10/2/2013

Marketing Strategy and Management

Asif Shahzad
Email: marketing.asifshahzad@gmail.com

Sessions Outline
Course Structure Processes in Strategic Marketing Management Defining the Organizations Business, Mission, and Goals Formulating Product-Market Strategies Drafting a Marketing Plan Marketing Ethics and Social Responsibility

Teaching Philosophy
The teaching philosophy is guided by the following quote from Benjamin Franklin;
Tell me and I forget. Teach me and I remember.

Involve me and I learn.

10/2/2013

Course Focus
Content:
Current research Current examples Recent cases

Delivery:
Case analysis Class discussion Lectures **Your Experiences**

Class Preparation
Readings
Chapters and handouts

Case studies
Preparation questions

Lecture notes
Slides on subject website

Assessment
Class Prep & Participation (05%)
Attendance Presentation of reasoned arguments Relevance of comments Respect and acknowledgement of other students contributions

Individual Assignment
Assignment on Analysis 5% Surprise Quiz 5%

(10%)

10/2/2013

Assessment
Group Presentation & project (20%)
A proposal outlining a new business, brand, product or service in Pakistan Written report and presentation Due in Second Last Week

Exams
Mid term 25% (In week 8 / 9) Final term 40%

(65%)

Contact Detail
Email: marketing.asifshahzad@gmail.com
8

Introduction to

Foundations of Marketing Strategy and Management

In this session, you will learn about

1. Defining the Organizations Business, Mission, and Goals Business Definition Business Mission Business Goals 2. Identifying and Framing Organizational Growth Opportunities Converting Environmental Opportunities into Organizational Opportunities SWOT Analysis

10

10/2/2013

In this session, you will learn about

3. Formulating Product-Market Strategies Market-Penetration Strategy Market-Development Strategy Product-Development Strategy Diversification Strategy Selection The Marketing Mix 4. 5. 6. 7. Budgeting Marketing, Financial, and Production Resources Developing Reformulation and Recovery Strategies Drafting a Marketing Plan Marketing Ethics and Social Responsibility
11

The Primary Purpose of Marketing

To create long-term and mutually beneficial exchange relationships between an entity and the publics (individuals and organizations) with which it interacts.

12

Expanding Responsibilities of Marketing Managers

They no longer function solely to direct day-to-day operations. They must make strategic decisions as well. Expanded responsibilities include: Charting the direction of the organization Contributing to decisions that will create and sustain a competitive advantage and affect long-term organizational performance
13

10/2/2013

Evolution of the Marketing Manager

From being only an implementer. to being a maker of organization strategy.
This has prompted the emergence of marketing strategy and management as a course of study and practice.
14

Processes in Strategic Marketing Management

1. Defining the organizations business, mission, and goals

2.

Identifying and framing organizational growth opportunities

3.

Formulating product-market strategies

4.

Budgeting marketing, financial, and production resources

5.

Developing reformulation and recovery strategies

15

Process One

Defining the Organizations Business, Mission, and Goals

16

10/2/2013

Business Definition
By defining a business from a customer or market perspective an organization is appropriately viewed as: a customer - satisfying endeavor

not
a product-producing or service delivery enterprise.
17

What business are we in? An organization should define a business by:

The type of customers it wishes to serve The particular needs of those customer groups it wishes to satisfy The means or technology by which the organization will satisfy the customer needs
18

Business Mission
Underscores the scope of an organizations operations apparent in its business definition Reflects managements vision of what the organization seeks to do Most statements describe: the organizations purpose customers, products/services, markets, philosophy, and technology
19

10/2/2013

Benefits of Mission Statements

1. Crystallizes managements vision of the organizations long-term direction and character 2. Provides guidance in identifying, pursuing, and evaluating market and product opportunities 3. Inspires and challenges employees to do those things that are valued by the organization and its customers 4. Provides direction for setting business goals or objectives
20

Business Goals
Goals or objectives convert the organizations mission into tangible actions and results that are to be achieved, often within a specified time frame.
Three major categories of goals: 1. Production 2. Financial 3. Marketing
21

Production Goals Apply to the use of manufacturing and service capacity and to product and service quality.

Financial Goals Focus on return on investment, return on sales, profit, cash flow, and shareholder wealth.

Marketing Goals market share marketing productivity sales volume profit customer satisfaction customer value creation
22

10/2/2013

Process Two

Identifying and Framing Organizational Growth Opportunities

23

Converting Environmental Opportunities into Organizational Opportunities

What might we do?
Sources of environmental opportunity: Unmet or changing customer needs Unsatisfied buyer groups New means or technology for delivering value to prospective buyers
24

Converting Environmental Opportunities into Organizational Opportunities

What do we do best?
Distinctive Competency describes an organizations unique strengths or qualities including: Skills Technologies Resources that distinguish it from other organizations.
25

10/2/2013

Converting Environmental Opportunities into Organizational Opportunities

What must we do?
Success Requirements are basic tasks that an organization must perform in a market or industry to compete successfully. If what must be done is inconsistent with what can be done to capitalize on an environmental opportunity, an organizational growth opportunity will fail to materialize.
26

SWOT Analysis
A formal framework for identifying and framing organizational growth opportunities

Strengths Weaknesses Opportunities external Threats

27

internal

SWOT Analysis

Framework for focusing attention on the fact that an organizational growth opportunity results from a good fit between an organizations INTERNAL CAPABILITIES (Strengths & Weaknesses) and its EXTERNAL ENVIRONMENT (Opportunities & Threats)

28

10/2/2013

SWOT Analysis
Strength What the organization is good at doing or a characteristic that gives it an important capability What an organization lacks or does poorly relative to competitors Developments or conditions in the environment that have favorable implications for the organization Pose dangers to the welfare of the organization
29

Weakness

Opportunities

Threats

Questions to be asked once SWOT has been identified

1. Which internal strengths represent distinctive competencies? Do these strengths compare favorably with what are believed to be market or industry success requirements? 2. Which internal weaknesses disqualify the organization from pursuing certain opportunities? 3. Does a pattern emerge from the SWOT?
30

Process Three

Formulating Product-Market Strategies

31

10

10/2/2013

Product-Market Strategies
Existing products New products

Existing markets

Market Penetration

Product Development

New markets

Market Development

Diversification

32

Market Penetration Strategy

Seeking a larger market share in a market in which organization already has an offering
This strategy involves: Attempts to increase present buyers usage or consumption rates of the offering Attracting buyers of competing offerings Stimulating product trial among potential consumers
33

Market Development Strategy

Introducing its existing offerings to markets other than those that the organization is currently serving.
Reaching new markets requires: Carefully considering competitor strengths and weaknesses and competitor retaliation potential Modification of the basic offering Different distribution outlets Change in sales effort and advertising
34

11

10/2/2013

Market Development in the International Arena

Exporting

Licensing

Joint Venture or Strategic Alliance

Direct Investment

35

Product Development Strategy

Creating new offerings for existing markets.
This approach may be taken for: Product Innovation develop totally new offerings Product Augmentation enhance the value to customers of existing offerings Product line extension broaden the existing line of offerings by adding different sizes, forms, flavors, etc.
36

Diversification Strategy
Development or acquisition of offerings new to the organization and introducing those offerings to publics not previously served by the organization.
Growing trend in recent years High-risk strategy because both the offering and market served are new to the organization

37

12

10/2/2013

Strategy Selection Sample Decision Tree

Action Response Outcome

Aggressive competition Market-penetration strategy Passive competition Aggressive competition Market-development strategy Passive competition

Estimated profit of $2 million

Estimated profit of $3 million Estimated profit of $1 million

Estimated profit of $4 million

The Marketing Mix

Product Strategy

Communications Strategy

Customer
Price Strategy Channel Strategy

39

Process Four

Budgeting Marketing, Financial, and Production Resources

40

13

10/2/2013

The Budget
A formal, quantitative expression of an organizations planning and strategy initiatives expressed in financial terms
A well-prepared budget meshes and balances an organizations Financial, Production, and Marketing Resources so that overall organizational goals or objectives are attained.
41

Components of a Budget
1. Operating Budget

Also referred to as a pro forma Income Statement Focuses on an organizations income statement
2. Financial Budget

Focuses on the effect that the operating budget and other initiatives will have on the organizations cash position
42

Process Five

Developing Reformulation and Recovery Strategies

43

14

10/2/2013

The Marketing Audit

Comprehensive, systematic, independent, and periodic examination of a companys marketing environment, objectives, strategies, and activities to recommend a plan of action to improve the companys marketing performance.

Helps answer the questions:

Are we doing the right things? Are we doing things right?
44

The Marketing Plan

A formal written document that describes the context and scope of an organizations marketing effort to achieve defined goals or objectives within a specified future time period.
Focus can be on a business, product, or brand Time Dimension can be short-run (typically one year) or long-run (multi-year)

45

Marketing Ethics and Social Responsibility

Marketing decisions reflect an organizations orientation toward the publics with which it interacts The marketplace is populated by individuals with diverse value systems Their actions will be judged publicly by others with different values

46

15

10/2/2013

Sessions Take Away

Marketing strategy and management is the cap-stone course for most marketing degrees. In this course we will further develop theory and concepts that have been covered in previous marketing courses and apply them to a real life business situation. You will be introduced to the principles of strategy and learn how to take advantage of market opportunities to generate sustainable business growth. Additionally, you will be exposed to cutting-edge knowledge that will allow you to understand how to formulate and assess strategies and business models with regards to relevant organizational contexts.

47

Next Sessions
Cases studies Aldi in Australia David Austin Roses Additional readings The seven questions of marketing strategy Innovation from the inside out BOP The right game: Use game theory to shape strategy

48

16