DEVELOPING MARKETING

STRATEGIES & PLANS

 MARKETING AND CUSTOMER VALUE

HYPERCOMPETITION

ABUNDANT CHOICES RATIONAL BUYER

VALUE DELIVERY PROCESS

DELIVERING
CHOOSING
COMMUNICATING
VALUE DELIVERY PROCESS

MAKE PRODUCT SELL PRODUCT

DISTRIBUTE
PRODUCT

PROMOTE
PROCUR
DESIGN

SERVICE
PRICE

SELL
MAK
E

TRADITIONAL PHYSICAL PROCESS SEQUENCE

 CUSTOMER
SEGMENTATION

MARKET FOCUS

VALUE
POSITIONIN

CHOOSE THE VALUE

G
PRODUCT
DEVELOPMEN

STRATEGIC MARKETING
T

SERVICE
DEVELOPMENT

PRICING

SOURCING
MAKING
PROVIDE THE VALUE

DISTRIBUTING
SERVICING

SALES FORCE
TACTICAL MARKETING

SALES
VALUE CREATION & DELIVERY SEQUENCE
VALUE

PROMOTION
VALUE DELIVERY PROCESS (Cont.)

ADVERTISIN
COMMUNICATE THE

G
THE VALUE CHAIN

 Tool for identifying ways to create more

customer value
 Firm - Synthesis of activities performed to
design, produce, market, deliver and
support its products
 Identifies 9 strategically relevant activities
that create value and cost
5 Primary Activities
4 Secondary Activities
 THE VALUE CHAIN
SUPPORT ACTIVITIES

FIRM INFRASTRUCTURE

HUMAN RESOURCE MANAGEMENT

M
A
R
TECHNOLOGY DEVELOPMENT

G
IN
PROCUREMENT

MARKETING
OPERATIONS

IN
LOGISTICS

SERVICE
INBOUND

OUTBOUND
LOGISTICS

RG
& SALES

MA
PRIMARY ACTIVITIES
CORE BUSINESS PROCESSES
 MARKETING SENSING PROCESS
Gathering, Disseminating & Acting On Market
Intelligence Information.

 NEW OFFERING REALIZATION PROCESS

Researching, Developing & Launching new offerings

 CUSTOMER ACQUISITION PROCESS

Defining target market & Prospecting new customers

 FULFFILLMENT MANAGEMENT PROCESS

Receiving orders, Shipping & Collecting payments
CORE COMPETENCIES

THREE DISTINCT CHARACTERISTICS:

 SOURCE OF COMPETITIVE ADVANTAGE

 WIDE APPLICATION
 DIFFICULT TO IMITATE
HOLISTIC MARKETING ORIENTATION

Addresses 3 Management questions

 How can a company identifies new market
opportunities?

 How can a company efficiently create more

promising new value offering?

 How can a company use its capabilities and

infrastructure to deliver the new value?
HOLISTIC MARKETING (cont.)

Integration of Value Exploration, Value

Creation and Value Delivery for long tern
mutually satisfying relationships & co-
prosperity with key stake- holders.
Key Activities:
 Value Exploration
 Value Creation
 Value Delivery
 STRATEGIC PLANNING

PLANNING IMPLEMENTING CONTROLLING

Corporate Organizing Measuring

Planning Results

Division
Planning Implementin Diagnosing
g Results
Business
Planning Taking
Corrective
Product Actions
Planning
CORPORATE & DIVISION STRATEGIC
PLANNING
 Defining the Corporate Mission
 Establishing Strategic Business Unit
 Assigning resources to each SBU
 Assessing growth opportunities

Corporate Mission
Mission statement is a brief description of a
company’s fundamental purpose or focus. A mission
statement answers the question, “Why do we exist?”
HUL

Unilever's mission is to add Vitality to life. We meet

everyday needs for nutrition, hygiene, and personal care
with brands that help people feel good, look good and get
more out of life.
CORPORATE & DIVISION STRATEGIC
PLANNING (cont)

Characteristics of SBU
 Single/collection of related Businesses that can be
planned separately
 Its own set of competitors
 Has a separate manager responsible for strategic
planning
Assessing Growth Opportunities
 Planning New Businesses
 Terminating old Businesses
Assessing Growth Opportunities
(cont)
 Intensive Growth- Opportunities to improve the
current business. Ansoff Matrix (detail later)
 Integrative Growth- Backward, Forward or
Horizontal Integration
 Diversification- Add attractive businesses that are
unrelated to current business where company can
leverage its strength
 Concentric
 Horizontal
 Conglomerate
 Downsizing – Divesting the tired old business
ANSOFF MATRIX

  Existing Products New Products

Existing
Markets
Market Penetration     Product
Development    

New
Markets
    Market Diversification
Development    
BUSINESS UNIT STRATEGIC
PLANNING

 Business Mission
 SWOT Analysis
Involves monitoring the External and Internal
marketing environment…for overall evaluation
of Company’s Strength, Weakness,
Opportunities and Threat
 Goal Formulation
 Strategy Formulation and Implementation
 Feedback & Control
SWOT ANALYSIS
GOAL FORMULATION

After SWOT analysis Company proceeds to

develop specific goals for the planning period
Goal – Objectives that are specific with respect
to magnitude and time
 Arranged in Hierarchy (most to least important)
 Should be stated Quantitatively
 Should be realistic
STRATEGY FORMULATION
Porter’s Generic Strategies
STRATEGIC ALLIANCES

MARKETING ALLIANCES
 Product & Service Alliances

 Promotional Alliances

 Pricing Collaborations
STRATEGY IMPLEMENTATION

Once detailed strategies are developed,

detailed support programs are worked out

FEEDBACK & CONTROL

 Track the results
 Monitor new Developments
PRODUCT PLANNING- MARKETING PLAN

Written document that summarizes

 What the marketer has learned about the

marketplace
 Indicates how the firm plans to reach the

marketing objectives
 Provides Tactical guidelines