1. Strategic Marketing Planning Capturing the Big Picture

2. 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. 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

4. 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. 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. 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. 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. 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. 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. 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. 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. 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. 13 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

14. 14 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

15. 15 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

16. 16 SWOT Analysis An analysis of an organization’s strengths (S) and weaknesses (W) and the opportunities (O) and threats (T) in the external environment

17. 17 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

18. 18 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

19. 19 Step 5: Develop Growth Strategies

20. 20 Marketing Planning: Step 1 Perform a situation analysis  Builds on SWOT analysis about the environment that specifically affects the marketing plan

21. 21 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

22. 22 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

23. 23 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

24. 24 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

25. 25 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)

26. 26 Action Plans Support plans that guide implementation and control of marketing strategies Assign responsibility, time line, budget, measurement and control

27. 27 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

28. 28 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

29. 29 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

30. 30 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