Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Market-Oriented Strategic
Planning
Objectives
Resources
Skills
Opportunities
Market-Oriented Strategic
Planning
Objectives
Resources
Profit
and
Growth
Skills
Opportunities
Product
Strategy
Communications
Strategy
Customer
Price
Strategy
Channel
Strategy
Strategic marketing
Tactical marketing
Arena
Advantage
Access
Activities
Internal Analysis
Strategy
People
Structure
Systems
Culture
Performance
A Business Strategy
Product-Market
Investment Decision
Product-market scope
Investment intensity
Resource allocation
over business units
Basis of SCAs
Assets/Competencies
Synergies
Functional Area Strategies
Product
Price
Distribution
Etc.
Elements of an Effective
Marketing Strategy
Demographic/
economic
environment
Technical/
physical
environment
Product
Suppliers
Place
Target Price
customers
Publics
Promotion
Political/
legal
environment
Competitors
Social/
cultural
environment
Strategic-Planning, Implementation,
and Control Process
Planning
Corporate
planning
Implementation
Organizing
Division
planning
Business
planning
Product
planning
Control
Measuring
results
Diagnosing
results
Implementing
Taking
corrective
action
Overview of Strategic
Market Management
External Analysis
Customer Analysis
Competitor Analysis
Market Analysis
Environmental
Analysis
Internal Analysis
Performance Analysis
Determinants of
Strategic option
External
Bases of competition
Analysis
Identification
Analysis
Trends/future events
Threats/opportunities
Information-need areas
Strategic uncertainties
Scenario analysis
Figure 3.1
Strategic Uncertainties
Strategic Uncertainties
Will a major firm enter?
Will a tofu-based dessert
product be accepted?
Will a technology be
replaced?
Will the rupee strengthen
against an off-shore
currency?
Will computer-based
operations be feasible with
current technology?
How sensitive is the market
to price?
Strategic Decisions
Investment in a product
market
Investment in a tofubased product
Investment in a
technology
Commitment to off-shore
manufacturing
Investment in a new
system
A strategy of maintaining
price parity
Customer Analysis
Segmentation
Customer Motivations
Unmet Needs
Competitor Analysis
Size, Growth
and Profitability
Strength and
Weaknesses
Exit Barriers
Image and
Positioning
Objectives and
Commitment
Competitor
Actions
Current and
Past strategies
Cost Structure
Organisation
and Culture
Market Analysis
The Dimensions are
Actual and Potential Market Size
Market Growth
Market Profitability
Cost Structure
Distribution Systems
Trends and Developments
Key Success Factors
Competition
Among Existing
Firms
Bargaining
Power of
Customers
Threat of
Substitute
Products
Figure 5.3
Risks of
High-Growth
Markets
Competitive Risk
Firm Limitations
Overcrowding
Resource constraints
Distribution unavailable
Market Changes
Changing KSFs
New technology
Disappointing growth
Price instability
Environment Analysis
Technology
Government
Economics
Culture
Demographics
Internal Analysis
Customer Satisfaction/
Brand Loyalty
Product/Service Quality
Brand/Firm Associations
Current
Performance
Relative Cost
New Product Activity
Manager/employee
Capability and
Performance
Figure 7.1
Long
Term
Profits
Inferior
Value Analysis
De-emphasize
Upgrade
More
Expensive
Value Analysis
Raise prices
Promote
Cost Reduction
Less
Expensive
Figure 7.2
Superior
Value Analysis
Emphasize/promote
Leave it alone
Figure 7.3
Strategic
Choices
Competitor Strengths
and Weaknesses
Strategic Decision
Strategic Investment
Functional Area Strategies
Sustainable Competitive Advantage
Market Needs,
Attractiveness, and
Key Success Factors
Figure 7.4
MARKET ATTRACTIVENESS
Low Medium High
BUSINESS STRENGTH
Medium
3.67
2.33
Weak
1.00
3.67
2.33
1.00
Invest/grow
Selectivity/earnings
Harvest/divest
Stars
Question marks
?2
Dogs
Cash cow
8
6
10x
7
4x
2x 1.5x
1x
Organization
Growth
Share by segment
Customer loyalty
Margins
Distribution
Technology skills
Patents
Marketing
Flexibility
Evaluating Market
Attractiveness
Size
Growth
Customer
Satisfaction levels
Competition:
quantity, types,
effectiveness,
commitment
Price levels
Profitability
Technology
Governmental
regulations
Sensitivity to
economic trends
Diversification growth
Strategicplanning
gap
Sales
Integrative growth
Intensive growth
Current
portfolio
5
Time (years)
10
Growth Strategies
Present
Products
New
Products
Present
Markets
Market
Penetration
Product
Expansion
New
Markets
Market
Expansion
Diversification
Vertical Integration
Source: H. Igor Ansoff, Strategic Diversification , Harvard
Business Review, September-October 1957, pp.113-24
A successful differentiation
strategy should
Generate
Customer
Value
Provide
Perceived
Value
Be Difficult
to Copy
SCA
Characteristics of SCAs
Substantial
Sustainable
Leveraged
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