Transcript Market segment - Marketing (D)

Company and
marketing strategies
Company wide Strategic
Planning:
• Defining a Market-Oriented Mission:
• It is a statement of the organization’s purpose, what it
wants to accomplish in the larger environment.
• The mission statement should be market oriented and
defined in terms of satisfying basic need.
• Mission statement should be meaningful and specific yet
motivating. They should emphasize the company’s
strengths in the market place.
• A company’s mission statement should not be stated as
making more sales or profits.
• E.g Microsoft “your potential, our passion”
Nestle “good food, good life”
Ted “ Spreading Ideas”
Wal-Mart “save money live better”
• Setting company objectives and goals:
• the company should turn its mission into detailed supporting
objectives for each level of management.
• Each manager should have objectives and be responsible for
reaching them.
• Designing Business Portfolio:
The collection of businesses and products that make up
the company is known as business portfolio.
• Analyzing the current business portfolio:
• The major activity is business portfolio analysis
• They analyze that which product or business are profitable for
the company and which are not.
• Afterwards the company will put strong resources into more
profitable businesses and phase down or drop its weak ones.
• The first step of analysis procedure is to identify the key
businesses that make up the company, known as strategic
business unit. (SBU)
• Analyzing the current business portfolio. (continued)
• The best known portfolio-planning method was developed by
the Boston consulting group, a leading management
consulting firm.
• The Boston consulting group approach:
• Stars: stars are high-growth, high-share businesses or products. They often
need heavy investments to finance their rapid growth. Eventually their
growth will slow down, and they will turn into cash cows.
• Cash Cow: cash cow are low-growth, high share businesses or products.
These established and successful SBUs need less investment to hold their
market share. Thus they produce a lot of cash that the company uses to pay
its bills and to support other SBUs that need investment.
• Question marks: question marks are low-share business units in high
growth markets. They require a lot of cash to hold their share, let alone
increase it. Management has to think hard about which question marks it
should try to build into stars and which should be phased out.
• Dogs: dogs are low-growth, low-share businesses and products. They may
generate enough cash to maintain themselves but do not promise to be
large sources of cash.
Developing strategies for growth and downsizing:
product/market expansion grid:
A portfolio-planning tool for identifying company growth opportunities,
through market penetration, market development, product development
and diversification.
• Market penetration:
a strategy for company growth by increasing sales of current product
to current market segments without changing the product.
• Market development:
a strategy for company growth by identifying and developing new
market segments for current company product.
• Product development:
a strategy for company growth by offering modified or new product to
current market segment.
• Diversification:
a strategy for company growth through starting up or acquiring
businesses outside the company’s current products and markets.
• Downsizing:
reducing the business portfolio by eliminating products of business
units that are not profitable or that no longer fit the company’s overall
strategy.
Planning Marketing and other functional
strategies:
partnering to build customer relationship
In order to develop customer relationship the marketer should also
participate in partner relationship management.
• Partnering with other company departments:
• Each company department is a link in a company’s value chain.
• each department carries value-creating activities to design, produce,
market, deliver and support the firm’s product.
• The firm will be successful not only on how each department performs,
but also on how well the various departments coordinate their activities.
• Yet marketers must find ways to get all departments to “think consumer”
and to develop a smoothly functioning value chain.
Planning Marketing and other functional
strategies:
• Partnering with others in the marketing system:
• For providing value to it’s customer a company should look beyond its
own value chain into the value chain of it’s suppler and distributor.
• Increasingly in today’s marketplace, competition no longer takes place
between individual competitors. Rather, it takes place between the
entire value delivery network created by these competitors.
Marketing Strategy :
the marketing logic by which the business unit hopes to create
customer value and achieve profitable customer relationships.
Planning Marketing:
• Customer Driven Marketing Strategy:
this process involves market segmentation, market
targeting, differentiation and positioning.
• Market segmentation:
dividing a market into distinct groups of buyers who have
different needs, characteristics, or behaviors, and who might require
separate products or marketing programs.
• Market segment:
a group of consumers who respond in a similar way to a given set of
making efforts.
• Marketing Targeting:
the process of evaluating each market segment’s attractiveness and
selecting one or more segments to enter.
Planning Marketing:
• Positioning:
arranging for a product to occupy a clear, distinctive and desirable place
relative to competing products in the minds of target consumers.
Developing an integrated Marketing Mix:
the set of controllable tactical marketing tools (product, price, place and
promotion) that the firm blends to produce the response it wants in the target
market.
• Product:
means the goods and services combination the company offers to the
target market.
• Price:
is the amount of money customers must pay to obtain the product.
• Place:
includes company activities that make the product available to target
consumers.
• Promotion:
means activities that communicate the merits of the product and
persuade target customers to buy it.
Marking Mix
Planning Marketing:
Managing the marketing efforts:
Planning Marketing:
Managing the marketing efforts:
• Marketing Analysis:
to analyze the market marketers should conduct SWOT Analysis.
it is the overall evaluation of a company’s strengths, weaknesses,
opportunities and threats.
• external environment (opportunities and threats)
• Internal environment (Strengths and weaknesses)
SWOT Analysis
Planning Marketing:
• Market Planning:
• through strategic planning the company decides what it wants to
do with each business unit.
• Marketing planning involves deciding on marketing strategies that
will help the company attain its overall strategic objectives.
• Marketing Implementation:
the process that turns marketing strategies and plans into
marketing actions in order to accomplish strategic marketing objectives.
• Marketing Control:
the process of measuring and evaluating the results of marketing
strategies and plans and taking corrective actions to ensure that
objectives are achieved.
• Measuring Return on marketing investment:
the net return from a marketing investment divided by the costs
of the marketing investment is known as return on marketing
investment.