CHAPTER TWO LINKING MARKETING AND CORPORATE STRATEGIES Irwin/McGraw-Hill MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 AFTER READING THIS CHAPTER YOU SHOULD BE ABLE TO: • Describe the three organizational levels of strategy and their components. • Describe how the three organizational levels of strategy relate to each other and how they influence the marketing function. • Describe the strategic marketing process and its three key phases: planning, implementation, and control. MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 AFTER READING THIS CHAPTER YOU SHOULD BE ABLE TO: • Understand how organizations search for new marketing opportunities and select target markets. • Explain how the marketing mix elements are blended into a cohesive marketing program. • Describe how marketing control compares actual results with planned objectives and acts on deviations from the plan. MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-1 Three levels of strategy in an organization Corporate strategy • Vision • Corporate goals • Philosophy and culture Business unit strategy • Mission • Business goals • Competencies Functional strategy Information systems Research & development Finance MARKETING, 6/e BERKOWITZ Manufacturing Marketing KERIN HARTLEY RUDELIUS Human resources Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-AA Concept Check 1. What are the three levels in today’s large organizations? 2. What is the difference between corporate vision and corporate goals? MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-2 The Organization’s Success Quality Customer Relationships MARKETING, 6/e BERKOWITZ KERIN Efficiency Innovation HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-BB Definition of Corporate Vision Corporate vision is . . . . a clear word picture of the organization’s future, often with an inspirational theme. It sets the overall direction for the organization, describing what it strives to be-stretching the organization, but not beyond reason. MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-CC Definition of Corporate Goals A goal is . . . . a targeted level of performance set in advance of work. Therefore, corporate goals provide strategic performance targets that the entire organization must reach to purse its vision. MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-DD Types of Corporate Goals Corporate goals may be articulated in terms of: - profits - quality - sales revenue - employee welfare - market share - social responsibility - unit sales MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-EE Corporate Philosophy and Culture Corporate philosophy establishes the values and “rules of conduct” for running the organization. Corporate culture refers to a system of shared attitudes and behaviors held by the employees that distinguish it from other organizations. MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-FF Business Unit Mission and Goal The business unit mission is a statement that specifies the markets and product lines in which a business will compete. It communicates the scope of a business unit. A business unit goal is a performance target the business unit seeks to reach in an effort to achieve its mission. Goals that are more specific and quantifiable are called objectives. MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-3 Mission and Goals of Domestic Merchandising Group, Sears, Roebuck & Co. BUSINESS UNIT MISSION To be a compelling place to shop, work, and invest. BUSINESS UNIT GOALS (Strategic Initiatives) • • • • • Focus on core businesses Serve the target customer Be market driven Achieve consistent productivity improvement Drive organizational transformation MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-GG The Boston Consulting Group Matrix The Boston Consulting Group (BCG) Matrix The BCG business portfolio analysis analyzes a firm’s business units (SBUs) as though they were a collection of separate investments. The technique locates SBUs on a market growth-relative market share matrix. Then the SBUs are classified as either “question marks,” “stars,”“cash cows,” or “dogs.” MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-4 Boston Consulting Group growth-share matrix 20% Question mark Market growth rate Star High ? A 10% D Low B Cash cow 0% 10x Dog C High 1x Low 0.1x Relative market share (share relative to largest competitor) MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-HH Specifying the SBU’s Competencies: Some important definitions competitive advantage is . . . quality is . . . benchmarking is . . . . MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-II Concept Check 1. 2. 3. “Make Sears a compelling place to shop, work, and invest” is an example of what kind of business unit statement? What is business portfolio analysis? What is a competitive advantage, and why is it important? MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-5 The strategic marketing process Planning phase Situation (SWOT) analysis Step 2 Market-product focus and goal setting Marketing program Corrective Action Marketing plan Implementation Phase Results Control Phase MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-6 Ben & Jerry’s: A “SWOT” Analysis to Get It Growing Again TYPE OF FACTOR Location of Factor Favorable Unfavorable Internal -Prestigious, well known brand -Danger that B&J’s social responsi- name among U.S. consumers bilities actions may add costs, -40% share of the U.S. super reduce focus on core business premium ice cream market -Need for experienced managers to -Strong position among customers help growth built on reputation for pure -Flat sales & profits in recent years ingredients & social responsibility MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-6 Ben & Jerry’s: A “SWOT” Analysis to Get It Growing Again TYPE OF FACTOR Location of Factor External MARKETING, 6/e Favorable -Growing demand for quality ice cream in overseas markets -Increasing U.S. demand for frozen yogurt & other low fat desserts -Success of many U.S. firms in extending successful brand in one product category to others BERKOWITZ KERIN HARTLEY RUDELIUS Unfavorable -Consumer concern with fatty desserts; B&J’s customers are the type who read new government-ordered nutritional labels -Competes with giant Pillsbury & its Haagen-Dazs brand -International downturns increase the risks for B&J in European & Asian markets Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-7 Four market-product strategies: alternative ways to expand sales revenues for Ben & Jerry’s PRODUCTS MARKETS CURRENT NEW Current Market Penetration Product Development New MARKETING, 6/e Selling more Ben & Jerry’s super premium ice cream to Americans Selling a new product such as children’s clothing under the Ben & Jerry’s brand to Americans Market Development Diversification Selling B&J’s super premium ice cream to Asian markets for the first time Selling a new product such as children’s clothing in Asian markets for the first time BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-8 Elements of the marketing mix that compose a cohesive marketing program Marketing manager Product Price Promotion Place Features Brand name Packaging Service Warranty List price Discounts Allowances Credit items Payment period Advertising Personal selling Sales promotion Publicity Outlets Channels Coverage Transportation Stock level Cohesive marketing mix Promotion Promotion Product Place Place Price MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-JJ Concept Check 1. 2. 3. What is the difference between a strength and an opportunity in a SWOT analysis? What is market segmentation? If Ben & Jerry’s attempts to enter Asian markets with its super premium ice cream, which market-product strategy would it be using? MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-A General Electric’s stoplight strategy chart Green band = “Go” signal = Build Yellow band = “Caution” signal = Hold Market attractiveness C High Medium Red band = “Stop” signal = Divest B A Low Strong Medium Weak Business position MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-B PIMS chart showing impact of relative market share expense/sales revenue ratio on a firm’s ROI Relative market share Low 20 13 7 21 19 19 34 31 34 26% 63% High 6% Low 11% High Marketing expense/sales revenue ratio Note: Numbers in cells represent ROI. MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-C Sears Ad Reflecting Its Search for a New Mission and Focus MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill Courtesy of Sears, Roebuck & Inc., Co. 2000 © The McGraw-Hill Companies, PP2-D Nokia Digital Cellular Phone Ad MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill Courtesy of Nokia Americas.Inc., 2000 © The McGraw-Hill Companies, PP2-E Kodak Enhance Station Ad MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill of Eastman Kodak Co. ©Courtesy The McGraw-Hill Companies, Inc., 2000 PP2-F Elements in typical marketing and business plans targeted at different audiences Marketing plan Element of the plan For internal audience (to direct firm) For external audience (to raise capital) For internal audience (to direct firm) For external audience (to raise capital) 1. Executive summary 2. Description of organization 3. Strategic plan/focus 4. Situation analysis 5. Market-product focus 6. Marketing program strategy and tactics 7. R&D and operations program 8. Financial projections 9. Organization 10. Implementation plan 11. Evaluation and control A. Appendices MARKETING, 6/e BERKOWITZ KERIN Business plan HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-9 Organization of a Typical Manufacturing Firm, Showing a Breakdown of the Marketing Department President Vice President Research and Development Department Manager Product Planning Vice President Manufacturing Department Vice President Marketing Department Vice President Account and Finance Department Manager Sales Manager Advertising & Manager Marketing Research Vice President Human Resources Department Sales Promotion Sales Regions and Representatives MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-10 Evaluation & Control of Kodak’s Marketing Program Target sales revenues with new plans and actions $32 28 + Actual sales revenues 24 20 16 12 8 + A 4 + + D + + B+ + + + + + + Planning Gap B + + + + C Sales revenues without new plans and actions Past Future 0 1993 MARKETING, 6/e 1995 BERKOWITZ 1997 KERIN HARTLEY 1999 RUDELIUS 2001 2003 Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-KK Steps in the Strategic Marketing Process Step 1: Situation (SWOT) Analysis Step 2: Market-Product Focus & Goal Setting Step 3: Marketing Program Step 4: Implementation Phase Step 5: Control Phase MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-LL Marketing Strategy and Tactics A marketing strategy is a means by which a marketing goal is to be achieved, usually characterized by a specific target market and a marketing program to reach it. Marketing tactics are detailed day-to-day operational decisions essential to the overall success of marketing strategies. MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000 PP2-MM Concept Check 1. What is the control phase of the strategic marketing process? 2. How do the objectives set for a marketing program in the planning phase relate to the control phase of the strategic marketing process? MARKETING, 6/e BERKOWITZ KERIN HARTLEY RUDELIUS Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 2000
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