Objectives
Objectives
Corporate and division strategic planing
Corporate and division strategic planing
Business unit planning
Business unit planning
The marketing process
The marketing process
Product level planning
Product level planning
Market-Oriented Strategic
Planning
Market-Oriented Strategic
Planning
Objectives
Skills
Resources
Market-Oriented Strategic
Planning
Market-Oriented Strategic
Planning
Objectives
Skills
Resources
Opportunities
Corporate Headquarters
Planning
Corporate Headquarters
Planning
Define the corporate mission
Define the corporate mission
Establish strategic business units
Establish strategic business units
(SBUs)
(SBUs)
Assign resources to SBUs
Assign resources to SBUs
Plan new business, downsize older
Plan new business, downsize older
businesses
Strategic-Planning, Implementation,
and Control Process
Strategic-Planning, Implementation,
and Control Process
Measuring results
Diagnosing results
Taking corrective
action
Implementation
Implementation
Planning
Planning
Corporate planning
Division planning
Business planning
Product planning
Organizing
Implementing
Good Mission Statements:
Good Mission Statements:
Limited number of goals
Stress major policies & values
The Boston Consulting Group’s
Growth-Share Matrix
The Boston Consulting Group’s
Growth-Share Matrix
20%- 18%- 16%- 14%- 12%- 8%- 6%- 4%- 2%- 00M
a
rk
et
G
ro
w
th
R
at
e
3
?
Question marks
?
2
?
?
1
Cash cow
6
Dogs
8
7
10x 4x 2x 1.5x 1x
10x 4x 2x 1.5x 1x
Relative Market Share
.5x .4x .3x .2x .1x
.5x .4x .3x .2x .1x
Stars
5
Market Attractiveness: Competitive-
Position Portfolio Classification
Market Attractiveness: Competitive-
Position Portfolio Classification
M A R K E T A T T R A C T IV E N E S S M A R K E T A T T R A C T IV E N E S S 5.00 5.00 3.67 3.67 2.33 2.33 1.00 1.00 L o w L o w M ed iu m M ed iu m H ig h H ig h Relief valve Flexible diaphragms Fuel pumps Aerospace fittings Clutches Hydraulic pumps Joints Strong
Strong BUSINESS STRENGTHBUSINESS STRENGTHMediumMedium WeakWeak
1.00 1.00 2.33 2.33 3.67 3.67 5.00 5.00 Invest/grow
S
al
e
s
S
al
e
s
10
10
5
5
0
0
Time (years
Time (years
)The Strategic-Planning Gap
The Strategic-Planning Gap
Desired sales Desired
sales
Integrative growth
Intensive growth
Current portfolioCurrent portfolio
Strategic-planning
planning
gap
gap
Diversification
Three Intensive Growth Strategies:
Ansoff’s Product/Market Expansion
Grid
Three Intensive Growth Strategies:
Ansoff’s Product/Market Expansion
Grid
4. Diversification
2. Market
development
New
markets
1. Market
penetration
Existing
markets
Existing
products
3. Product
development
1
4
2
3
High
High
Low
Low
High
High
Low
Low
A
tt
ra
ct
iv
en
es
s
A
tt
ra
ct
iv
en
es
s
Success Probability
Success Probability
Opportunities
Opportunities
Opportunity Matrix
Opportunity Matrix
1.
1. Company develops a more Company develops a more
powerful lighting system
powerful lighting system
2.
2. Company develops a device Company develops a device
for measuring the energy
for measuring the energy
efficiency of any lighting
efficiency of any lighting
system
system
3.
3. Company develops a device Company develops a device
for measuring illumination
for measuring illumination
level
level
4.
4. Company develops a Company develops a
software program to teach
software program to teach
lighting fundamentals to TV
lighting fundamentals to TV
studio personnel
Threat Matrix
Threat Matrix
1.
1.
Competitor develops a
Competitor develops a
superior lighting system
superior lighting system
2.
2.
Major prolonged
Major prolonged
economic depression
economic depression
3.
3.
Higher costs
Higher costs
4.
4.
Legislation to reduce
Legislation to reduce
number of TV studio
number of TV studio
licenses
licenses
1
4
2
3
High
High
Low
Low
High
High
Low
Low
S
er
io
u
sn
es
s
S
er
io
u
sn
es
s
Probability of Occurrence
The McKinsey 7-S Framework
The McKinsey 7-S Framework
Skills
Skills
Shared
values
Shared
values
Staff
Staff
Style
Style
Strategy
Strategy
Structure
Structure
Sell the product
The Value-Delivery Process
The Value-Delivery Process
Make the product
Procure Design
product Make Price Sell Advertise/promote Distribute Service
Choose the Value Provide the Value Communicate the Value
(a) Traditional physical process sequence
(b) Value creation & delivery sequence
The Marketing Plan
The Marketing Plan
Executive Summary & Table of Contents
Current Marketing Situation
Opportunity & Issue Analysis
Objectives
Marketing Strategy
Action Programs
Competitors
Marketing intermediaries
Publics Suppliers
Factors Influencing Company
Marketing Strategy
Mar ketin g info rmat ion syst em Ma rketin g plann ing sys tem M ark eting org an iza tion sy
stem Marke ting orga niza tion and impl emen tatio n Product Promotion
Review
Review
Corporate and division strategic planing
Corporate and division strategic planing
Business unit planning
Business unit planning
The marketing process
The marketing process
Product level planning
Product level planning
