02 - MM - Developing Marketing Startegies and Plan

MBA 5206: BMBA 1C
Chapter Two
Copyright
Rumana Perveen, © 2013
Asst. Dorling
Professor, Kindersley
DBA, (India) Pvt Ltd. Authorized adaptation from
NUBT,KHULNA 2-1
the United States edition of Marketing Management, 14e.
Chapter Outlines
 How does marketing affect
customer value?
 How is strategic planning
carried out at different levels of
the organization?
 What does a marketing plan
include?
Copyright
Asst. Dorling
NUBT,KHULNA 2-2
Marketing and Customer Value
Customer value is the difference

between total benefit and cost of
customers from a product.
The task of any business is to deliver
customer value at a profit. In a
hypercompetitive economy with
increasingly informed buyers faced with
abundant choices, a company can win
only by fine tuning the value delivery
process and choosing, providing, and
communicating superior value.
Copyright
Asst. Dorling
NUBT,KHULNA 2-3
The Value Delivery Process
The smart competitor must

design and deliver offerings
for well-defined target
markets.
The value delivery process
begins before there is a
product and continues
through development after
launch. Each phase has
cost implications.
Copyright
Asst. Dorling
NUBT,KHULNA 2-4
Phases of Value Creation and
Delivery process
Assessing market opportunities and customer
value
Choosing the value
Designing value
Delivering value
Communicating value
Growing and sustaining value
Copyright
Asst. Dorling
NUBT,KHULNA 2-5
What is the Value Chain?
The value chain as a tool for
identifying ways to create
more customer value and it is
a collection of interdependent
activities.
The value chain of a firm
includes primary and support
activities performed by the
company to create, deliver
and promote the value to
customers.
Copyright
Asst. Dorling
NUBT,KHULNA 2-6
Types of value activities
 Primary activities -
Must needed to create the value
 Supportive activities –
Needed to perform the primary activities
Rumana Perveen, Asst. Professor, DBA, NUBT,KHULNA

Friday, September 4, 2020 7 2-7
Fig. 2.2: Generic value chain
Rumana Perveen, Asst. Professor,

Friday, September DBA, NUBT,KHULNA
4, 2020 8 2-8
The primary value activities
1. Inbound logistics (activities associated with receiving,
storing and disseminating/circulating inputs to the product)
such as material handling, warehousing. Inventory control,
vehicle scheduling etc.
2. Operations (transforming inputs into final product form) such

as machining, packaging, assembly, equipment maintenance,
testing, printing etc.
3. Outbound logistics (collecting, storing, and physically

distributing the product to buyers) such as finished goods
warehousing, material handling delivery vehicle operation order
processing, scheduling etc.
Rumana Perveen, Asst. Professor,

Friday, September DBA, NUBT,KHULNA
4, 2020 (c) S.M. Monirul Islam, DBA, NUB 9 2-9
4. Marketing and sales
Marketing must make sure that the product is
targeted towards the correct customer group. The
marketing mix is used to establish an effective
strategy, any competitive advantage is clearly
communicated to the target group by the use of the
promotional mix.
5. Service:
After the product/service has been sold what support
services does the organization have to offer. This
may come in the form of after sales training,
guarantees and warranties, installation, repair,
training, parts supply, product adjustment etc.

Types of supportive activities
1. Procurement
2. Technology development
3. Human resource management
4. Firm infrastructure
Rumana Perveen,
Friday, September
Asst. Professor,
4, 2020
DBA, NUBT,KHULNA 11 2-11
Core Business Processes
 Core business processes include:

 Market-sensing process
 New-offering realization process
 Customer acquisition process
 Customer relationship management process
 Fulfillment management process
 Firms also need to look into the value chains

of their suppliers, distributors, and customers.
Copyright
Asst. Dorling
NUBT,KHULNA 2-12
Core Competencies
A core competence results from a specific set of skills or
production techniques that deliver additional value to
the customer. These enable an organization to access
a wide variety of markets.
A core competence has three characteristics
 A source of competitive advantage over competitors
 Applications in a wide variety of markets
 Difficult to imitate by the competitors
Copyright
Asst. Dorling
NUBT,KHULNA 2-13
Maximizing Core Competencies
 (Re)define the business concept
 (Re)shaping the business scope
 (Re)positioning the company’s brand identity
Copyright
Asst. Dorling
NUBT,KHULNA 2-14
The central role of strategic planning:
What Is a Marketing Plan?
A marketing plan is the

central instrument for
directing and coordinating
the marketing effort.
It operates at a strategic
and tactical level.
Copyright
Asst. Dorling
NUBT,KHULNA 2-15
Levels of Marketing Plan
 The strategic marketing plan
lays out the target markets 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.
Copyright
Asst. Dorling
NUBT,KHULNA 2-16
Levels of a Marketing Plan
 Strategic Plan  Tactical Plan
 Target marketing  Product features
decisions  Promotion
 Value proposition  Merchandising
 Analysis of  Pricing
marketing  Sales channels
opportunities
 Service
Copyright
Asst. Dorling
NUBT,KHULNA 2-17
Organizational levels of strategic
planning
Corporate level
Divisional level
Business unit level
Product level
Copyright
Asst. Dorling
NUBT,KHULNA 2-18
Figure 2.1 The Strategic Planning,
Implementation, and
Control Processes
Copyright
Asst. Dorling
NUBT,KHULNA 2-19
Table 2.1 Master Marketers
Copyright
Asst. Dorling
NUBT,KHULNA 2-20
Corporate and divisional strategic
planning
 Define the corporate mission
 Establish strategic business units (SBUs)
 Assign resources to each SBU
 Assess growth opportunities
Copyright
Asst. Dorling
NUBT,KHULNA 2-21
Corporate and divisional strategic
planning: Defining the corporate mission
Corporate mission is a
statement which define the long
term purpose of a company for
which the company operates its
activities. A business
organization stay in the market
to accomplish its mission.
A good corporate mission should
contain five major
characteristics;
Copyright
Asst. Dorling
NUBT,KHULNA 2-22
Corporate and divisional strategic planning:
Defining the corporate mission
Characteristics of a good corporate mission
A good corporate mission should contain five

major characteristics;
 Focus on a limited number of goals
 Stress major policies and values
 Define major competitive spheres
 Take a long-term view
 Short, memorable, meaningful
Copyright
Asst. Dorling
NUBT,KHULNA 2-23
Defining the corporate mission
 Industry
 Products
 Competence
 Market segment
 Vertical channels
 Geographic
[See Table 2.2 for detail]
Copyright
Asst. Dorling
NUBT,KHULNA 2-24
Establishing Strategic Business Unit
If the corporate mission indicates that its
industry scope is across more than one
industry then the company has to establish
separate Strategic Business Units (SBU) for
each separate industry.
Copyright
Asst. Dorling
NUBT,KHULNA 2-25
Product Orientation vs.
Market Orientation of Business
Think your company is satisfying a specific

need of customers not producing a certain
product.
Copyright
Asst. Dorling
NUBT,KHULNA 2-26
Dimensions Define a Business
Customer Groups
Customer Needs
Technology
Copyright
Asst. Dorling
NUBT,KHULNA 2-27
Characteristics of SBUs
 It is a single business or collection of related
businesses
 It has its own set of competitors
 It has a leader (Manager) responsible for
strategic planning and profitability
Copyright
Asst. Dorling
NUBT,KHULNA 2-28
Assigning Resources to each SBU:
The corporate level should classify the SBUs on
the basis of BCG matrix, because all SBUs are
not required to follow same strategy or equal
resources.
 SBU Strategies
- Build
- Hold
- Harvest
- Divest
 SBU Lifecycle
2-29
Rumana Perveen, Asst. Professor, DBA,
Assessing Growth Opportunities:
The last step of corporate strategic planning is
planning new businesses, downsizing older
businesses. Actually the corporate level plans for
new business to recover the planning gap.
Planning gap is the trade off between existing
position and the desired position.

Figure 2.2 The Strategic Planning
Gap
Copyright
Asst. Dorling
NUBT,KHULNA 2-31
The Growth Strategies
There are three types of growth strategies
that can be implemented to minimize the
planning gap.
 Intensive Growth
 Integrative Growth
 Diversification Growth

Intensive Growth Strategy
Grow up within the existing industry. To
select the intensive growth strategy “product-
market grid” can be used.
Ansoff Matrix

2-33
Integrative Growth
Grow up into related business
through horizontal, backward,
or forward integration.

2-34
Diversification Growth
Expand into another industry.
Market
Existing New
Related
Technology
Unrelated
2-35
What Is Corporate Culture?
Corporate culture is the

shared experiences, stories, beliefs,
and norms that
characterize an organization.
Copyright
Asst. Dorling
NUBT,KHULNA 2-36
Figure 2.3 The Business Unit
Strategic Planning Process
Copyright
Asst. Dorling
NUBT,KHULNA 2-37
SWOT Analysis
Copyright
Asst. Dorling
NUBT,KHULNA 2-38
Market Opportunity Analysis
(MOA)
 Can the benefits involved in the opportunity
be articulated convincingly to a defined
target market?
 Can the target market be located and
reached with cost-effective media and trade
channels?
 Does the company possess or have access
to the critical capabilities and resources
needed to deliver the customer benefits?
Copyright
Asst. Dorling
NUBT,KHULNA 2-39
Market Opportunity Analysis
(MOA)
 Can the company deliver the benefits better
than any actual or potential competitors?
 Will the financial rate of return meet or exceed
the company’s required threshold for
investment?
Copyright
Asst. Dorling
NUBT,KHULNA 2-40
Figure 2.4
Opportunity and Threat Matrices
Copyright
Asst. Dorling
NUBT,KHULNA 2-41
Goal Formulation and MBO
Business unit’s goals should

have four criteria
 Unit’s Goals must be
hierarchical
 Goals should be quantitative
 Goals should be realistic
 Goals must be consistent
Copyright
Asst. Dorling
NUBT,KHULNA 2-42
Strategy Formulation:
Porter’s Generic Strategies
Copyright
Asst. Dorling
NUBT,KHULNA 2-43
Categories of Marketing Alliances
 Product or service alliance
 Promotional alliance
 Logistics alliances
 Pricing collaborations
Copyright
Asst. Dorling
NUBT,KHULNA 2-44
McKinsey’s Elements of Success
Skills Strategy
Staff Structure
Style Systems
Shared values
Copyright
Asst. Dorling
NUBT,KHULNA 2-45
Marketing Plan Contents
 Executive summary
 Table of contents
 Situation analysis
 Marketing strategy
 Financial projections
 Implementation controls
Copyright
Asst. Dorling
NUBT,KHULNA 2-46
Market Planning—Parts of a
Marketing Plan (Product level)
Rumana Perveen, Asst. Professor, DBA, 2-47

NUBT,KHULNA
Managing the Marketing Effort
Market Planning—Parts of a Marketing Plan: Executive Summery
Executive summary Presents a brief summary

of the main goals and recommendations of the
plan for management review, helping top
management find the plan’s major points
quickly.
•Dressing of your window gives the perception

Teacher’s Comment about your apartment to the walker . So make
it focused on the key points.

NUBT,KHULNA
Market Planning—Parts of a Marketing Plan: Current Marketing Situation
Current marketing situation describes the target

market and a company’s position in it, including
information about the market, product performance,
competition, and distribution. This section includes
the followings:
 A market description
Teacher’s Comment
 A product review,
 A review of competition
 A review of distribution
•To change anything first you have to
be aware about its present status. The
present awareness can only lead you
to spot what to change, where to
change. 2-49
Rumana Perveen, Asst. Professor, DBA,
NUBT,KHULNA
Market Planning—Parts of a Marketing Plan: Threat and Opportunity Analysis
Assesses major threats and

opportunities that the product
might face, helping
management to anticipate
important positive or
negative developments that
might have an impact on the •Use your six senses as the radar to
scan the surroundings. You may find
firm and its strategies. some lights in the dark or dark behind
the lights.
Teacher’s Comment

NUBT,KHULNA
Market Planning—Parts of a Marketing Plan: Objectives and issues
States the marketing

objectives that the
company would like to
attain during the plan’s
term and discusses key
issues that will affect
their attainment. •A green objective may become fade if
the associated obstacles of it are not
considered with essential weight.
Teacher’s Comment

NUBT,KHULNA
Market Planning—Parts of a Marketing Plan: Marketing Strategy
How will the company create

value for customers in order
to capture value from
customers in return? And
also outlines specific
strategies for each
marketing mix element and
explains how each responds •Select careful steps with a blend of
weapon to win the game. Sometimes a
to the threats, opportunities. simple soldier can kill the king.
Teacher’s Comment

NUBT,KHULNA
Market Planning—Parts of a Marketing Plan: Action Programs
Spells out how marketing

strategies will be turned
into specific action
programs that answer the
following questions: What
will be done? When will it
be done? Who will do it?
How much will it cost? •Everyone’s responsibility is no one’s
responsibility. Slice the responsibility
Teacher’s Comment and give a single slice to an individual.

NUBT,KHULNA
Market Planning—Parts of a Marketing Plan: Budget
Details a supporting marketing

budget that is essentially a
projected profit-and-loss
statement. It shows expected
revenues (forecasted number of
units sold and the average net
price) and expected costs of
production, distribution, and •Low fuel stops your car before finishing
marketing. The difference is the the race. More fuel makes it weighted
and slow. Determine what exactly do you
projected profit. Teacher’s Comment need to win the race.

NUBT,KHULNA
Market Planning—Parts of a Marketing Plan: Control
Outlines the control that will

be used to monitor progress
and allow higher
management to review
implementation results and
identify products that are not
meeting their goals. It •Things will not go automatically
as your desire. You need to
includes measures of return touch the steering to control the
journey.
on marketing investment.
Teacher’s Comment
NUBT,KHULNA
Evaluating a Marketing Plan
 Is the plan simple?

 Is the plan specific?
 Is the plan realistic?
 Is the plan complete?
Copyright
Rumana © 2012
Perveen, Pearson
Asst. Education,
Professor, Inc. Publishing as Prentice Hall
DBA, NUBT,KHULNA 2-56
For Review
 How does marketing affect customer value?
 How is strategic planning carried out at
different levels of the organization?
 What does a marketing plan include?
Copyright
Asst. Dorling
NUBT,KHULNA 2-57

02 - MM - Developing Marketing Startegies and Plan

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

02 - MM - Developing Marketing Startegies and Plan

Hochgeladen von

Copyright:

Verfügbare Formate

MBA 5206: BMBA 1C

Customer value is the difference

The smart competitor must

Growing and sustaining value

Rumana Perveen, Asst. Professor, DBA, NUBT,KHULNA

Rumana Perveen, Asst. Professor,

2. Operations (transforming inputs into final product form) such

3. Outbound logistics (collecting, storing, and physically

Rumana Perveen, Asst. Professor,

Rumana Perveen, Asst. Professor, DBA, NUBT,KHULNA

 Core business processes include:

 New-offering realization process

 Customer acquisition process

 Customer relationship management process

 Fulfillment management process

 Firms also need to look into the value chains

A marketing plan is the

Business unit level

Characteristics of a good corporate mission

A good corporate mission should contain five

 Stress major policies and values

 Define major competitive spheres

 Take a long-term view

 Short, memorable, meaningful

Think your company is satisfying a specific

Rumana Perveen, Asst. Professor, DBA, NUBT,KHULNA

Rumana Perveen, Asst. Professor, DBA, NUBT,KHULNA

Rumana Perveen, Asst. Professor, DBA, NUBT,KHULNA

Rumana Perveen, Asst. Professor, DBA, NUBT,KHULNA

Corporate culture is the

Business unit’s goals should

Rumana Perveen, Asst. Professor, DBA, 2-47

Executive summary Presents a brief summary

•Dressing of your window gives the perception

Rumana Perveen, Asst. Professor, DBA, 2-48

Current marketing situation describes the target

Assesses major threats and

Rumana Perveen, Asst. Professor, DBA, 2-50

States the marketing

Rumana Perveen, Asst. Professor, DBA, 2-51

How will the company create

Rumana Perveen, Asst. Professor, DBA, 2-52

Spells out how marketing

Rumana Perveen, Asst. Professor, DBA, 2-53

Details a supporting marketing

Rumana Perveen, Asst. Professor, DBA, 2-54

Outlines the control that will

 Is the plan simple?

Das könnte Ihnen auch gefallen