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Winning Markets: Market-Oriented Strategic Planning

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Winning Markets: Market-Oriented Strategic Planning
Chapter 4Winning Markets: Market-Oriented Strategic Planning
Kotler on Marketing It is more important to do what is strategically right than what is immediately profitable.
Chapter Objectives
In this chapter, we examine the following questions:
How strategic planning is carried out at the corporate and division levels?
How is planning carried out at the business unit level?
What are the major steps in the marketing process?
How is planning carried out at the product level?
What does a marketing plan include?
Strategic Planning
Three Key Areas and Four Organization Levels
Strategic marketing plan
Tactical marketing plan
Marketing plan
Corporate and Division Strategic Planning
All corporate headquarters undertake four planning activities
Defining the Corporate Mission
Establishing Strategic Business Units (SBUs)
Assigning resources to each SBU
Planning new businesses, downsizing, or terminating older businesses
Defining the Corporate Mission
Mission statements define which competitive scopes the company will operate in
Industry scope
Products and applications scope
Competence scope
Market-segment scope
Vertical scope
Geographical scope
Establishing Strategic Business Units (SBUs)
Table 4.1: Product-Oriented versus Market-Oriented Definitions of a Business center10477500 Three characteristics of SBUs
Single business or collection of related businesses that can be planned for separately
Has its own set of competitors
Has a manager who is responsible for strategic planning and profit
The Growth-Share Matrix
Relative market share
Four Cells
Question Marks
Stars
Cash Cows
Dogs
SBU Strategies
SBU Lifecycle
Figure 4-2: The Boston Consulting Group’s Growth-Share Matrix left2921000 The General Electric Model
Figure 4-3: Market Attractiveness-Competitive-Position Portfolio Classification and Strategies left11303000 4-2: Factors underlying Market Attractiveness and Competitive Position in GE Multifactor Portfolio Model:
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