1. Strategic Marketing Planning Capturing the Big Picture

2. Chapter Objectives Explain the strategic planning process
Describe the steps in marketing planning
Explain operational planning
Explain the key role of implementation and control on marketing planning
Discuss some of the important aspects of an organization’s internal environment

3. Real People, Real Choices: Decision Time at Qode
What go-to-market strategies should Qode execute?
Option 1: partner with cell phone carriers
Option 2: leverage social networking
Option 3: brand-driven distribution
NEOMEDIA TECHNOLOGIES

4. Business Planning: Composing the Big Picture
Business planning: ongoing process of making decisions that guide the firm both in the short term and for the long haul
Identifies/builds on firm’s strengths
Helps managers make informed decisions
Develops objectives before action is taken

5. Three Levels of Business Planning
Strategic planning by top-level corporate management
Functional planning by top functional-level management such as the chief marketing officer
Operational planning by supervisory managers

6. Strategic Planning
Managerial decision process that matches firm’s resources & capabilities to its marketing opportunities for long-term growth
Top management defines firm’s purpose and objectives
Example: increase firm’s total revenues by 20% over next five years

7. Functional (Tactical) Planning
Accomplished by various functional areas of firm
Typically includes a broad 5-year plan to support strategic plan and a detailed annual plan
Example: to gain 40% of a particular market with three new products during coming year

8. Operational Planning
First-line managers focus on day-to-day execution of functional plans
Such planning includes detailed annual, semiannual, or quarterly plans
Example: units of a product a salesperson needs to sell per month

9. All Business Planning Is an Integrated Activity
Strategic, functional, and operational plans must work together for benefit of whole firm
Marketers must fully understand how they fit with the organization’s direction and resources

10. Strategic Planning: Framing the Picture
Very large multiproduct firms have divisions called strategic business units (SBUs)
Individual units within the firm that operate like separate businesses with each having its own mission, business objectives, resources, managers, and competitors
In these firms, strategic planning done at both the corporate and SBU levels

11. Step 1: Define the Mission
What business are we in? What customers should we serve? How do we develop firm’s capabilities & focus its efforts?
Mission statement: a formal document that describes the organization’s overall purpose and what it hopes to achieve in terms of its customers, products, and resources
Mission should not be too broad, too narrow, too shortsighted

12. Step 1: Define the Mission
Examples of mission statements
MADD: “to stop drunk driving, support the victims of this violent crime, and prevent underage drinking”
NeoMedia Technologies: “provide ground-breaking new technologies to companies everywhere”
Xerox: provide “document solutions”

13. Individual Activity Develop a mission statement for YOU!
You can think of yourself as a “product” that you are promoting to a potential employer

14. Step 2: Evaluate the Internal & External Environment
Situational/environmental analysis (business review)
Includes a discussion of firm’s internal environment as well as the external environment

15. Internal Environment
All controllable elements inside a firm that influence how well the firm operates
Strengths and weaknesses
Technologies, physical facilities, financial stability, corporate reputation, quality products, strong brands, employees

16. External Environment
Elements outside the firm that may affect it either positively or negatively
Opportunities and threats
The economy, competition, technology, law, ethics, and sociocultural trends
Firm cannot directly control external factors but can respond to them via planning

17. SWOT Analysis
An analysis of an organization’s strengths (S) and weaknesses (W) and the opportunities (O) and threats (T) in the external environment

18. Group Activity
Break into small groups and develop a brief SWOT analysis for a business in your community

19. Individual Activity Develop a SWOT analysis for YOU!
You can think of yourself as a “product” that you are promoting to a potential employer

20. Step 3: Set Organizational or SBU Objectives
What the firm hopes to accomplish with long-range business plan
Need to be specific, measurable, and attainable
May relate to sales, profitability, standing in market, return on investment, productivity, product development, customer satisfaction, and social responsibility

21. Role of Strategic Business Units
Figure 2.2

22. Step 4: Establish the Business Portfolio
Business portfolio: the group of different products or brands owned by an organization and having different income-generating and growth capabilities
Portfolio analysis: assessing the potential of a firm’s strategic business units
Helps decisions regarding which SBUs should receive more or less of the firm’s resources

23. Figure 2.3: BCG Growth-Market Share Matrix

24. Group Activity/Discussion
Do you think the Boston Consulting Group matrix is a useful way for organizations to examine their businesses?
Come up with examples of product lines that fit in each category

25. Step 5: Develop Growth Strategies
Figure 2.4

26. Discussion Is growth always the right strategy to pursue?
What organizations should contract rather than expand?
What organizations have become smaller rather than larger to succeed?

27. Group Activity
A university might consider different academic schools or departments as separate businesses
In small groups, consider how your university might divide its academic units into separate SBUs
What would be the problems with implementing such a plan?
What would be the advantages & disadvantages for students and for faculty?

28. Marketing Planning: Step 1
Perform a situation analysis
Builds on SWOT analysis about the environment that specifically affects the marketing plan

29. Marketing Planning: Step 2
Set marketing objectives
Specific to the firm’s brands, sizes, product features, and other marketing mix-related elements
State what the marketing function must accomplish if firm is to achieve overall business objectives

30. Marketing Planning: Step 3
Develop marketing strategies to achieve marketing objectives
Target market(s) where the firm’s offerings are best suited
Marketing mix strategies: how marketing will accomplish its objectives in the firm’s target market by using product, price, promotion, and place

31. Marketing Mix Strategies
Product strategies include product design, packaging, branding, support services, and product variations/features
Pricing strategies include setting prices for final consumers, wholesalers, and retailers based on costs, demand, or competitors’ prices

32. Marketing Mix Strategies
Promotion strategies: advertising, sales promotion, public relations, direct marketing, personal selling
Distribution strategies: how, when, and where the product is available to targeted customers

33. Step 4: Implement & Control the Marketing Plan
Control: measuring actual performance, comparing performance to the objectives, making adjustments
Marketing metrics: return on marketing investment (ROMI)

34. Action Plans
Support plans that guide implementation and control of marketing strategies
Assign responsibility, time line, budget, measurement and control

35. Creating & Working with a Marketing Plan
Written marketing plans encourage concrete objectives and strategies
Operational plans focus on the day-to-day execution of the marketing plan

36. The Value of a Marketing Culture
A firm’s corporate culture determines much of its internal environment – the values, norms, and beliefs that influence everyone in the firm

37. Individual Activity
Do you think internal firm culture contributes to successful marketing?
What would you consider to be a good corporate culture for marketing?

38. Discussion Some firms are successful without formal planning
Do you think planning is essential to a firm’s success?
Can planning ever hurt an organization?

39. Real People, Real Choices
NeoMedia Technologies (Rick Szatkowski)
Rick choose option 2: leverage social networking
Rick and his team are banking on early adopters to energize the market for Qode and push the product rapidly through the adoption cycle to more users

40. Marketing Plan Exercise
Pick an airline and help it plan
Get its mission statement, then develop a few marketing objectives to support it
Turn to Figure 2.4, the product-market growth matrix
How might your airline develop some strategies in each of the boxes?
What marketing metrics could you use with these strategies?

41. Keeping it Real: Fast Forward to Next Class Decision Time at Tupperware
Meet Rick Goings, CEO of Tupperware Brands Corp.
Tupperware: one of the most recognized brands world-wide
The decision: How to refresh the Tupperware brand perception