Beruflich Dokumente
Kultur Dokumente
Marketing Management
Kotler
Keller
Chapter 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?
2-3
2-4
3 Vs Approach to Marketing
Define the value segment Define the value proposition Define the value network
2-5
2-6
2-8
The market sensing process (market Intelligence) The new offering realization process The customer acquisition process (targeting& prospecting) The customer relationship management process The fulfillment management process (receiving, approving& shipping goods and A/R)
2-9
2-10
Exercise
Select a core competency & develop its related competitive advantage
2-12
2-13
2-13
2-14
Strategic
Target
Tactical
Product
2-15
2-16
Define the corporate mission Establish SBUs Assign resources to each SBU Assess growth opportunities
2-17
External
Societal Environment
General forces
Mission
Reason for existence
Objectives
What results to accomplish by when
Task Environment
Industry analysis
Strategies
Plan to achieve the mission & objectives
Policies
Broad guidelines for decision making
Internal
Structure
Chain of command
Programs
Activities needs to accomplish a plan
Budgets
Cost of the programs
Culture
Beliefs, expectations, values
Procedures
Sequence of steps needed to do the job
Resources
Assets, skills competencies, knowledge
Performance
Environmental Variables
Societal Environment
Scio cultural Forces Shareholders Governments
Economic Forces
Internal Environment
Structure Culture Resources
Community Analysis
Market Analysis
Competitor Analysis
Supplier Analysis
Governmental Analysis
2-20
Strategy Formulation
Strategy formulation is the development of long-range plans for the effective management of environmental opportunities and threats, in light of corporate strength and weaknesses. It includes defining the corporate mission, specifying achievable objectives, developing strategies, and setting policy guidelines.
Strategy Formulation
Mission
An organizations mission is the purpose or reason for the organizations existence. It tells what the company is providing to society either a service like housecleaning or a product like automobiles. A well-conceived mission statement defines the fundamental, unique purpose that sets a company apart from other firms of its type and identifies the scope of the companys operations in terms of products (including services) offered and markets served. It may also include the firms philosophy about how it does business and treats its employees.
Mission
It puts into words not only what the company is now, but what it wants to become managements strategic vision of the firms future. (some people like to consider vision and mission as two different concepts: a mission statement describes what the organization is now; a vision statement describes what the organization would like to become. We prefer to combine these ideas into a single mission statement.) the mission statement promotes a sense of shared expectations in employees and communicates a public image to important stakeholder groups in the companys task environment. It tells who we are and what we do as well as what wed like to become.
.
Strategy Formulation
Objectives
Objectives are the end results of planned activity. They state what is to be accomplished by when and should be quantified if possible. The achievement of corporate objectives should result in the fulfillment of a corporations mission.
2-25
Strategy Formulation
Strategies
A strategy of a corporation forms a comprehensive master plan stating how the corporation will achieve its mission and objectives. It maximizes competitive advantage and minimizes competitive disadvantage.
The typical business firm usually considers three types of strategy: corporate, business, and functional.
Strategy Formulation
1. Corporate strategy describes a companys overall direction in terms of its general attitude toward growth and the management of its various businesses and product lines. Corporate strategies typically fit within the three main categories of stability, growth, and retrenchment.
Strategy Formulation
2. Business strategy usually occurs at the business unit or product level, and it emphasizes improvement of the competitive position of a corporations products or services in the specific industry or market segment served by that business unit.
Business strategies may fit within the two overall categories of competitive or cooperative strategies.
Strategy Formulation
3. Functional strategy is the approach taken by a functional area to achieve corporate and business unit objectives and strategies by maximizing resources productivity. It is concerned with developing and nurturing a distinctive competence to provide a company or business unit with a competitive advantage..
Corporate Strategy
Business (Division Level) Strategy
Functional
Strategy
Strategy Formulation
Policies
A policy is a broad guidelines for decision making that links the formulation of strategy with its implementation. Companies use polices to make sure that employees throughout the firm make decisions and take actions that support the corporation's mission, objectives, and strategies.
Strategy Implementation
Strategy implementation is the process by which strategies and polices are put into action through the development of programs, budgets, and procedures. This process might involve changes within the overall culture, structure, and/or management system of the entire organization. Except when such drastic corporate wide changes are needed, however, the implementation of strategy is typically conducted by middle and lower level managers with review by top management. Sometimes referred to as operational planning, strategy implementation often involves day-to-day decisions in resource allocation. .
Strategy Implementation
A program is a statement of the activities or steps needed to accomplish a single-use plan. It makes the strategy actionoriented. It may involve restructuring the corporation, changing the companys internal culture, or beginning a new research effort.
Strategy Implementation
Procedures, sometimes termed Standard Operating Procedures (SOP), are a system of sequential steps or techniques that describe in detail how a particular task or job is to be done. They typically detail the various activities that must be carried out in order to complete the corporations program.
Strategy Implementation
Evaluation and control is the process in which corporate activities and performance results are monitored so that actual performance an be compared with desired performance. Managers at all levels use the resulting information to take corrective action and resolve problems. Although evaluation and control is the final major element of strategic management, it also can pinpoint weaknesses in previously implemented strategic plans and thus stimulate the entire process to begin again.
2-36
2-37
2-38
eBay
We help people trade anything on earth. We will continue to enhance the online trading experiences of all collectors, dealers, small businesses, unique item seekers, bargain hunters, opportunity sellers, and browsers.
2-41
Customer groups
Customer needs
Technology
2-42
Characteristics of SBUs
It is a single business or collection of related businesses It has its own set of competitors It has a leader responsible for:
Strategic
2-44
2-45
2-46
Organizations
Culture Policies Structure
2-47
Culture
The set of key values, beliefs, understanding and norms that members of an organization share
How we do things around here
2-48
Visible
1. Artifacts, such as dress, office layout, symbols, slogans, ceremonies
Invisible
2. Expressed values, such as The Penney Idea, The HP Way 3. Underlying assumptions and deep beliefs, such as people are lazy and cant be trusted Deeper values and shared understandings held by organization members
2-49
Visible Manifestations
Symbols Stories
Heroes
Slogans
Ceremonies
2-50
2-51
Strategic Focus
Adaptability Culture
Achievement Culture
Internal
Involvement Culture
Consistency Culture
2-52
2-53
SWOT Analysis
Internal
Strengths Weaknesses
External
Opportunities Threats
2-54
Profit margin
Debt-equity ratio Inventory ratio Return on investment Credit rating
Plant location Machinery obsolescence Laboratory capabilities Research programs Purchasing system New-product innovations Quality control
Productivity/efficiency Technology innovations
2-55
High
Probability of Occurrence
High Priority
High Priority
Medium
High Priority
Medium Priority
Low Priority
Medium Priority
Low Priority
Low Priority
Low
2-56
TOWS Matrix
External Factors (EFAS) Internal factors (IFAS) Strengths (S) List 5 --- 10 internal strengths here
SO Strategies
Generate strategies here that use Strengths to take the advantage of opportunities
ST Strategies
Generate strategies here that use strengths to avoid threats
WT Strategies
Generate strategies here that minimize weaknesses and avoid threats
2-57
Can the benefits involved in the opportunity be articulated convincingly to a defined target market? Can the target market be located and reached with costeffective media and trade channels? Does the company possess or have access to the critical capabilities and resources needed to deliver the customer benefits? Can the company deliver the benefits better than any actual or potential competitors? Will the financial rate of return meet or exceed the companys required threshold for investment?
2-58
MOA
2-59
MOA
2-60
2-61
objectives must be hierarchical Objectives should be quantitative Goals should be realistic Objectives must be consistent
2-62
1. Intentions
2. Outcomes
3. Methods/Resources 4. Deadlines 5. Action Plan
Deadlines
To: - Develop - Evaluate - Increase - Choose - Decrease - Purchase - Install - Test - Inform - Produce - Complete - Prevent
Having: - A product - An increased profit - An approach - A reduced cost - A more efficient way - Fewer mistakes - Higher performance - A system
Through: - Equipment - Personal action - Technology - Delegation - Staffing - Training - Task forces - Analysis - Research
(AIR)
A I R
Alignment Have you aligned this goal with your organizations mission? Have you aligned this goal with your departmental mission? Have you aligned this goal with your bosss mission and vision?
Impact What difference will it make to the organization?
Rewards Whats in it for everybody? Remember that people repeat the behavior for which they are rewarded.
Goals Alignment
Company Vision Company core values Company mission
Company goals
Critical Success Factors Division objectives Critical success factors
Individuals objectives
Priority Management
Priority Definition
A priority is any task or item that is important and has relative urgency
Less Important
2-68
2-69
Completive Scope
Cost Leadership
Differentiation
Cost Focus
Focused Differentiation
2-70
2-71
2-72
2-73
Assignment # 2 (Groups)
(16/11/2008)
2-74
THANK YOU
2-75