marketing manager (1) compare the results of the marketing program with the goals in the written plans to identify deviations and (2) to act on these deviations--correcting negative deviations and exploiting positive ones.

31. BA 2303
Profit
The reward to a business firm for the risk it undertakes in offering a product for sale; the money left over after a firm’s total expenses are subtracted from its total revenues.

32. BA 2303
Corporate level
The corporate level is where top management directs overall strategy for the entire organization.

33. BA 2303
Business Unit
The business unit refers to an organization that markets a set of related products to a clearly defined group of customers.

34. BA 2303
Business Unit Level
The business unit level is the level at which business unit managers set the direction for their products and markets.

35. BA 2303
Functional Level
The functional level is where groups of specialists actually create value for the organization.

36. Cross-Functional Teams
BA 2303
Cross-Functional Teams
Cross-functional teams include a small number of people from different departments in an organization who are mutually accountable to a common set of performance goals.

37. BA 2303
Mission
A mission is a statement of the organization’s scope.

38. BA 2303
Stakeholders
Stakeholders are individuals or groups within or outside an organization that relate to what it does and how well it performs.

39. BA 2303
Goals
Goals or objectives convert the mission into targeted levels of performance to be achieved.

40. BA 2303
Market Share
Market share is the ratio of sales revenue of the firm to the total sales revenue of all firms in the industry.

41. BA 2303
Competencies
Competencies are an organization’s special capabilities, including skills, technologies, and resources.

42. Competitive Advantage
BA 2303
Competitive Advantage
A competitive advantage is a unique strength relative to competitors.

43. BA 2303
Quality
Quality means the features and characteristics of a product that influence its ability to satisfy customer needs.

44. BA 2303
Benchmarking
Benchmarking is discovering how others do something better than your own firm so you can imitate or leapfrog competition.

45. Strategic Marketing Process
BA 2303
Strategic Marketing Process
The strategic marketing process is how an organization allocates its marketing mix resources to reach its target markets.

46. BA 2303
Marketing Plan
A road map for the marketing activities of an organization for a specified future period of time, such as one year or five years.

47. BA 2303
Situation Analysis
Taking stock of where the firm or product has been recently, where it is now, and where it is headed in terms of the organization’s plans and the external factors and trends affecting it.

48. BA 2303
SWOT Analysis
An acronym describing an organization’s appraisal of its internal Strengths and Weaknesses and its external Opportunities and Threats.

49. BA 2303
Market Segmentation
Market segmentation is the process of aggregating prospective buyers into groups that have common needs and will respond similarly to a marketing action.

50. BA 2303
Points of Difference
Points of difference are those characteristics of a product that make it superior to competitive substitutes.

51. BA 2303
Marketing Strategy
A marketing strategy is the means by which a marketing goal is to be achieved.

52. BA 2303
Marketing Tactics
Marketing tactics are detailed day-to-day operational decisions essential to the overall success of marketing strategies.

53. BA 2303
Objectives
Convert the mission into targeted levels of performance to be achieved.

54. Organizational Culture
BA 2303
Organizational Culture
A set of values, ideas, and attitudes that is learned and shared among the members of an organization.