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Strategic marketing
OHT 20.2
Figure 20.1
Brassington and Pettitt: Principles of Marketing, 3rd Edition Pearson Education Limited 2003
OHT 20.3
Allocation of resources within an organisation to achieve the business direction and scope specified within corporate objectives.
Helps to control and co-ordinate the different areas of the organisation.
Brassington and Pettitt: Principles of Marketing, 3rd Edition
Defines target markets, direction and requirements in order to create a defensible position compatible with the overall corporate strategy.
OHT 20.4
Marketing plans and programmes Marketing plan: Turning strategies into implementable actions. A detailed written statement specifying target markets, marketing programmes, responsibilities, time scales and resources to be used within the defined budgets. Actions, often tactical, using marketing mix variables to gain advantage within target market.
Marketing programmes:
OHT 20.5
Figure 20.2
Brassington and Pettitt: Principles of Marketing, 3rd Edition Pearson Education Limited 2003
OHT 20.6
OHT 20.7
Analysis models
OHT 20.8
Figure 20.3
Brassington and Pettitt: Principles of Marketing, 3rd Edition Pearson Education Limited 2003
OHT 20.9
Boston Box Dog - holds a weak market share in a low growth market. Question mark - high market growth with low share. Star - a market leader in a growth market.
Cash cow - as market growth starts to trail off, stars can become cash cows.
War horses - market leaders, whose cash generating position under threat due to negative market growth. Dodos - low share of a declining market means that sales are dwindling away.
Pearson Education Limited 2003
OHT 20.10
GE matrix
Figure 20.4
Brassington and Pettitt: Principles of Marketing, 3rd Edition Pearson Education Limited 2003
OHT 20.11
Figure 20.5
Brassington and Pettitt: Principles of Marketing, 3rd Edition Pearson Education Limited 2003
OHT 20.12
OHT 20.13
OHT 20.14
Types of growth
Market penetration.
Market development. Product development.
OHT 20.15
Competitor analysis
A systematic attempt to identify and understand key elements of a competitors strategy in terms of objectives, strategies, resource allocation and implementation through the marketing mix.
OHT 20.16
OHT 20.17
Strategic groupings
Figure 20.8
Source: Adapted from Wilson et al. (1992). Brassington and Pettitt: Principles of Marketing, 3rd Edition Pearson Education Limited 2003
OHT 20.18
OHT 20.19
Table 20.2
Source: Wilson et al. (1992).
OHT 20.20
Generic strategies
Figure 20.9
Brassington and Pettitt: Principles of Marketing, 3rd Edition Pearson Education Limited 2003
OHT 20.21
Fit between the demands of the strategy and the organisations capabilities and resources.
OHT 20.22
Figure 20.10
Brassington and Pettitt: Principles of Marketing, 3rd Edition Pearson Education Limited 2003
OHT 20.23
OHT 20.24
Attack strategies
Figure 20.11
Source: Kotler and Singh (1981). Reproduced with permission of Thomson Media, Eleven Penn Plaza, New York, NY 10001 Brassington and Pettitt: Principles of Marketing, 3rd Edition Pearson Education Limited 2003
OHT 20.25
Defence strategies
Figure 20.12
Source: Kotler and Singh (1981). Reproduced with permission of Thomson Media Eleven Penn Plaza, New York, NY 10001. Brassington and Pettitt: Principles of Marketing, 3rd Edition Pearson Education Limited 2003
OHT 20.26
Many situations can also be characterised by peaceful coexistence and co-operative alliances between competitors.