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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,2-,*,Marketing:,Real People,Real Decisions,单击此处编辑母版标题样式,单击此处编辑母版文本样式,二级,三级,四级,五级,2019年12月11日星期三4时19分28秒,#,Strategic,Planning,Chapter 2,Lecture Slides,Solomon,Stuart,Carson,&Smith,Your name here,Course title/number,Date,1,Chapter,Learning Objectives,When you have completed your study of this chapter,you should be able to:,Explain the strategic planning process,Tell how firms gain a competitive advantage and describe the factors that influence marketing objectives,Describe the steps in the marketing planning process,Explain the factors involved in the implementation and control of the marketing plan,2,Introduction,to the Topic,“,Organizations rarely plan to fail,but they often fail to plan”,-famous quote,origin unknown.,The above quotation speaks to the importance of strategic planning and the potential consequences of doing a poor job at it.,Planning helps organizations:,To cope with rapidly changing factors within their environment.,Control its destiny through the setting of objectives and taking actions to achieve them.,To ensure coordination of all decision making within it by providing a common vision,3,Types of,Planning,Strategic planning:,a managerial decision process that matches an organizations resources and capabilities to its market opportunities for long term growth and survival,Tactical planning:,a decision process that concentrates on developing detailed plans for strategies and tactics for the short term that support an organizations long-term strategic plan.,Figure 2.1,4,Types of,Planning,(continued),Operational planning:,a decision process that concentrates on developing detailed plans for day-to-day activities that carry out an organizations tactical plans.,Cross-functional planning:,an approach to tactical planning in which managers work together in developing tactical plans for each functional area in the firm,so that each plan considers objectives of the other areas.,Figure 2.1,5,Strategic Planning:,First Stage,Mission statement:,a formal statement in an organizations strategic plan that describes the overall purpose of the organization and what it intends to achieve in terms of its customers,products,and resources.,A mission statement should:,provide direction to all stakeholders as to why the organization exists.,be framed in terms that are neither too narrow or too broad,relate to a higher purpose other than just providing a return to shareholders(?),match objectives to capabilities.,be revisited and updated as the organization changes,6,Strategic Planning:,Second Stage,SWOT analysis:,an analysis of an organizations strengths and weaknesses and the opportunities and threats in its external environment.,Internal environment:,the controllable elements inside an organizations,including its people,its facilities,and how it does things that influence the operations of the organization.,External environment:,the uncontrollable elements outside of the organization that may affect its performance either positively or negatively.,Strength,Internal factors,Positive,Weakness,Internal factors,Negative,Opportunity,External factors,Positive,Threat,External factors,Negative,7,Strategic Planning:,Third Stage,Objectives:,specific accomplishments or outcomes that an organization hopes to achieve by a specific time.,Objectives are developed from the mission statement,Can be expressed in terms of:,Performance measures such as sales revenue,profitability(ROI),market share,Product terms such as innovation,industry leadership,quality,Customer terms such as satisfaction,Social responsibility,To be effective,an objective needs to pass the SMART test.,S,pecific,M,easurable,A,ttainable,R,ealistic,T,ime-bounded,8,The Business,Portfolio,Strategic business units(SBU):,individual units within the firm that operate like separate businesses,with each having its own mission,business objectives,resources,managers,and competitors.,Figure 2.3(enlarged on next slide),Business portfolio:,the group of different products or brands owned by an organization and characterized by different income-generating and growth capabilities.,Portfolio analysis:,a management tool for evaluating a firms business mix and assessing the potential of an organizations strategic business units.,9,The Business,Portfolio,(Figure 2.3),10,The BCG Growth-Market,Share,Matrix,Question marks:,business units with low market shares in high growth industries.Also known as problem children,these business units can be relatively new to the market and grow to become stars or dogs,depending on their success in achieving market share.,Question marks need cash to fuel their growth.,Stars:,business units with dominant market share in high growth industries.,These business units generate large revenues,but still need lots of cash to fuel their growth and maintain share.They become cash cows when the market eventually slows down.,Figure 2.4,11,The BCG
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