MKTG Ch2 Strategic Planning Lecture

MKTG
Lamb, Hair, McDaniel
2007-2008
CHAPTER
Designed by
Amy McGuire, B-books, Ltd.
Chapter 2
Strategic
Planning for
Prepared by
Competitive
Deborah Baker, Texas Christian University
Advantage
Copyright 2008 by South-Western, a division of Thomson Learning. All rights reserved
Learning Outcomes
LO1
Understand the importance of

strategic marketing and know a basic
outline for a marketing plan
LO2
Develop an appropriate business

mission statement
LO3
Describe the criteria for stating good

marketing objectives
Chapter 2
Learning Outcomes
LO4
Explain the components of a situation analysis
LO5
Identify sources of competitive advantage
LO6
Identify strategic alternatives
LO7
Discuss target market strategies
Chapter 2
Learning Outcomes
LO8
Describe the elements of the marketing mix
LO
Explain why implementation, evaluation, and

control of the marketing plan are necessary
LO10
Chapter 2
Identify several techniques that help make

strategic planning effective
LO1 The Nature of Strategic Planning
Understand the
importance of strategic
marketing and know a
basic outline for a
marketing plan
Chapter 2
Strategic Planning
Strategic
Strategic
Planning
Planning
The managerial process of

creating and maintaining a fit
between the organizations
objectives and resources and
evolving market opportunities.
The goal is long-term
profitability and growth.
LO1
Chapter 2
Strategic Marketing Management

What is the organizations main activity?
How will it reach its goals?
THE ANSWER IS A MARKETING PLAN.
LO1
Chapter 2
Planning at Different Levels
Chapter 2
Strategic Planning
Marketing
MarketingPlan
Plan
A written document that acts as a
guidebook of marketing activities
for the marketing manager.
LO1
Chapter 2
PUMA Mission Statement

PUMA has the long-term
mission of becoming the
most desirable
Sportlifestyle company.
Chapter 2
10
PUMA Corporate Strategy

At the heart of our company strategy is the focus on continuously
pursuing a more flexible and efficient organization that is
fit to thrive in an increasingly dynamic and fast-paced
industry. To this extent, over the course of the past few
years, we have decentralized our structure on the way to
creating the first truly virtual sports company.
In 2006 PUMA has launched Phase IV of its long-term oriented
business plan (see "Corporate Development"). To help manage
the matrix organizational structure and as part of PUMAs
company development over the past years was, we have created
the Group Executive Committee, which incorporates the
functions of brand management, product, finance, growth
management, legal and organizational structure into one core
body.
The resulting cross-functional communication has further enhanced
PUMAs corporate agility. Implementing this nimble structure
enables PUMA to realize efficiencies in areas such as product
lifecycle, management and sourcing.
The end result helps reduce lead times and costs, while
concurrently fostering improvement in quality. These advances
are part of a constantly evolving process in which our
corporate strategy and structure lends us competitive
advantage.
Chapter 2
11
PUMA Brand Strategy

The brand is focusing on bringing distinctive
designs and a global outlook to each product
range by blending influences of sport, lifestyle
and fashion.
In order to achieve these goals, our brand template
emphasises PUMAs distinctiveness, individualism,
spontaneity, internationalism and sporting
heritage.
An important part of our brand strategy is
maintaining vigilant watch over our distribution
channels, ensuring that we maintain the high
level of desirability necessary for sustainable
growth.
Concurrently, in areas where licensee growth is
desired, we will provide solid guidance and
strict alertness to make certain that the brands
objectives and direction are maintained.
Chapter 2
12
Why Write a Marketing Plan?

Provides a basis for comparison of actual and expected
performance
Provides clearly stated activities to work toward common
goals
Serves as a reference for the success of future activities
Provides an examination of the marketing environment
Allows entry into the marketplace with awareness
LO1
Chapter 2
13
Marketing
Plan
Elements
Business Mission
Statement
Objectives
Situation or SWOT
Analysis
Marketing Strategy
Target Market
Strategy
Marketing Mix
LO
Chapter 2
Product
Distribution
Promotion
Price
Implementation
Evaluation
Control
14
LO1 REVIEW LEARNING OUTCOME

The Importance of Strategic Marketing
What
What
Strategic
Strategic Planning
Planning
Why
Why
Long-term
Long-term profitability
profitabilityand
andgrowth
growth
How
How
Write
Writeaamarketing
marketingplan
plan
http://www.dmusic.com
Online
Chapter 2
15
LO2
Defining the Business Mission
Develop an
appropriate business
mission statement
Chapter 2
16
Defining the Business Mission

Answers the question,
What business are we in?
Focuses on the market(s)
rather than the good or service
Strategic Business Units (SBUs)
may also have a mission statement
LO2
Chapter 2
17
AMAs Mission Statement
LO2
Chapter 2
18
Strategic Business Units (SBUs)

Characteristics:
[SBU HAS]
A distinct mission and specific target market
Control over its resources
Its own competitors
Plans independent of other SBUs
LO2
Chapter 2
19

Business Mission Statement
Q: What business are we in?
A: Business mission
statement
Too narrow
Too broad
Just right
Chapter 2
marketing myopia
no direction
focus on markets
served and benefits
customers seek
20
Sample Mission Statements

MADD: To stop drunk driving, support
the victims of this violent crime, and
prevent underage drinking.
Armour: To find new technology and
enhance the performance of every
athlete and outdoorsman. Lighter.
Faster. Stronger. Better.
Chapter 2
21
Sample Mission Statements

The following are some examples of mission statements
from real enterprises.
3M
"To solve unsolved problems innovatively"
Mary Kay Cosmetics

"To give unlimited opportunity to women."
Merck
"To preserve and improve human life."
Walt Disney
"To make people happy."
Chapter 2
22
Disney Mission &
Values
Mission: To make people happy.

VALUES:
No cynicism
Nurturing and promulgation of "wholesome
American values"
Creativity, dreams and imagination
Fanatical attention to consistency and
detail
Preservation and control of the Disney
"magic"
Chapter 2
23
Wal-Mart
Wal-Mart's Mission
At Wal-Mart, we are guided by our three
founding basic beliefs, and these include:
Respect for the Individual, Service to Our
Customers, and Strive for Excellence.
We are a global retailer committed to growing
our company by improving the standard of living
for our customers and serving communities
around the world. We earn the trust of our
customers every day by providing a broad
assortment of quality merchandise and services
at every day low prices while fostering a
culture that rewards and embraces mutual
respect, integrity and diversity.
Chapter 2
24
Target
Philosophy + Values
Expect more of everything: More great design,
more choices, more convenience, more service and
more clothes, housewares and designer-created
items that youll never find anywhere else. And
pay less. Its as simple as that.
We team up with world-class designers in home,
fashion, accessories, beauty, furniture and
outdoor living and create exclusive products to
decorate and delightpeople like Michael Graves,
Amy Coe, Sonia Kashuk, Liz Lange and Isaac
Mizrahi. And since its at Target, you know
youll always find it at a reasonableor even
surprisingprice that lets you add high-quality
design to your life, in every room, every day.
Chapter 2
25
LO
Setting Marketing
Plan Objectives
Describe the criteria

for stating good
marketing objectives
Chapter 2
26
LO3 Marketing Objective
Marketing
Objective
A statement of what is to
be accomplished through
marketing activities.
Chapter 2
27
LO3 Marketing Objectives

Realistic
Measurable
Time specific
Consistent with and indicate
the organizations priorities
Our objective is to achieve 10
percent dollar market share in
the cat food market within 12
months of product introduction.
Chapter 2
28

Criteria for Good Marketing Objectives
Realistic, measurable, and time-specific objectives
consistent with the firms objectives:
1. Communicate marketing management philosophy

2. Provide management direction
3. Motivate employees
4. Force executives to think clearly
5. Allow for better evaluation of results
Chapter 2
29
LO4 Conducting a Situation Analysis
Explain the
components of a
situation analysis
Chapter 2
30
SWOT Analysis
SWOT
SWOTAnalysis
Analysis
Identifying
internal strengths (S)
and weaknesses (W)
and also examining
external opportunities (O)
and threats (T)
LO4
Chapter 2
31
SWOT Analysis
Internal
External
LO4
Chapter 2
S
W
O
T
Things
Thingsthe
thecompany
companydoes
doeswell.
well.
Things
Thingsthe
thecompany
companydoes
doesnot
notdo
dowell.
well.
Conditions
Conditionsin
inthe
theexternal
externalenvironment
environment
that
thatfavor
favorstrengths.
strengths.
Conditions
Conditionsin
inthe
theexternal
externalenvironment
environment
that
thatdo
donot
not relate
relateto
toexisting
existingstrengths
strengths
or
areas
weakness.
South-Western
College
Publishing
orfavor
favor
areasof
of current
current
weakness.
32
Sample SWOT: FedEx
2-8
Strengths
FedEx, Kinkos brands
Air, ground strength
Stable workforce
Opportunities
New markets (China)
Custom/special services
Presentation 2005 Marian Burk Wood - all rights reserved
More channels (Kinkos)
Chapter 2
Weaknesses
Possible labor actions
Slower growth in package
volume
Threats
Intense competition
Technology
Fuel costs
33
Biz
Flix
LO
Chapter 2
U-571
34
Environmental Scanning
Environmental
Environmental
Scanning
Scanning
The collection and

interpretation of information
about forces, events, and
relationships in the external
environment that may affect the
future of the organization or the
implementation of the
marketing plan.
LO4
Chapter 2
35
The Dynamic Marketing Environment
The total business and social environment that a company operates in

Two main aspects to the marketing environment
Macro influences
External forces largely beyond the control of a firm that
influence the marketing opportunities and activities of all firms.
Firms can influence this but have no direct control over it
Micro influences
External forces that affect a particular firm.
Help shape its marketing activities.
Chapter 2
36
Demographics
The characteristics of the human population
age
income
occupation
education
gender
marital status
race
religion.
Chapter 2
37
Demographic changes
Average age is increasing
Number of households are increasing by 16%
Cultural shifts growing faster than the rest of the
population
Hispanic community
African American community
Asian community.
Chapter 2
38
Economic Conditions
Stage of the Business Cycle
prosperity
recession
recovery
Inflation
Interest rates.
Chapter 2
39
Competition
Rivals for Customers Limited

Buying Power
brand competition
substitute products
general competition (limited resource spending).
Chapter 2
40
Social and Cultural Forces
Characteristics of society
Characteristics of people in that society
Cultural values beliefs and lifestyles
Socio-cultural Patterns Changing
quickly
Chapter 2
41
Social & Cultural Forces
Shift toward environmental concerns

Blurring of gender roles
Time premium (stresses convenience)
Concern for physical fitness & health.
Chapter 2
42
Political & Legal Forces

Monetary and Fiscal Policies
taxes
Social Legislation and Regulation
Protect consumers
Regulate competition
Law suits.
Chapter 2
43
Legislation Affecting Marketing

Regulate Competition
Sherman Antitrust Act
Federal Trade Commission
Act
Clayton Antitrust Act
State Unfair Trade
Practices Acts
Robinson-Patman Act
Chapter 2
Wheeler-Lea Act
Lanham Trademark
Consumer Goods Pricing
Act
Various deregulation laws
pertaining to specific
industries
44
Legislation Affecting Marketing

Protect Consumers
Pure Food and Drug Act

Automobile Disclosure Act
Kefauver-Harris Drug
Amendments
National Traffic and Motor
Vehicle Safety Act
Fair Packaging and Labeling Act
Cigarette Labeling and
Advertising Acts
Chapter 2
Consumer Credit Protection Act

Consumer Product Safety Act
Consumer Product Warranty Act
FTC Improvement Act
Nutritional Labeling and
Education Act
Childrens Television Act
45
The Technological Environment

Technology is an investment
a firm must make to succeed
Patents protect inventions
Chapter 2
46
Technology
Impacts lifestyles, consumption patterns, economic
well-being
Affects how marketing is carried out
Starting new industries
Altering existing industries
Stimulates markets and other industries
Create new ways of doing business
Creates/destroys industries.
Chapter 2
47
Micro-Environment
Forces controllable by management
Suppliers
Marketing intermediaries
Internal environment
Production, personnel, finance.
Chapter 2
48

Components of a Situation Analysis
production costs
marketing skills
financial resources
image
technology
ENVIRONMENT
INTERNAL
Strengths
Weaknesses
Chapter 2
49

Components of a Situation Analysis
social
demographic
economic
technological
political / legal
ENVIRONMENT
EXTERNAL
Opportunities
competitive
Threats
Chapter 2
50
LO5 Competitive Advantage
Identify sources
of competitive
advantage
Chapter 2
51
Competitive
Competitive
Advantage
Advantage
Chapter 2
The set of unique features of a

company and its products that
are perceived by the target
market as significant and
superior to the competition.
52
Cost
Cost
Types
Typesof
of
Competitive
Competitive
Advantage
Advantage
Product/Service
Product/Service
Differentiation
Differentiation
Niche
Niche Strategies
Strategies
Chapter 2
53
LO5 Cost Competitive
Advantage
Cost
Cost
Competitive
Competitive
Advantage
Advantage
Chapter 2
Being the low-cost

competitor in an industry
while maintaining
satisfactory profit
margins.
54
LO5 Cost Competitive
Advantage
Obtain inexpensive raw

materials
Create efficient plant
operations
Design products for ease
of manufacture
Control overhead costs
Avoid marginal customers
Chapter 2
55
LO5 Sources of Cost Reduction
Experience
Experience Curves
Curves
Product
Product Design
Design
Efficient
Efficient Labor
Labor
Reengineering
Reengineering
No-frills
No-frills Products
Products
Production
Production Innovations
Innovations
Government
Government Subsidies
Subsidies
New
New Service
Service
Delivery
Delivery Methods
Methods
Chapter 2
56
LO5 Product/Service Differentiation

Product/Service
Product/Service
Differentiation
Differentiation The provision of
Competitive
something that is unique
Competitive
Advantage
Advantage
and valuable to buyers
beyond simply offering a
lower price than the
competitions.
Chapter 2
57
LO5 Examples of
Product/Service Differentiation
Brand names
Strong dealer network
Product reliability
Image
Service
Chapter 2
58
LO5 Niche Competitive
Advantage
Niche
Niche
Competitive
Competitive
Advantage
Advantage
Chapter 2
The advantage achieved

when a firm seeks to
target and effectively
serve a small segment of
the market.
59
LO5 Niche Competitive
Advantage
Used by small companies

with limited resources
May be used in a limited
geographic market
Product line may be
focused on a specific
product category
Chapter 2
60
LO5 Sources of Sustainable
Competitive Advantage
Patents
Patents
Copyrights
Copyrights
Locations
Locations
Equipment
Equipment
Technology
Technology
Skills
Skills and
and Assets
Assets
of
of an
an
Organization
Organization
Chapter 2
Customer
Customer Service
Service
Promotion
Promotion
61

Sources of Competitive Advantage
Sources
Sourcesof
of
Competitive
CompetitiveAdvantage
Advantage
Cost
Cost
$$
Chapter 2
Product/Service
Product/Service
Differentiation
Differentiation
AAvs.
vs.BBvs.
vs.CC
Niche
Niche
Strategies
Strategies
62
LO6
Strategic Directions
Identify strategic
alternatives
Chapter 2
63
LO6 Strategic Alternatives

Market
Penetration
Chapter 2
Increase market share among

existing customers
Market
Development
Attract new customers to

existing products
Product
Development
Create new products for

present markets
Diversification
Introduce new
products
into new markets
64
LO
Ansoffs Strategic
Opportunity Matrix
Present Product
New Product
Present
Market
Market
Penetration
Product
Development
New
Market
Market
Development
Diversification
http://www.pg.com
Online
Chapter 2
65
Where do Starbucks initiatives fit?

New stores in
the US
New stores
globally
Tea
beverages and
products
Grocery store
and bookstore
beverage sales
Music and
entertainment
Chapter 2
66
LO6 Portfolio Matrix
Chapter 2
Stars
Problem
Children
Cash Cows
Dogs
67
BCG Matrix
Method focuses on the potential of a firms existing
successful products to generate cash that the firm can
then use to invest in new products
New products are chosen for their potential to become
future cash generators
Two dimensions:
Market growth rate
Relative market share
Chapter 2
68
BCG Matrix: Stars

SBUs with dominant market share in high-growth
markets
requires funding to keep up with production
and promotion demands
strategies seek to maximize market share in
the face of increasing competition
Chapter 2
69
BCG Matrix: Cash Cows

SBUs with dominant market share in a lowgrowth potential market
product is well established and market share can be
maintained with minimal funding
firms milk cows of profits to fund growth of other
products in portfolio
too many cows can become a liability due to the lack of
growth potential
Chapter 2
70
BCG Matrix: Question Marks

SBUs with low market shares in fast-growth
markets
sometimes called problem children
the firm has failed to compete effectively
The dilemma? Investing more money into the

SBU may:
improve market share in a high potential market OR
result in negative cash flow and failure
Chapter 2
71
BCG Matrix: Dogs

SBUs with small market share in a slow-growth
market
specialized products in limited markets
unlikely to grow
firms may sell dogs to smaller firms or
eliminate product from market
Chapter 2
72
Disneys Touchstone
Disney
emphasizes
its movie
brand for
grownups as
a star
Chapter 2
73
LO6 Portfolio Matrix Strategies
Build
Hold
Harvest
Divest
Chapter 2
74

Strategic Alternatives
Identify strategic alternatives
Market development
customers
Market penetration
share
Product development
products
new products +
new markets
Diversification
Chapter 2
75
LO7 Describing the Target Market
Discuss target
market strategies
Chapter 2
76
Marketing Strategy
Marketing
Marketing
Strategy
Strategy
LO7
Chapter 2
The activities of selecting and

describing one or more target
markets and developing and
maintaining a market mix that
will produce mutually satisfying
exchanges with target markets.
77
Target Market Strategy

Segment the market based on groups with
similar characteristics
Analyze the market based on
attractiveness of market segments
Select one or more
target markets
LO7
Chapter 2
78
Target Market Strategy

Appeal
Appeal to
to the
the entire
entire market
market
with
with one
one marketing
marketing mix
mix
Concentrate
Concentrate on
on one
one
marketing
marketing segment
segment
LO7
Chapter 2
Appeal
Appeal to
to multiple
multiple markets
markets
with
with multiple
multiple marketing
marketing mixes
mixes
79

Target Market Strategies
Target Market Options
Entire Market
Chapter 2
Multiple Markets
Single Market
80
LO8
The Marketing Mix
Describe the
elements of the
marketing mix
Chapter 2
81
The Marketing Mix

Marketing
MarketingMix
Mix
A unique blend of product,
distribution, promotion, and
pricing strategies designed to
produce mutually satisfying
exchanges with a target market.
LO8
Chapter 2
82
Marketing Mix: The Four Ps

Price
Promotion
Place
Product
LO8
Chapter 2
83

The starting point of the
4 Ps
Includes
Physical unit
Package
Warranty
Service
Brand
Image
Value
Product
Products can be
Tangible goods
Ideas
Services
LO8
Chapter 2
84

Product availability
where and when
customers want them
Place
All activities from raw

materials to finished
products
Ensure products arrive
in usable condition at
designated places when
needed
LO8
Chapter 2
85

Role is to bring about
exchanges with target
markets by:
Informing
Educating
Persuading
Reminding
LO8
Chapter 2
Includes integration of:

Personal selling
Advertising
Sales promotion
Public relations
Promotion
http://www.paramount.com
http://www.warnerbros.com
http://www.universalstudios.com
Online
86

Price is what a buyer
must give up to obtain a
product.
Price
The most flexible of the

4 Ps-- quickest to
change
Competitive weapon
Price x Units Sold =
Total Revenue
LO8
Chapter 2
87

Elements of the Marketing Mix
Chapter 2
88
LO
Following Up on
the Marketing Plan
Explain why
implementation,
evaluation, and control
of the marketing plan
are necessary
Chapter 2
89
Following Up on
the Marketing Plan
Implementation
Evaluation
Control
Marketing audit is
Comprehensive
Systematic
Independent
LO9 Periodic
Chapter 2
http://www.youngbiz.com
Online
90

Implementation, Evaluation, and Control
Implementation
Evaluation
Product
Product
Place
Place
Promotion
Promotion
Price
Price
Met
Met
objectives?
objectives?
Audits
Audits
comprehensive
comprehensive
systematic
systematic
independent
independent
periodic
periodic
Chapter 2
91
LO10 Effective Strategic Planning
Identify several
techniques that help
make strategic
planning effective
Chapter 2
92

0
Techniques for Effective Strategic Planning
Continual
Continual
attention
attention
Creativity
Creativity
Management
Management
commitment
commitment
Effective
Effective
Strategic
Strategic
Planning
Planning
Chapter 2
93
Starbucks Mission
Establish Starbucks as the premier purveyor of the
finest coffee in the world while maintaining our
uncompromising principles while we grow.
The following six guiding principles will help us measure the
appropriateness of our decisions:
Provide a great work environment and treat each other with
respect and dignity.
Embrace diversity as an essential component in the way we do
business.
Apply the highest standards of excellence to the purchasing,
roasting and fresh delivery of our coffee.
Develop enthusiastically satisfied customers all of the time.
Contribute positively to our communities and our environment.
Recognize that profitability is essential to our future success.
Chapter 2
94
Starbucks fiscal 2006

objectives
Objectives
The Company is targeting total net revenue growth of
approximately 20 percent on a quarterly and full year
basis.
Starbucks expects comparable store sales growth in the
range of three percent to seven percent
Strategy
Starbucks continues to target opening at least 1,800 new
stores on a global basis in fiscal 2006.
Continued innovation
New formats
Entertainment
Tactics
In the United States, Starbucks plans to open approximately
700 Company-operated locations and 600 licensed locations.
In International markets, Starbucks plans to open
approximately 150 Company-operated stores and 350 licensed
stores;
Chapter 2
95
Starbucks Entertainment
Starbucks Coffee Company launched Starbucks
Entertainment in 2004 to help customers
discover quality entertainment options as part
of their daily coffee routines.
Acquired Hear Music in 1999 to become
Starbucks Hear Music, the sound of music at
Starbucks
Starbucks Entertainment extended beyond
music and announced a unique partnership
with Lionsgate to market and distribute the
inspirational film Akeelah and the Bee.
The company expects the film to be the first
of many such partnerships that help
customers discover unique and rewarding
entertainment.
Chapter 2
96
Starbucks Hear Music

Starbucks Hear Music Coffeehouse
This innovative retail store blends the classic
Starbucks coffeehouse experience with an
extensive selection of physical CDs and the next
generation of the Hear Music media bars which
provide customers with an easy, fun, self-service
way to discover and customize music on CDs
drawing from more than 1 million digital tracks
offering a fully integrated coffee and music
experience.
Selection criteria include location, foot
traffic, the music culture of the city,
population of tourists and residents, and
visibility for these unique stores.
Chapter 2
97
Starbucks and Lionsgate

Lionsgate is the leading independent filmed
entertainment studio
The Lionsgate brand name is synonymous with
original, daring, quality entertainment in
markets around the globe.
We are excited about extending our powerful
marketing and distribution reach to the
movie industry and feel very confident that
our customers will appreciate the
recommendation.
Chapter 2
98
Akeelah and the Bee

Promotion
Unique, Experiential Promotion Designed to
Enhance the Starbucks Experience and
Broaden Films Reach by Introducing it to
Millions More Movie-goers
Through a fun, innovative and
unprecedented experiential marketing
campaign, Starbucks will provide
customers the opportunity to interact
with key aspects of the story
Chapter 2
99
Akeelah and the Bee

Promotion
Rather than featuring the standard movie poster used in

more traditional promotional campaigns, the Starbucks
campaign builds on the movies theme of the power of
words by leveraging unique in-store placements and
techniques that have not been implemented before.
Customers will be invited to step inside Akeelah's
journey as part of their daily coffee routine.
The campaign will drive buzz and challenge customers to
expand their vocabulary and spelling prowess with
difficult-to-spell and exotic words printed on a wide
variety of collateral such as flash cards, magnets, instore signage, coasters, and cup sleeves.
In addition, beginning April 17, travel-sized
SCRABBLE will be sold in all Starbucks locations in
the U.S. and Canada, further supporting the central
theme of the campaign: Changing the World One Word at
a Time.
Chapter 2
100
Where do Starbucks
initiatives fit?
New stores in
the US
New stores
globally
Tea
beverages and
products
Grocery store
and bookstore
beverage sales
Music and
entertainment
Chapter 2
101

MKTG Ch2 Strategic Planning Lecture

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MKTG

Lamb, Hair, McDaniel

Copyright 2008 by South-Western, a division of Thomson Learning. All rights reserved

Understand the importance of

Develop an appropriate business

Describe the criteria for stating good

Copyright 2008 by South-Western, a division of Thomson Learning. All rights reserved

Explain the components of a situation analysis

Identify sources of competitive advantage

Identify strategic alternatives

Discuss target market strategies

Copyright 2008 by South-Western, a division of Thomson Learning. All rights reserved

Describe the elements of the marketing mix

Explain why implementation, evaluation, and

Identify several techniques that help make

Copyright 2008 by South-Western, a division of Thomson Learning. All rights reserved

LO1 The Nature of Strategic Planning

Copyright 2008 by South-Western, a division of Thomson Learning. All rights reserved

The managerial process of

Copyright 2008 by South-Western, a division of Thomson Learning. All rights reserved

Strategic Marketing Management

THE ANSWER IS A MARKETING PLAN.

Copyright 2008 by South-Western, a division of Thomson Learning. All rights reserved

Planning at Different Levels

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PUMA Mission Statement

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PUMA Corporate Strategy

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PUMA Brand Strategy

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Why Write a Marketing Plan?

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LO1 REVIEW LEARNING OUTCOME

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Defining the Business Mission

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Defining the Business Mission

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AMAs Mission Statement

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Strategic Business Units (SBUs)

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LO2 REVIEW LEARNING OUTCOME

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Sample Mission Statements

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Sample Mission Statements

"To solve unsolved problems innovatively"

Mary Kay Cosmetics

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Disney Mission &

Mission: To make people happy.

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Copyright 2008 by South-Western, a division of Thomson Learning. All rights reserved

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Describe the criteria

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LO3 Marketing Objective

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LO3 Marketing Objectives

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LO3 REVIEW LEARNING OUTCOME