DEVELOPING

MARKETING PLANS
AND STRATEGIES
DEVELOPING MARKETING STRATEGIES
AND PLANS

• Key ingredients of the marketing management process

are insightful
MARKETING AND CUSTOMER VALUE
• The task of any business is to deliver customer value at a profit.

THE VALUE DELIVERY PROCESS

• Traditional view of marketing is to make something, sell it, with
marketing taking place in the selling process.
THE VALUE CHAIN

• Specialized departments handle the

• inbound logistics,
support activities—
• Operations • (1) procurement,
• (2) technology development,
• outbound logistics
• (3) human resource management, and
• Marketing
• (4) firm infrastructure. (Infrastructure
• service. covers the costs of general management,
planning, finance, accounting, legal, and
government affairs.)
• Managers should estimate competitors’ cost and
performance as benchmarks against which to compare
their own. And they should go farther and study the “best
of class” practices.
CORE BUSINESS PROCESS:

• The market sensing

• The new offering realization
• The customer acquisition process
• The customer relationship management process
• The fulfillment management process
CORE COMPETENCIES

• Traditionally, companies owned and controlled most of the

resources that entered the business. But today outsource less
critical resources if they can obtain better quality at lower cost.
CORE COMPETENCIES CHARACTERISTICS

• It is a source of competitive advantage and makes a significant

contribution to perceived customer benefits.
• It has applications in a wide variety of markets.
• It is difficult for competitors to imitate
STEPS TO MAXIMIZE CORE COMPETENCIES

• Redefining the business concept “big idea”

• Reshaping the business scope
• Repositioning the company’s brand identity.
HOLISTIC MARKETING ORIENTATION AND
CUSTOMER VALUE

• Integrate the value exploration, value creation and value

delivery activities with the purpose of building long term,
mutually satisfying relationships and coprosperity among stake
holders.
 HOLISTIC MARKETERS MANAGEMENT
QUESTIONS

• How a company identifies new value

opportunities
• How a company efficiently creates more
promising new value offerings.
• How a company use its capabilities and
infrastructure to deliver the new value
offerings more efficiently.
CENTRAL ROLE OF STRATEGIC PLANNING

*Successful
marketers requires
capabilities such as
understanding,
creating, delivering,
capturing, and
sustaining customer
value
STRATEGIC PLANNING KEY AREAS

• Managing a company’s business as an investment port folio

• Assessing each business’s strength by considering the market’s
growth rate and the company’s position and fit in the market
• Establishing a strategy
CENTRAL ROLE OF STRATEGIC PLANNING
(LARGE COMPANIES ORGANIZATIONAL LEVEL)

• Corporate
• Division
• Business unit
• products
THE STRATEGIC PLANNING, IMPLEMENTATION
AND CONTROL PROCESS
MARKETING PLAN

• A marketing plan is the advertising strategy that a business

will implement to sell its product or service. The marketing
plan will help determine who the target market is, how best to
reach them, at what price point the product or service should
be sold, and how the company will measure its efforts.
• Is the central instrument for directing and coordinating the
marketing effort.
TWO LEVELS OF MARKETING PLAN
CORPORATE HEADQUARTERS PLANNING
ACTIVITIES
GOOD MISSION STATEMENT
GOOGLE
MAJOR COMPETITIVE SPHERES
PRODUCT ORIENTATION VS PRODUCT ORIENTATION
DEFINING THE CORPORATE MISSION
DEFINING THE BUSINESS
STRATEGIC BUSINESS UNITS
CHARACTERISTICS
ASSESSING GROWTH OPPORTUNITIES
INTENSIVE GROWTH
THE INTENSIVE GROWTH STRATEGIES
INTEGRATIVE GROWTH
DIVERSIFICATION GROWTH
BUSINESS UNIT STRATEGIC PLANNING
BUSINESS MISSION
SWOT ANALYSIS
GOAL FORMULATION
STRATEGIC FORMULATION
PROGRAM FORMULATION
IMPLEMENTATION
FEEDBACK AND CONTROL
PRODUCT PLANNING
MARKETING PLAN
CONTENTS OF MARKETING PLAN
SUMMARY

• The value delivery process includes choosing (or identifying),

providing (or delivering), and communicating superior value.
The value chain is a tool for identifying key activities that create
value and costs in a specific business
SUMMARY

• Strong companies develop superior capabilities in managing core

business processes such as new-product realization, inventory
management, and customer acquisition and retention. Managing
these core processes effectively means creating a marketing network
in which the company works closely with all parties in the
production and distribution chain, from suppliers of raw materials to
retail distributors. Companies no longer compete—marketing
networks do
SUMMARY
• According to one view, holistic marketing maximizes value
exploration by understanding the relationships between the
customer’s cognitive space, the company’s competence space, and the
collaborator’s resource space; maximizes value creation by
identifying new customer benefits from the customer’s cognitive
space, utilizing core competencies from its business domain, and
selecting and managing business partners from its collaborative
networks; and maximizes value delivery by becoming proficient at
customer relationship management, internal resource management,
and business partnership management
SUMMARY

• Market-oriented strategic planning is the managerial process of

developing and maintaining a viable fit between the
organization’s objectives, skills, and resources and its changing
market opportunities. The aim of strategic planning is to shape
the company’s businesses and products so they yield target profits
and growth. Strategic planning takes place at four levels:
corporate, division, business unit, and product
SUMMARY

• The corporate strategy establishes the framework within which

the divisions and business units prepare their strategic plans.
Setting a corporate strategy means defining the corporate mission,
establishing strategic business units (SBUs), assigning resources
to each, and assessing growth opportunities
SUMMARY

• Strategic planning for individual businesses includes defining the

business mission, analyzing external opportunities and threats,
analyzing internal strengths and weaknesses, formulating goals,
formulating strategy, formulating supporting programs,
implementing the programs, and gathering feedback and
exercising control.
SUMMARY

• Each product level within a business unit must develop a

marketing plan for achieving its goals. The marketing plan is one
of the most important outputs of the marketing process.
ARIGATO GOZAIMASU!