现代营销学课件：Chapter 2 STRATEGIC PLANNING AND MARKETINGS ROLE IN THE ORGANIZATION

1、Chapter 2STRATEGIC PLANNING AND MARKETINGS ROLE IN THE ORGANIZATIONChapter ObjectivesDiscuss company-wide strategic planning and its four steps.Describe how companies develop mission statements and objectives.Explain how companies evaluate and develop their “business portfolios.”Discuss marketings r

2、ole in strategic planning.Describe the marketing management process and the force that influence it. The Definition: Strategic planning is the process of developing and maintaining a strategic fit between the organizations goals and capabilities and its changing marketing opportunities. It relies on

3、 developing a clear company mission, supporting objectives, a sound business portfolio, and coordinated functional strategies. Strategic PlanningStrategic PlanningChangesChances & ChallengesCreation & Competence战略的意义与时俱进-顺应时代、顺应环境随机应变-顺应市场、顺应需求审时度势-认清时事、把握机会运筹帷幄-优化资源、发挥优势战略的重要性：变化的环境全球化 工业化 城市化 三化并行

4、金融海啸 经济转型 GPN重构 三潮聚头十二五 新三十年 新增长期 三期启始战略前瞻性全局性创新性可行性可操作性Figure 2-1 Steps in strategic planning Defining the company mission Setting company objectives and goals Designing the business portfolio Planning, marketing and other functional strategiesCorporate levelBusiness unit, product, and market level

5、战略分析工具环境分析 PEST SWOT竞争力与竞争优势竞争五力 priority VS advantages 市场分析消费者趋势图 罗兰贝格 价值元素表营销策略/战略BCG/GE矩阵 市场定位实施规划甘特图 CPM/PERTStrategic Map 战略定位战略联盟商业模式（OEM ODM OBM）营利模式（收费站模式）营销模式（如拉式、推式）业态模式（如Fast Fashion）战略路线图Strategic planningDefining the Company MissionSetting Company Objectives and GoalsDesigning the Busin

6、ess PortfolioPlanning, Marketing and other Functional StrategiesStrategic Planning and Small BusinessMission statement The definition: A mission statement is a statement of the organizations purposewhat it wants to accomplish in the larger environment.Table 2-1 Market-oriented business definitionsCo

7、mpanyProduct-Oriented DefinitionMarket-Oriented DefinitionRevlonWe make cosmetics.We sell lifestyle and self-expression; success and status; memories, hopes, and dreams.DisneyWe run theme parks.We provide fantasies and entertainment-a place where America still works the way its supposed to.Wal-MartW

8、e run discount stores.We offer products and services that deliver value to Middle Americas.XeroxWe make copying, fax, and other office machines.We make businesses more productive by helping them scan, store, retrieve, revise, distribute, print, and publish documents.O.M.Scott Home DepotWe sell grass

9、 seed and fertilizer. We sell tools and home repair/improvement items.We deliver green, healthy-looking yard.We provide advice and solutions that transformed ham-handed homeowners into Mr. and Ms. Fixits.Setting Company Objectives and GoalsSales Market ShareReputation / Good WillROI / ROESetting Com

10、pany Objectives and GoalsFigure 2-2 Hierarchy ofobjectives for the International Minerals and Chemical Corporation,Fertilizer Division Increase agricultural productivityResearch new fertilizersImprove profit to support research Increase sales Reduce costs Increase market share Enter new foreign in d

11、omestic market marketsIncrease product availability Cut price and call on and promotion large farms abroadBusiness missionBusinessObjectivesMarketingObjectivesMarketingstrategyDesigning the Business portfolioBusiness portfolio: The collection of businesses and products that make up the company.The c

12、ompany must: (1) Analyzing the current business portfolio (2) Develop growth strategiesAnalyzing the Current Business PortfolioPortfolio analysis: A tool by which management identifies and evaluates the various business that make up the company.Strategic business unit(SBU): A unit of the company tha

13、t has a separate mission and objectives and can be planned for independently from other company businesses. An SBU can be a company division, a product line within a division, or sometimes a single product or brand.A Portfolio TheoryRisk VS ReturnRi=Rf+(Rm-R) iSMLE(R)Rf p2 = x12 12 + x22 22 + 2x1x2

14、12(i) = cov(i,m) / variance(m)cov(i,m) / m2Figure 2-3 The BCG growth-share matrixStarQuestion markCash cowDogMarket growth rate Low High High LowRelative market shareGrowth-share matrix: A portfolio-planning method that evaluates a companys strategic business units in terms of their market growth ra

15、te and relative market share. SBUs are classified as stars, cash cows, question marks, or dogs.Figure 2-4 The strategic business-planning gridStrategic business-planning grid:A comprehensive portfolio planning tool which uses a matrix with two dimensions-one representing industry attractiveness and

16、one representing company strength in the industry. Business strengthStrong Average WeakIndustry attractivenessHighMediumLowDeveloping Growth Strategies Product/market expansion grid: A portfolio-planning tool for identifying company growth opportunities through market penetration, market development

17、, product development, or diversification.Existing product New productsExisting marketing1. Market penetration3. Product developmentNew markets2. Market development4. DiversificationFigure 2-5 Marketing opportunity identification through the product-market expansion grid1. Market penetration: A stra

18、tegy for company growth by increasing sales of current products to current market segments without changing the product in any way.2. Market development: A strategy for company growth that identifies and develops new market segments for current company products.3.Product development: A strategy for

19、company growth that offers modified or new products to current market segments. The product concept is developed into a physical product in order to assure that the product idea can be turned into a workable product.4.Diversification: A strategy for company growth that starts or acquires businesses

20、outside the companys current products and markets.Go backPlanning Functional StrategicsManufacturingR & DCapital InvestmentHuman ResourceMarketingConflict & CoordinateDEPARTMENTEMPHASISMARKETING EMPHASISR & D (Research & Development)Basic research Intrinsic quality Functional FeaturesApplied researc

21、h Perceived qualitySales featuresEngineeringLong design lead timeFew modelsStandard componentsShort design lead timeMany modelsCustom componentsPurchasingNarrow produce lineStandard partsPrice of materialEconomical lot sizesPurchasing at infrequent intervalsBroad produce lineNonstandard partsQuality

22、 of materialLarge lot sizes to avoid stockoutsImmediate purchasing for customer needInventoryFast-moving items,narrow produce lineEconomical level of stockBroad product lineHigh level of stockPlanning Functional StrategiesMarketings role in strategic planning (provide guiding philosophy; provide inp

23、uts; design strategies)Marketing and the other business functions Value chain: A major tool for identifying ways to create more customer value.Marketing and its partners in the marketing system Value delivery system: All of the organizations in the companys supply chain that work together to deliver

24、 value to the customer.The Marketing Management ProcessFigure 2-7The marketing management processANALYZING MARKET OPPORTUNITIESMarketing research and information system (chapter4)Consumer markets(chapter 5 and 6)Organizational market (chapter 7)SELECTING TARGET MARKETMeasuring and forecasting demand

25、 (chapter 8)Market segmentation,targeting,and positioning(chapter 9)DEVELOPING THE MARKETING MIXDesigning products (chapter 10 and 11) Pricing products (chapter 12 and 13)Placing products (chapter 14 and 15) Promoting products (chapter 16,17,and 18)MANAGING THE MARKETING EFFORTCompetitor analysis an

26、d competitive marketing strategies (chapter 19)Planning,implementing,and controlling marketing programs (chapter 20)Analyzing Market OpportunitiesThe company must carefully analyze its consumers and the environment so that it can avoid the threats and take advantage of the opportunities.Managers nee

27、d a plentiful supply of information: Information about consumers and how they make buying decisions. Information about key actors in the marketing environment (competitors, suppliers, resellers, and publics). Information about broader environmental forces that affect the company and its consumers (

28、demographic, economic, natural, technological, political, and cultural). Selecting Target ConsumersDemand measurement and forecasting:Make a careful estimate of the current and future size of the market and its various segments.Market segmentation: Classifying customers into groups with different ne

29、eds, characteristics, or behavior.Market segment: A group of consumers who respond in a similar way to a given set of marketing stimuli.Market targeting: The process of evaluating each market segments attractiveness and selecting one or more segments to enter.Market positioning: Arranging for a prod

30、uct to occupy a clear, distinctive , and desirable place relative to competing products in the minds of target consumers. Formulating competitive positioning for a product and a detailed marketing mix.Developing the Marketing MixMarketing Mix:The set of controllable marketing variables that the firm

31、 blends to produce the response it wants in the target market.Product means the “goods-and-service” combination the company offers to the target market.Price is the amount of money customers have to pay to obtain the product.Place stands for company activities that make the product available to target consumers.Promotion means activities that communicate the merits of product and persuade target customers to buy it.Figure 2-8 The four Ps of the marketing mix MarketingMixTarget MarketQualityFeaturesOptionsSty