1、Chapter 3Winning Markets:Marketing ManagementTenth Edition1ObjectivesCorporate and division strategic planingBusiness unit planningThe marketing processProduct level planningThe marketing plan2Market-Oriented Strategic PlanningObjectivesSkillsResourcesOpportunities3Market-Oriented Strategic Planning

2、ObjectivesSkillsResourcesOpportunitiesProfitandGrowth4Corporate Headquarters PlanningDefine the corporate missionEstablish strategic business units (SBUs)Assign resources to SBUsPlan new business, downsize older businesses5Strategic-Planning, Implementation, and Control ProcessMeasuringresultsDiagno

3、singresultsTakingcorrectiveactionImplementationPlanningCorporateplanningDivisionplanningBusinessplanningProductplanningOrganizingImplementingControl6Good Mission Statements:Limited number of goalsStress major policies & valuesDefine competitive scopes7The Boston Consulting Groups Growth-Share Matrix

4、20%-18%-16%-14%-12%-10%- 8%- 6%- 4%- 2%- 0Market Growth Rate3?Question marks?21Cash cow6Dogs8710 x 4x 2x 1.5x 1x Relative Market Share.5x .4x .3x .2x .1x Stars548Market Attractiveness: Competitive- Position Portfolio ClassificationMARKET ATTRACTIVENESS5.003.672.331.00LowMediumHighReliefvalveFlexible

5、diaphragmsFuelpumpsAerospacefittingsClutchesHydraulicpumpsJointsStrongMediumWeakBUSINESS STRENGTH1.002.333.675.00Invest/growSelectivity/earningsHarvest/divest9Sales1050Time (years)The Strategic-Planning GapDesiredsalesIntegrative growthIntensive growthCurrentportfolioStrategic-planninggapDiversifica

6、tion growth10Three Intensive Growth Strategies: Ansoffs Product/Market Expansion Grid4. Diversification2. MarketdevelopmentNewmarkets1. MarketpenetrationExistingmarketsExistingproducts3. ProductdevelopmentNewproducts111423HighLowHighLowAttractivenessSuccess ProbabilityOpportunitiesOpportunity Matrix

7、1.Company develops a more powerful lighting system2.Company develops a device for measuring the energy efficiency of any lighting system3.Company develops a device for measuring illumination level4.Company develops a software program to teach lighting fundamentals to TV studio personnel12Threat Matr

8、ix1.Competitor develops a superior lighting system2.Major prolonged economic depression3.Higher costs4.Legislation to reduce number of TV studio licenses1423HighLowHighLowSeriousnessProbability of OccurrenceThreats13The McKinsey 7-S FrameworkSkillsSharedvaluesStaffStyleStrategyStructureSystems14Sell

9、 the productThe Value-Delivery ProcessMake the productProcureDesignproductMakePriceSellAdvertise/promoteDistributeServiceChoose the ValueProvide the ValueCommunicate the Value(a) Traditional physical process sequence(b) Value creation & delivery sequenceStrategic marketingTactical marketing15The Mar

10、keting PlanExecutive Summary & Table of ContentsCurrent Marketing SituationOpportunity & Issue AnalysisObjectivesMarketing StrategyAction ProgramsProjected Profit-and-lossControls16CompetitorsMarketingintermediariesPublicsSuppliers Factors Influencing Company Marketing StrategyMarketinginformationsystemMarketingplanningsystemMarketingorganizationsystemMarketingorganization andimplementationProductPromotionPlacePriceTargetcustomersDemographic/economicenvironmentSocial/culturalenvironmentTechnical/physicalen