0. Winning Markets Through Strategic Planning, Implementation,
Chapter 4
Winning Markets Through Strategic Planning, Implementation,
and Control

1. Objectives
Understand how strategic planning is carried out at the corporate, division, and business unit levels.
Learn the major steps in the marketing process.

2. Objectives Learn what type of content a marketing plan includes.
Understand how companies can effectively manage the marketing process.

3. Nature of Strategic Planning
Strategic planning requires actions in three key areas
Strategic planning takes place at the corporate, division, business unit and product levels
Marketing plans operate at strategic and tactical levels

4. Corporate and Division Strategic Planning
Planning activities include:
Defining the Corporate Mission
Establishing Strategic Business Units (SBUs), and Assigning Resources to SBUs
Planning New Businesses, Downsizing Older Businesses

5. Corporate and Division Strategic Planning
Mission statements define the company’s major competitive scopes:
Vertical scope
Market-segment scope
Geographical scope
Industry scope
Products and applications scope
Competence scope

6. Corporate and Division Strategic Planning
Strategic Business Units share three characteristics:
Single business or collection of businesses which can be managed separately
Has own set of competitors
Has manager responsible for strategic planning and profits

7. Corporate and Division Strategic Planning
SBUs are treated as investment portfolios. Resources are allocated by:
The BCG Growth-Share Matrix
Stars
Cash Cows
Question Marks
Dogs
The General Electric Market-Attractiveness Model

9. Corporate and Division Strategic Planning
Planning New Businesses and Downsizing Old Businesses
Involves taking advantage of one or more of the following:
Intensive growth
Integrative growth
Diversification growth
Harvesting or divesting old businesses

10. Business Strategic Planning
Planning Involves Eight Steps:
Business Mission
SWOT Analysis: Internal
SWOT Analysis: External
Goal Formulation
Strategy Formulation
Program Formulation
Implementation
Feedback and Control

11. Strategic Business Planning
SWOT Analysis
Opportunities and threats stemming from the external environment
Internal strengths and weaknesses
Monitoring key forces for trends
For each trend, conduct an MOA - Marketing Opportunity Analysis

12. Strategic Business Planning
SWOT Analysis
Opportunities and threats stemming from the external environment
Internal strengths and weaknesses
Brand awareness, image, reputation
Distribution, pricing, customer loyalty, product benefits
Finance, R&D, manufacturing

13. Business Strategic Planning
Effective goals should be formulated so that they are:
Arranged hierarchically from broader to more specific objectives
Stated in quantitative terms
Realistic
Consistent with each other and the company mission

14. Business Strategic Planning
Strategy dictates the game plan for achieving goals. Porter’s generic strategies offer a starting point for strategic thinking:
Overall cost leadership
Differentiation
Focus

15. Business Strategic Planning
Program formulation and implementation involves:
Developing supporting programs
Estimating implementation costs
Carefully managing the details so great strategy isn’t ruined by poor implementation
Feedback and control is crucial

16. The Marketing Process Two Views of the Value Delivery Process:
Traditional physical process sequence
Make the product Sell the product
Value creation and delivery sequence
Choose the value Provide the value Communicate the value

17. The Marketing Process Steps in the Marketing Process:
Analyzing market opportunities
Developing marketing strategies
Planning marketing programs
Managing the marketing effort

18. Marketing Plan Contents
The Marketing Process
Marketing Plan Contents
Marketing strategy
Action programs
Financial projections
Controls
Executive summary and TOC
Current situation
Opportunity and issue analysis
Objectives

19. Managing The Marketing Process
Marketing Departments can be organized by:
Function
Geographic area
Products or brands
Customers or markets
Corporate divisions
Global aspects

20. Managing The Marketing Process
Building a Companywide Marketing Orientation Requires:
Commitment from top management
Training programs; employee empowerment
Recognitions and rewards programs
Modern marketing planning system
Process-outcome focus

21. Managing The Marketing Process
Injecting more creativity into the organization can be beneficial
Successfully implementing programs requires four sets of skills:
Diagnostic skills
Identification of company level
Implementation skills
Evaluation skills

22. Managing The Marketing Process
Types of Control
Annual plan
Profitability
Efficiency
Strategic
Responsibility of top and middle management
Examines whether planned results are achieved

23. Managing The Marketing Process
Five tools are used to evaluate annual plan performance:
Sales analysis
Market-share analysis
Marketing expense-to-sales analysis
Financial analysis
Market-based scorecard analysis

24. Managing The Marketing Process
Types of Control
Annual plan
Profitability
Efficiency
Strategic
Responsibility of marketing controller
Examines where the company is making and losing money

25. Managing The Marketing Process
Types of Control
Annual plan
Profitability
Efficiency
Strategic
Responsibility of line & staff and / or marketing controller
Evaluates and attempts to improve spending efficiency of marketing expenditures

26. Managing The Marketing Process
Types of Control
Annual plan
Profitability
Efficiency
Strategic
Responsibility of top management and marketing auditor
Examines whether company is pursuing its best opportunities

27. Managing The Marketing Process
Strategic controls should be conducted periodically via:
Marketing-effectiveness reviews
Marketing audits
Additional reviews to consider:
Marketing excellence review
Ethical and social responsibility review