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Chap3 (Read Only)
Chap3 (Read Only)
Chap3 (Read Only)
Market-Oriented Strategic
Planning
Otterbein College
Winter 2000
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Objectives
10/10/2005 3-2
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Market-Oriented Strategic Planning
Objectives Resources
Skills Opportunities
10/10/2005 3-3
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Market-Oriented Strategic Planning
Objectives Resources
Profit
and
Growth
Skills Opportunities
10/10/2005 3-4
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Corporate Headquarters Planning
10/10/2005 3-5
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Strategic Planning, Implementation, & Control Process
10/10/2005 3-6
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Good Mission Statements
10/10/2005 3-7
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20%-
Market Growth Rate
Stars Question marks
4
18%-
16%-
14%-
3
?2 ? 1
12%- 5
10%-
8%- Cash cow Dogs
6%- 8
4%-
2%- 6
0
7
10x 4x 2x 1.5x 1x .5x .4x .3x .2x .1x
Relative Market Share
10/10/2005 3-8
Market Attractiveness: Competitive
Position Portfolio Classification
BUSINESS STRENGTH
Strong Medium Weak
1.00
MARKET ATTRACTIVENESS
Hydraulic Aerospace
pumps fittings
3.67
Clutches
Fuel
pumps
Flexible
2.33 diaphragms
Relief
valve
1.00
Invest/grow
10/10/2005 Selectivity/earnings Harvest/divest
3-9
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The Strategic-Planning Gap
Desired
Desired
sales
sales
Diversification growth
Strategic-
planning
Integrative growth gap
Sales
Intensive growth
Current
Current
portfolio
portfolio
0 5 10
10/10/2005
Time (years) 3-10
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Intensive Growth Strategies:
Ansoff’s Product/Market Expansion Grid
Existing New
products products
New 2. Market
markets development 4. Diversification
10/10/2005 3-11
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Opportunity Matrix
10/10/2005 3-12
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Threat Matrix
High 1 2
2. Major prolonged
economic depression
3. Higher costs
Low 3 4
4. Legislation to reduce
number of TV studio
licenses
10/10/2005 3-13
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The McKinsey 7-S Framework
Structure
Structure
Strategy
Strategy Systems
Systems
Shared
Shared
values
values
Skills
Skills Style
Style
Staff
Staff
10/10/2005 3-14
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The Value-Delivery Process
(a) Traditional physical process sequence
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The Marketing Plan
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