1. Chapter 2 STRATEGIC PLANNING AND THE MARKETING PROCESS
Marketing Management
Chapter 2
STRATEGIC PLANNING AND
THE MARKETING PROCESS

2. Strategic Planning
The process of developing and maintaining a strategic fit between the organization’s goals and capabilities and its changing marketing opportunities.

3. Steps in strategic planning
Defining
the company mission
Setting company objectives
and goals
Designing the business portfolio
Corporate level
Planning, marketing, and other functional strategies
Business unit, product, and market level

4. Mission Statement
A statement of the organization’s purpose – what it wants to accomplish in the larger environment.

5. SETTING COMPANY OBJECTIVES AND GOALS
The company’s mission needs to be turned into detailed supporting objectives for each level of management. Each manager should have objectives and be responsible for reaching them.

6. DESIGNING THE BUSINESS PORTFOLIO
Guided by the company’s mission statement and objectives, management now must plan its business portfolio – the collection of businesses and products that comprise the company. The best business portfolio is the one that best fits the company’s strengths and weaknesses to opportunities in the environment. The company must (1) analyse its current business portfolio and decide which businesses should receive more, less, or no investment, and (2) develop growth strategies for adding new products or businesses to the portfolio.

7. ANALYSING THE CURRENT BUSINESS PORTFOLIO
The major activity in strategic planning is business portfolio analysis, whereby management evaluates the businesses that make up the company. The company will want to put strong resources into its more profitable businesses and phase down or drop its weaker ones.
A tool by which management identifies and evaluates the various businesses that make up the company
Portfolio analysis
A unit of the company that has a separate mission and objectives and that can be planned independently from other company businesses. An SBU can be company division, a product line within a division, or sometimes a single product or brand.
Strategic business unit (SBU)

8. The Boston Consulting Group Approach
A portfolio-planning method that evaluates a company’s strategic business units (SBUs) in terms of their market growth rate and relative market share. SBUs are classified as stars, cash cows, question marks, or dogs.
Growth – Share Matrix
Using the Boston Consulting Group (BCG) approach, company classifies all its SBUs according to the growth share matrix. On the vertical axis, market growth rate provides a measure of market attractiveness. On the horizontal axis relative market share serves as a measure of company strength in the market. By dividing the growth – share matrix as indicated, four types of SBUs can be distinguished:
The Boston Consulting Group Approach

9. The Boston Counsulting Group Approach) رهيافت گروه مشاورين بوستون
Market growth rate
زياد
High كم
Low
ستاره
Star
علامت سئوال
Question mark
Cash cow
گاو
Dog سگ
سهم بازارنسبي
Relative market share
Stars
High-growth, high-share businesses or products that often require heavy investment to finance their rapid growth.
Cash cows
Low-growth, high-share businesses or products; established and successful units that generate cash that the company uses to pay its bills and supports other business units that need investment.
Question marks
Low-share business units in high-growth markets that require a lot of cash in order to hold their share or become stars.
Dogs
Low- growth, low-share businesses and products that may generate enough cash to maintain themselves but do not promise to be large sources of cash.
نرخ رشدبازار

10. The General Electric Approach
General Electric introduced a comprehensive portfolio planning tool called a strategic business-planning grid. Like the BCG approach, it uses a matrix with two dimensions – one representing industry attractiveness (the vertical axis) and one representing company strength in the industry (the horizontal axis). The best businesses are those located in highly attractive industries where the company has high business strength.

11. DEVELOPING GROWTH STRATEGIES
1. Market penetration
3.Product development
Existing products
New products
Existing markets
New markets
2. Market development
4. Diversification
Market opportunity identification through the product/ market expansion grid
Market penetration
A strategy for company growth by increasing sales of current products to current market segments without changing the product in any way.
Market Development
A strategy for company growth by identifying and developing new market segments for current company products.
Product development
A strategy for company growth by offering modified or new products to current market segments.
Diversification
A strategy for company growth by starting up or acquiring businesses outside the company’s current products and markets.

12. Marketing’s Role in Strategic Planning
There is much overlap between overall company strategy and marketing strategy. Marketing looks at consumer needs and the company’s ability to satisfy them; these same factors guide the company mission and objectives.
Marketing plays a key role in the company’s strategic planning in several ways. First, marketing provides a guiding philosophy – the marketing concept – which suggests company strategy should revolve around serving the needs of important consumer groups. Second, marketing provides inputs to strategic planners by helping to identify attractive market opportunities and by assessing the firm’s potential to take advantage of them. Finally, within individual business units, marketing designs strategies for reaching the unit’s objectives.

13. Marketing and the Other Business Functions
Marketers play an important role in delivering customer value and satisfaction. However, marketing cannot do this alone. Because consumer value and satisfaction are affected by the performance of other functions, all departments must work together to deliver superior value and satisfaction. Marketing plays an integral role to help ensure that all departments work together toward this goal.

14. THE MARKETING PROCESS The process of:
Analysing marketing opportunities
Selecting target markets
Developing the marketing mix
Managing the marketing effort

15. Market Segmentation
Dividing a market into distinct groups of buyers with different needs, characteristics, or behavior who might require separate products or marketing mixes.

16. Market Targeting
The process of evaluating each market segment’s attractiveness and selecting one or more segments to enter.

17. Market Positioning
Arranging for a product to occupy a clear, distinctive, and desirable place relative to competing products in the mine of target consumers.

18. Market Segment
A group of consumers who respond in a similar way to a given set of marketing stimuli.

19. MANAGING THE MARKETING EFFORT
Marketing Analysis
Marketing Planning
Marketing Implementation
Marketing Control

20. MARKETING ANALYSIS
Managing the marketing function begins with a complete analysis of the company’s situation. The company must analyse its markets and marketing environment to identify attractive opportunities and avoid environmental threats. It must analyse company strengths and weaknesses, as well as current and possible marketing actions, to determine which opportunities it can best pursue.

21. MARKETING PLANNING
Through strategic planning, the company decides what it wants to do with each business unit. Marketing planning involves deciding on marketing strategies that will help the company attain its overall strategic objectives. A detailed marketing plan is needed for each business, product, or brand.

22. MARKETING IMPLEMENTATION
Planning good strategies is only a start toward successful marketing. A brilliant marketing strategy counts for little if the company fails to implement it properly. Marketing implementation is the process that turns marketing strategies and plans into marketing actions to accomplish strategic marketing objectives.

23. What should we do about it?
MARKETING CONTROL
The process of measuring and evaluating he results of marketing strategies and plans, and taking corrective action to ensure that marketing objectives are attained
What do we
want to achieve?
Set goals
What is happening?
Measure performance
Why is it happening?
Evaluate performance
What should we do about it?
Take corrective action
The control process