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Market-Oriented Strategic

Planning

Objectives

Skills

Resources

Opportunities

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Market-Oriented Strategic

Planning

Objectives

Skills

Resources

Opportunities

Profitand

Growth

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Corporate & Division Strategic

Planning Define the corporate mission

Establish strategic business units (SBUs)

Assign resources to SBUs

Plan new business, downsize olderbusinesses

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Strategic-Planning, Implementation,

and Control Process

Measuringresults

Diagnosingresults

Takingcorrective

action

Planning

Corporate

planning

Divisionplanning

Businessplanning

Productplanning

Organizing

Implementing

Implementation Control

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Good Mission Statements:

Limited number of goals

Stress major policies & values

Define competitive scopes

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The Boston Consulting Groups

Growth-Share Matrix20%-18%-16%-

14%-12%-10%-8%-

6%-4%-2%-

0MarketGrowth

Rate

3

?

Question marks

?21

Cash cow

6

Dogs

8

710x 4x 2x 1.5x 1x

Relative Market Share.5x .4x .3x .2x .1x

Stars

5

4

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Market Attractiveness: Competitive-

Position Portfolio Classification

MARKETATTRACTIVE

NESS

5.00

3.67

2.33

1.00Low

Medium

High

Reliefvalve

Flexiblediaphragms

Fuel

pumps

Aerospacefittings

Clutches

Hydraulicpumps

Joints

Strong Medium WeakBUSINESS STRENGTH

1.002.333.675.00

Invest/grow Selectivity/earnings Harvest/divest

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Sales

1050Time (years)

The Strategic-Planning Gap

Desiredsales

Integrative growth

Intensive growth

Currentportfolio

Strategic-

planninggap

Diversification growth

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Three Intensive Growth Strategies:Ansoffs Product/Market Expansion Grid

4. Diversification2. Marketdevelopment

Newmarkets

1. Marketpenetration

Existingmarkets

Existingproducts

3. Productdevelopment

Newproducts

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Business Strategic-Planning Process

BusinessMission

InternalEnvironment(Strengths/

weaknesses)analysis)

ExternalEnvironment(opportunity &threat)

Analysis

GoalFormulation

Implementation

StrategyFormulation

ProgramFormulation

Feedbackand control

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1

4

2

3

High

Low

High Low

Attra

ctiveness

Success Probability

Opportunity Matrix

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Threat Matrix

1

4

2

3

High

Low

High Low

Seriousness

Probability of Occurrence

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Sell the product

The Value-Delivery Process

Make the product

ProcureDesign

product

Make Price Sell Advertise/

promote

Distribute Service

Choose the Value Provide the Value Communicate the Value

(a) Traditional physical process sequence

(b) Value creation & delivery sequence

Strategic marketing Tactical marketing

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Competitors

Marketing

intermediaries

PublicsSuppliers

Factors Influencing CompanyMarketing Strategy

Product

Promotion

Place PriceTargetcustomers

Demographic/economic

environment

Social/cultural

environment

Technical/physical

environment

Political/legal

environment

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The Marketing Plan

Executive Summary & Table of ContentsCurrent Marketing SituationOpportunity & Issue AnalysisObjectivesMarketing StrategyAction Programs

Projected Profit-and-lossControls

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KOTLER on MarketingIt is more important to do what is strategicallyright than what is immediately profitable.