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Chapter 3
MARK922 Strategic planning and marketing
Objective 1 Explain company-wide strategic planning and its four
MARKETING MANAGEMENT steps
Objective 2 Identify the different areas that need to be balanced in
planning organisational strategy
TRIMESTER 3, 2014 – Week 2 Objective 3 Discuss how to design business portfolios and develop
DR. URAIPORN KATTIYAPORNPONG (PING) growth strategies
pingk@uow.edu.au; Bldg 40, Room 148 Objective 4 Describe the elements of the marketing mix and the forces
Consultation Times: that influence it
Wednesday 1100-1200, 15.45-17.15, Objective 5 List the marketing management functions, including the
Thursday 13.45-15.15 elements of a marketing plan.

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Company-wide strategic planning: Defining a market-oriented mission

defining marketing’s role A statement of the organisation’s purpose – what it wants to accomplish in
the larger environment

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Setting company objectives and Balancing competing objectives:

goals the balanced scorecard
A strategic planning tool that aims to translate the mission and strategy of
the organisation into key financial and non-financial measures of
performance, and so drive specific strategic initiatives

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Designing the business portfolio Developing strategies for growth and

The collection of businesses and products
that make up the company
downsizing

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Marketing strategy and the Customer-driven marketing strategy

marketing mix

Marketing strategy is the marketing logic by which

the company hopes to create value and achieve
profitable customer relationships

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Developing an integrated marketing mix The extended marketing mix

The 4P model can be
extended to reflect
other factors that are People Processes
important in
delivering value to
customers, especially
in marketing services Physical
evidence
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Managing the marketing effort Marketing analysis

Managing the marketing function begins with a complete analysis of the company’s situation

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Marketing planning Summary

• Strategic planning is the process of developing and maintaining a strategic fit
between the organisation’s goals and capabilities and its changing market
opportunities.
A typical marketing Current Threats and • The balanced scorecard system is based on the idea that an organisation
Executive needs to measure its performance on both financial and non-financial
plan begins with an summary
marketing opportunities
measures.
situation analysis
executive summary • A business portfolio is the collection of businesses and products that make
up the company.
containing the major Objectives and Marketing Action • Marketing must identify, evaluate and select market opportunities and lay
issues strategy programs down strategies for capturing them.
factors impacting on • The marketing mix is the set of tactical marketing tools that the firm blends
the plan, the goals and to product the response it wants in the target market.
• Marketing planning involves deciding on marketing strategies that will help
recommendations Budgets Controls the company attain its overall strategic objectives.

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Chapter 4 Competitor analysis

Marketing strategies for Creating competitive advantage begins with a thorough understanding of
competitor’s strategies
competitive advantage
Objective 1 Discuss the need to understand competitors as well
as customers through competitor analysis
Objective 2 Explain the fundamentals of competitive marketing
strategies based on creating value for customers
Objective 3 Illustrate the need for balancing customer and
competitor orientations in becoming a truly
market-centred organisation
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Competitive strategies Basic competitive strategies

Entrepreneurial marketing
Overall cost
Differentiation
leadership

Approaches to
marketing Formulated marketing Product
Focus
leadership

strategy
Intrepreneurial marketing Customer
intimacy
Operational
excellence

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Competitive positions

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Balancing customer and competitor Summary

orientations • Competitor analysis involves identifying and assessing
competitors and then selecting which competitors to attach or
A company needs to understand its competitors’ strategies, without avoid.
falling into the trap of basing its strategy only on competitors’ strategies
• Having identified and evaluated its major competitors, the
company now must design broad competitive marketing
strategies by which it can gain competitive advantage by
offering superior customer value.
• Whether a company is a market leader, challenger, follower or
nicher, it must watch its competitors closely and find the
competitive marketing strategy that positions it most effectively
and it must continually adapt its strategies to the fast changing
competitive environment.
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