DEVELOPING MARKETING

STRATEGIES AND PLANS

KELOMPOK 2 : MAYANG ALETHEA
SAFITRI
 How is strategic
How does planning carried out at
Marketing affect the corried out at the
customer value ? corporate and divisional
levels?

LEARNING
OBJECTIVES
How is strategies
planning carried out What does a
at the business unit marketing
level? plan include?
MARKETING AND CUSTOMER VALUE

The task of any business is to deliver customer value at a profit. A company can win
only by fine-tuning the value delivery process and choosing, providing, and
communicating superior value to increasingly well-informed buyers.

 The value delivery process

 The value chain

 Core competencies

 The central role of strategic planning

MARKETING AND CUSTOMER VALUE

The value
•
delivery process
Choosing the
The value chain value
Core Providing the
competencies
The central role value
of strategic
planning Communication the
value
Traditional Marketing Process Flow
1. Make The Product

DESIGN PROCURE MAKE

2. Sell The Product

ADVERTISE
PRICE SELL DISTRIBUTE SERVICE
/PROMOTE
 Value Creation & Delivery Sequence

1. Choose The Value

CUSTOMER MARKET VALUE STRATEGIC

SEGMENTATION SELECTION POSITIONING MARKETING

2. Sell The Product

PRODUCT SERVICE SOURCING, DISTRIBUTING

PRICING
DEVELOPMENT DEVELOPMENT MAKING SERVICING

3. Communicate the Value

TACTIKAL
SALES MARKETING
SALES FORCE ADVERTISING
PROMOTION
 MARKETING AND CUSTOMER VALUE

The value
delivery process THE VALUE A Tool for
identifying ways to
The value CHAIN
create more
chain customer value
Core
competencies Every firm is a synthesis of
activities performed to
The central role design, produce, market,
of strategic deliver and support its
planning product
 CORE BUSINESS PROCESSES
MARKET NEW OFFERING CUSTOMER CUSTOMER FULFILLMENT
SENSING REALIZATION ACQUISITION RELATIONSHIP MANAGEMENT
PROCESSES PROCESSES PROCESSES MANAGEMENT PROCESSES
PROCESSES

PRIMARY ACTIVITIES SUPPORT ACTIVITIES

1. INBOUND LOGISTICS 6. PROCUREMENT

2. OPERATIONS 7. TECHNOLOGY DEVELOPMENT

3. OUTBOND LOGISTICS 8. HR MANAGEMENT

4. MARKETING & SALES 9. FIRM INFRASTRUCTURE

5. SERVICE
MARKETING AND CUSTOMER VALUE

The value
•  A Source of competitive
delivery process advantage and makes a
significant contribution to
The value chain
perceived customer benefits
Core  Applications in a wide variety
competencies of markets
The central role  Difficult for competitors to
of strategic imitate
planning
 CORE COMPETENCIES ANALYSIS
EXAMPLE : INTERNAL ANALYSIS
STRONG
BRAND/CUSTOMER DIVERSE MENU
LOYALTY
CORE
COMPETENCIES

STRONG RELATIONSHIPS
IDENTIFYNG WHERE TO
WITH EXISTING
LOCATE NEW STORES
FRANCHISE PARTENES

Red : Easy for competitors to develop

Yellow : Possible for competitors to develop
Green : Very difficult for competitors to develop
MAXIMIZING CORE COMPETENCIES

 Redefine the business concept

 Reshaping the business scope

 Repotitioning the company’s brand

identity.
MARKETING AND CUSTOMER VALUE

 Managing the businesses as an

The value
•
investment portfolio
delivery process
 Assessing the market’s growth rate
The value chain and the company’s position in that
market
Core  Establishing a strategy
competencies
The central role
of strategic
JJJ
planning
MARKETING PLAN
 MARKETING PLAN
The central instrument for directing and coordinating the
marketing effort
- STRATEGIC
- TACTICAL
Strategic Planning, Implementation
and Control Process

PLANNING IMPLEMENTING CONTROLLING

Corporate Planning Organizing
Measuring Result
Division Planning
Diagnosing Result
Business Planning
Taking Corrective
Product Planning Implementing Action
 CORPORATE AND DIVISION
STRATEGIC PLANNING

 Defining the corporate mission

 Establishing strategic business units

 Assigning resources to each

strategic business unit
 Assessing growth opportunity
Defining The Corporate Mission
 They focus on a limited number of goals
 They stress the company’s major policies and
values
 They define the major competitive spheres
within which the company will operate
 They take a long-term view

 They are as short, memorable, and meaningful

as possible
 Establishing Strategic Business Units

An SBU has three characteristics:

 It is a single business, or a collection of related

businesses, that can be planned separately from

the rest of the company.
 It has its own set of competitors.
 It has a manager responsible for strategic planning
and profit performance, who controls most
of the factors affecting profit.
 Assigning Resources to Each SBU
 management must decide how to allocate corporate
resources to each.
Alternatif strategi:
Alternatif strategi:
Integrasi, pengembangan
Penetrasi pasar, pengembangan
pasar, pengembangan pasar,
pasar, pengembangan produk,
atau pengembangan produk.
atau divestasi.
II

Alternatif strategi:
Pengembangan produk, Alternatif strategi:
diversifikasi, penciutan, atau Penciutan, divestasi, atau
divestasi. likuidasi.
 Assessing Growth Opportunities

Intensive growth ; Corporate management’s first course of

action should be a review of opportunities for improving
existing businesses.
Integrative Growth ; Company trying to increase its profits
and sales by horizontal, forward and backward
integration.
Diversification growth ; seeking opprotunities unrelated to
current businesses.
Downsizing And Divesting Older Businesses ; Companies must
carefully prune, harvest, or divest tired old businesses to release
needed resources for other uses and reduce costs.
 Organization and Organizational
Culture

 A company’s organization
consists of its structures, policies,
and corporate culture, all of
which can become dysfunctional
in a rapidly changing business Organizational Culture
environment. shared experiences,
stories, beliefs, and
norms that characterize
an organization
Marketing Innovation
 Development of new marketing methods with
improvement in product design or packaging, product
promotion or pricing.
 Firms develop strategy by identifying and
selecting among different views of the future.
Madeleine Ong de Guzman,
Chief Marketing Officer
elevenia, percaya bahwa dengan
kemitraan yang terjalin, akan
memperluas pasar elevenia.
Jika berbicara mengenai
target, Madeleine mengatakan
elevenia menargetkan 250.000
transaksi pembayaran elevenia
di Indomaret dalam tiga bulan
pertama.
The Business Unit Strategic-Planning Process
Analysis SWOT Of Coca Cola
Goal Formulation

Goals are objectives that are specific with respect to

magnitude and time.
Most business units pursue a mix of objectives, including
profitability, sales growth, marketshare improvement, risk
containment, innovation, and reputation.
The business unit sets these objectives and then manages
by objectives (MBO). For an MBO system to work, the
unit’s objectivesmust meet four criteria:
Cont’d

They must be arranged hierarchically, from most to least important.



Objectives should be quantitative whenever possible.



The objective “to increase the return on investment

(ROI)” is better stated as the goal “to increase ROI to 15
percent within two years.”
Goals should be realistic. Goals should arise from an


analysis of the business unit’s opportunities and

strengths, not from wishful thinking.
Objectives must be consistent. It’s not possible to


maximize sales and profits simultaneously.

Strategic Formulation

Porter’s Generic Strategies Michael Porter has proposed

three generic strategies that provide a good starting
point for strategic thinking :
 Overall cost leadership.
Firms work to achieve the lowest production and distribution costs so
they can underprice competitors and win market share.
 Differentiation.

The business concentrates on achieving superior performance in an

important customer benefit area valued by a large part of the
market
 Focus.

The business focuses on one or more narrow market segments

Program Formulation and Implementation

According to McKinsey & Company, strategy is only

one of seven elements—all of which start
with the letter s—in successful business practice. The
first three—strategy, structure, and systems—are
considered the “hardware” of success.
The next four—style, skills, staff, and shared values—
are the “software.”
Feedback and Control

Once an organization fails to respond to a changed

environment, it becomes increasingly hard to recapture
its lost position.Thus, a company might remain efficient
yet lose effectiveness.
Peter Drucker pointed out that it is more important to
“do the right thing”—to be effective—than “to do
things right”—to be efficient. The most successful
companies, however, excel at both.
Contents of a Marketing Plan

A marketing plan is a written document that summarizes what

the marketer has learned about the marketplace and indicates
how the firm plans to reach its marketing objectives.
A marketing plan usually contains the following sections.
 Executive summary

 table of contents.

 Situation analysis.

 Marketing strategy.

 Financial projections.

 Implementation controls.