CHAPTER 2: DEVELOPING

MARKETING STRATEGIES
AND PLANS

Prepared by: Magdalena B. Dasco

In this chapter, we will address the following
questions:

How does marketing affect customer

value?

How is strategic planning carried out

at different levels of the
organization?

What does a marketing plan include?

What is STRATEGY?

The art and science of planning and marshalling

resources for their most efficient and effective use.
(Business Dictionary)

What is PLAN?
Written account of intended future course of action
aimed to achieving specific goals or objectives within
a specific timeframe.
CUSTOMER VALUE
It is linked closely to customer satisfaction and loyalty, is the
perception of what a product or service is worth to a customer
versus the possible alternatives.

THE VALUE DELIVERY PROCESS

Traditional View of Marketing

Profit
Product to be Selling and
through
sold to customer Promotions
sales volume
THE VALUE DELIVERY PROCESS
Traditional View of Marketing

Profit
Product to be Selling and
through
sold to customer Promotions
sales volume

New View of Marketing

Profit
Selling and Product to be
through
Promotions sold to customer
sales volume
 THE VALUE DELIVERY PROCESS

• Marketing must do before any product exists.

Choose the • The formula “Segmentation, Targeting, Positioning”
Value (STP) is the essence of strategic marketing.

• Marketing must determined specific

Providing the
product features, prices and
Value distributions.

Communicating
the Value • Utilizing of sales force
 VALUE CHAIN
Primary Support

Four
Five
Activities Activities
1. Inbound 1. Procurement
logistics. 2. Technology
2. Operations development
3. Outbound 3. Human
logistics Resource
4. Marketing Management
5. Service 4. Firm
Infrastructure
 CORE BUSINESS PROCESSES
These are the operational processes that refer to delivery of
value to the customer by providing products or services that
meet their needs.

Market New-offering Customer

Sensing Realization Acquisition
Process Process Process

Customer
Fulfillment
Relationship
Management
Management
Process
Process
 CORE COMPETENCIES
These are the capability or advantage that distinguishes an
enterprise from its competitors

3 CHARACTERISTICS

It is a source of competitive
advantage and makes a It has applications in a wide It is difficult for competitors to
significant contribution to variety of markets imitate.
perceived customer benefits
BUSINESS REALIGNMENT
It maximizes the core competencies of a business.

3 STEPS
1. Redefining the business concept
or “big idea”

2. Reshaping the business scope

3. Repositioning the company’s

brand identity.
 HOLISTIC MARKETING
ORIENTATION and CUSTOMER
VALUE

1.Value Exploration
2.Value Creation
3.Value Delivery
 THE CENTRAL ROLE OF STRATEGIC
PLANNING
It is an organization’s process of defining its strategy, or direction, and
making decisions on allocating its resources to pursue this strategy.

1. Managing a company’s businesses as an investment portfolio

2. Assessing each business’s strength by considering the market’s growth rate

and the company’s position and fit in that market, and

3. Establishing a strategy
 THE CENTRAL ROLE OF STRATEGIC
PLANNING
• Responsible for designing a corporate strategic
CORPORATE plan to guide the whole enterprise

• Establishes a plan covering the allocation of funds

DIVISION to each business unit within the division

BUSINESS • Develops a strategic plan to carry that business unit

into a profitable future.
UNIT
• Develops a marketing plan for achieving its
PRODUCT objectives
 MARKETING PLAN
It is the central instrument for directing and coordinating the
marketing effort . It operates at two levels: the strategic and
tactical.

The strategic marketing plan lays out the target market and the
firm’s value proposition, based on an analysis of the best market
opportunities.

The tactical marketing plan specifies the marketing tactics,

including product features, promotion, merchandising, pricing,
sales channels, and service.
 CORPORATE AND DIVISION
STRATEGIC PLANNING

1. Defining the corporate mission

2. Establishing strategic business unit

3. Assigning resources to each strategic business unit

4. Assessing growth opportunities

- THE END