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Douglas West, John Ford, and Essam Ibrahim, 2015. All rights reserved.
A. INTRODUCTION
1. Overview and Strategy Blueprint
2. Marketing Strategy: Analysis &
perspectives
Learning Objectives
1. Be able to define marketing strategy.
2. Understand the essential differences between the main
approaches towards marketing strategy.
3. Review the structure of the book.
4. Assess the importance of marketing strategy to a
business and identify the kinds of things that can go
wrong.
Key Elements
Market-oriented:
Establishes a
profitable market
position:
End goal of strategy to make a profit in the forprofit sector or to meet alternate metrics (NFP
sector)
Establishes a
sustainable market
position:
Forces that
determine industry
competition:
Continuously
creating &
developing CA:
Potential sources
that exist in a
firms value chain:
Definition
Marketing strategy isa market-oriented
approach that establishes a profitable
market position for an organisation
against all forces that determine
industry competition by continuously
creating & developing a sustainable
competitive advantage (SCA) from the
potential sources that exist in a firms
value chain.
7
West, Ford, & Ibrahim: Strategic Marketing, 3rd edition
Internal
Environment:
Resources &
Capabilities
External
Environment:
Strategic
Fit
Gap
analysis
Strategy......
The word Strategy was initially introduced and
defined in the ancient military dictionaries
It comes from the Greek word strategos, strictly
meaning a general in command of an army; it is
formed from stratos, meaning army and ag,
meaning to lead
Used first time in business literature by William
Newman (1951)
Organisational
a plan for achieving organisational goals
a plan for securing a competitive advantage in a
given market
Purpose of Strategy
To set the future direction for the organisation
To state how it is to create value to customers
To identify what product/s and in which markets
the firm will invest its resources
To describe how it is to perform better than
competition
West, Ford, & Ibrahim: Strategic Marketing, 3rd edition
It helps
Define the scope of business
Finding Strategic Fit between organisation
and its environment
Identifying a Sustainable Competitive
Advantage (SCA)
Guiding the allocation of resources
West, Ford, & Ibrahim: Strategic Marketing, 3rd edition
Thinking First
Cognitively analysing
a strategic marketing
problem & developing
the solution (the
strategy) through a
carefully thought-out
process
Market Orientation
Self-centred
Customer
Compelled
Sceptical
(Day, 1998)
West, Ford, & Ibrahim: Strategic Marketing, 3rd edition
THINKING FIRST
SEEING FIRST
DOING FIRST
SIMPLE RULES
COMPETITIVE
MARKETING
STRATEGY
Seeing First
Doing First
(1) do something, (2) make sense of it
(3) repeat the successful parts & discard the rest.
Instead of marketing strategy
the reality is often that doing drives
Many companies have successfully diversified their businesses
by a process of figuring out what worked & what did not
DO
DO SOMETHING
SOMETHING
MAKE
MAKE SENSE
SENSE OF
OF IT
IT
REPEAT
REPEAT THE
THE SUCCESSFUL
SUCCESSFUL PARTS
PARTS
DISCARD
DISCARD THE
THE REST
REST
Postmodern view
Tricksterism
Entertainment
Amplification
Secrecy
Exclusivity
(Brown, 2003)
West, Ford, & Ibrahim: Strategic Marketing, 3rd edition
Simple Rules
How-to rules keeping managers organised to be able to seize opportunities
Boundary rules help managers to pick the best opportunities
based geography, customers or technology
Priority rules are about allocating resources amongst competing opportunities
Timing rules relate to the rhythm of key strategic processes
Exit rules are about pulling out from past opportunities
Cognitive
TEMPORALITY
Short-Term
SIMPLE
SIMPLE RULES
RULES
SEEING
SEEING FIRST
FIRST
DOING
DOING FIRST
FIRST
THINKING
THINKING FIRST
FIRST
Long-Term
What to Choose?
Thinking First/Market Orienation works best when the
issues are clear, the data are reliable, the context is
structured, thoughts can be pinned down & discipline
can be applied
Seeing First works best when many elements have to
be creatively applied, commitment to solutions is key &
communications across boundaries are needed (e.g. in
NPD)
Doing First or simple rules work best when the situation
is novel & confusing, complicated specifications would
get in the way & a few simple relationship rules can
help move the process forward
The Postmodern orientation needs to be continually
borne in mind to provide a check on how, in reality,
buyers will interpret the final offering
West, Ford, & Ibrahim: Strategic Marketing, 3rd edition
PHASE 2
Where do we
want to be?
PHASE 3
How will
we get there?
Market
MarketScan/
Scan/
Scenarios
Scenarios
Objectives
Objectives
&&Future
Future
Directions
Directions
Action
ActionPlan
Plan
Internal
Internal
Analysis
Analysis
A
U
D
I
T
Segment
Segment
Target
Target
Strategic
Strategic
Fit
Fit
S
T
R
A
T
E
G
Y
Position
Position
Marketing
Marketing
Mix
Mix
Contingency
Contingency
PHASE 4
Did we
get there?
Monitor
Monitor
T
R
A
N
S
L
A
T
I
O
N
Possible
Possible
Corrective
Corrective
Action
Action
E
V
A
L
U
A
T
I
O
N
Conclusion
Seeing First or Doing First are
approaches to decision-making that
normally need a sound understanding of
Thinking First to be successful
You need to know the rules before you
should break themyou can break all
the rules once you know what they are!