Unlock document.
This document is partially blurred.
Unlock all pages and 1 million more documents.
Get Access
Part 1: Understand the Value Proposition
Chapter 3
Strategic Market Planning
I. CHAPTER OVERVIEW
The title of Chapter 3 implies that businesses need to plan for a wide amount of factors in the
marketplace in order to be successful and achieve an advantage in the marketplace. In today’s
dynamic environment, strategic planning certainly does provide better tools and resources to help
survive, compete, and thrive in the marketplace.
In this chapter, students learn that ethically sound strategic planning can take place at both the
corporate and the strategic business unit (SBU) level in large firms and in a single stage in
smaller businesses. Businesses conduct functional (including marketing) and operational
planning. Successful businesses continually scan the organization’s internal environment and
external business environment. By carefully following these strategies in an ethical manner,
undeniably businesses can create their own advantage.
II. CHAPTER OBJECTIVES
Explain business planning and its three levels.
Describe the steps in strategic planning.
Describe the steps in market planning.
III. CHAPTER OUTLINE
►MARKETING MOMENT INTRODUCTION
Give students a few moments to consider the following scenario. You are the CEO of a
company that produces whole-wheat pasta. What are opportunities in the external environment
for this product (diabetics eat whole wheat pasta; South Beach diet promotes whole wheat
consumption; whole wheat is healthier than white flour)? What are environmental threats to
whole-wheat pasta (low-carb diets; less popular taste; less appealing to children)?
p. 67 REAL PEOPLE, REAL CHOICES—HERE’S MY
PROBLEM AT ORACLE.
Oracle needs to make important adjustments in its strategic
planning to move to where the market is going. Oracle needs to
win in the emerging cloud-based market but also to retain the
loyalty of its existing client base. The company needs to convince
CMOs that it still has the ability to solve their most pressing
database marketing challenges and that Oracle’s solutions will
help them acquire, upsell, and retain customers as the business
world continues to move to the cloud.
Copyright © 2018 Pearson Education, Inc.
Part 1: Understand the Value Proposition
Stephanie considered these three new options:
1. Stay the course with marketing clients. Oracle is
extremely successful as a premise-based solutions
provider.
2. Acquire companies that already offer new SaaS
marketing technologies. Go to market with a dedicated
sales team that focuses only on selling cloud solutions to
current and new clients
3. Stick to your knitting. Continue to promote the Siebel
system for basic data management function. “Deinvest” in
the marketing solutions category, where it will be
expensive to compete against the numerous other
companies that were gearing up to swoop into this
market.
The vignette ends by asking the students which option they
would choose and why.
Stephanie chose option #2.
Web link: www.oracle.com
p. 68 1. BUSINESS PLANNING: COMPOSE THE BIG
PICTURE
Planning is the key to prosperity. Business planning is an
ongoing process of making decisions that guides the firm both in
the short term and for the long term. Planning identifies and
builds on a firm’s strengths, and it helps managers at all levels
make informed decisions in a changing business environment.
A business plan is a plan that includes the decisions that guide
the entire organization.
A marketing plan is a document that describes the marketing
environment, outlines the marketing objectives and strategies,
and identifies how the company will implement and control the
strategies imbedded in the plan.
Chapter 3 includes a pullout template of a marketing plan students can use as they make their
way through the book. The template provides a framework that will enable students to organize
marketing concepts by chapter and create a solid marketing plan of their own. The back of the
template has a world map. Encourage students to keep this pullout as a handy reference after the
class.
Use Appendix A at the end of the book to show students a sample marketing plan.
If your students have not been exposed to financial analyses in other courses, consider covering
Appendix B at the end of the book. This Appendix includes a review of the income statement
and balance sheet as well as some basic performance ratios. It also includes an explanation of
some of the specific calculations marketers use routinely in setting prices for their goods and
Copyright © 2018 Pearson Education, Inc.
Chapter 3: Strategic Market Planning
services.
p. 69
p. 70
p.70
p.70
p. 70
1.1 The Three Levels of Business Planning
Business planning occurs at three levels: strategic, functional,
and operational. The top level is “big picture” stuff, while the
bottom level specifies the “nuts-and-bolts” actions the firm will
need to take to achieve these lofty goals.
Strategic planning is the managerial decision process that
matches the firm’s resources (such as its financial assets and
workforce) and capabilities (the things it is able to do well
because of its expertise and experience) to its market
opportunities for long-term growth.
Strategic business units (SBUs)—individual units representing
different areas of business within a firm that are different enough
to each have their own mission, business objectives, resources,
managers, and competitors.
The next level of planning is functional planning. This level
gets its name because the various functional areas of the firm,
such as marketing, finance, and human resources get involved.
Vice presidents or functional directors usually do this. We refer to
what the functional planning marketers do as marketing
planning.
Operational planning focuses on the day-to-day execution of
the functional plans and includes detailed annual, semiannual, or
quarterly plans.
All business planning is an integrated activity. This means that
the organization’s strategic, functional, and operational plans
must work together for the benefit of the whole, always within
the context of the organization’s mission and objectives.
Figure 3.1
Snapshot:
Levels of
Business
Planning
p. 71
p. 71
2. STRATEGIC PLANNING: FRAME THE PICTURE
Listed below are typical steps followed in strategic planning.
2.1 Step 1: Define the Mission
Questions asked in this stage include: What business are we in?
What customers should we serve? How should we develop the
firm’s capabilities and focus its efforts? Answers to these
questions become part of the mission statement, a formal
document that describes the organization’s overall purpose and
what it hopes to achieve in terms of its customers, products, and
resources. The ideal mission statement is not too broad, too
narrow, or too shortsighted.
Figure 3.2
Process: Steps in
Strategic
Planning
Copyright © 2018 Pearson Education, Inc.
Part 1: Understand the Value Proposition
►Marketing Moment In-Class Activity
Can you identify the brand/product/company for these mission statements?
To inspire and nurture the human spirit–one person, one cup and one
neighborhood at a time (Starbucks— www.starbucks.com )
If you have a body, you are an athlete (Nike— www.nike.com)
Web link: http://www.madd.org/about-us/mission/ (Mothers Against Drunk Driving– mission
statement)
Troubleshooting Tip: The ideal mission statement is not too broad, too narrow, or too
shortsighted. However, there is no absolute formula for creating the “ideal” mission statement.
Therefore, you could ask students to research mission statements from various companies and
bring in what they perceive as “ideal” (or as close to ideal) mission statements to discuss in
class.
p. 71
p. 72
2.2 Step 2: Evaluate the Internal and External
Environment
This is referred to as a situation analysis, environmental analysis,
or sometimes a business review. The analysis includes a
discussion of the firm’s internal environment, which can identify
a firm’s strengths and weaknesses, as well as the external
environment in which the firm does business so the firm can
identify opportunities and threats.
The internal environment is all controllable elements inside a
firm that influence how well the firm operates. Examples include
the firm’s people, its technologies, physical facilities, financial
stability, and relationships with suppliers.
The external environment consists of elements outside the firm
that may affect it either positively or negatively. The external
environment for today’s businesses is global, so managers
/marketers must consider elements such as the economy,
competition, technology, law, ethics, and sociocultural trends.
Unlike elements of the internal environment that management
can control to a large degree, the firm cannot directly control
these external factors, so management must respond to them
through its planning process.
A SWOT analysis, a summary of the ideas developed in the
situation analysis, allows managers to focus clearly on the
meaningful strengths (S) and weaknesses (W) in the firm’s
internal environment and opportunities (O) and threats (T)
coming from outside the firm (the external environment).
Exhibit:
Southwest
Airlines
Table 3.1:
Example of a
Partial SWOT
Analysis for
McDonald’s
Discussion question: At the moment, which external environment factors seem the most
Copyright © 2018 Pearson Education, Inc.
Chapter 3: Strategic Market Planning
influential across all types of product categories?
Troubleshooting tip: Students often misconceive and mislabel their various ideas for factors in a
SWOT analysis. The key to correctly identifying various SWOT components is to categorize
each idea for a factor in the SWOT analysis by whether that factor is controllable (“SW” –
internal environment) or not directly controllable (“OT” – external environment) by the
company. Make sure that you go over the various example categories for the internal
environment (e.g., the firm’s people, its technologies, physical facilities, financial stability, and
relationships with suppliers) and for the external environment (the economy, competition,
technology, law, ethics, and sociocultural trends).
p. 72 2.3 Step 3: Set Organizational or SBU Objectives
Organizational or SBU objectives are a direct outgrowth of the
mission statement and broadly identify what the firm hopes to
accomplish within the general time frame of the firm’s
long-range business plan. Objectives need to be specific,
measurable, attainable, and sustainable. Objectives may relate to
a number of elements such as revenue and sales, profitability, the
firm’s standing in the market, return on investment, productivity,
product development, customer satisfaction, social responsibility,
and many other attributes.
Exhibit:
Samsung
Web link: www.pg.com Explore Procter & Gamble’s family of products
p. 73
p. 73
2.4 Step 4: Establish the Business Portfolio
For companies with several different SBUs, strategic planning
includes making decisions about how to best allocate resources
across these businesses to ensure growth for the total
organization. Each SBU has its own focus within the firm’s
overall strategic plan, and each has its own target market and
strategies for reaching its objectives.
Just as we call the collection of different stocks an investor owns
a portfolio, the range of different businesses that a large firm
operates is its business portfolio.
Portfolio analysis is a tool management uses to assess the
potential of a firm’s business portfolio. It helps management
decide which of its current SBUs should receive more—or less—
of the firm’s resources, and which of its SBUs are most
consistent with the firm’s overall mission.
The BCG growth-market share matrix is one model managers
use to assist in the portfolio management process. The BCG
model focuses on determining the potential of a firm’s existing
successful SBUs to generate cash that the firm can then use to
invest in other businesses.
Figure 3.3
Snapshot: BCG
Matrix
Copyright © 2018 Pearson Education, Inc.
Part 1: Understand the Value Proposition
p. 74 SBUs are categorized as:
Stars are SBUs with products that have a dominant market
share in high-growth markets.
Cash cows have a dominant market share in a low-growth
potential market.
Question marks—sometimes called “problem children”—are
SBUs with low market shares in fast-growth markets.
Dogs have a small share of a slow-growth market.
Exhibit: Disney
retail stores
Exhibit: Marvel
Comics
►Marketing Moment In-Class Activity
In small groups, have students identify various drinks sold by the Coca-Cola Company and
have them classify these drinks into the Boston Consulting Group Matrix. (Students will learn
the challenges of estimating market share) (e.g., Coke=cash cow; Tab=dog; Dasani=star;
PowerAde=question mark)
See www.virtualvender.coca-cola.com for a display of all Coke products
p. 75 2.5 Step 5: Develop Growth Strategies
Part of the strategic planning at the SBU level entails evaluating
growth strategies. The product-market growth matrix is used to
analyze different growth strategies. The matrix provides four
different fundamental marketing strategies.
Market penetration: increasing sales of existing
products to existing markets.
Market development: introducing existing products
to new markets.
Product development: selling new products in
existing markets.
Diversification: emphasizing both new products and
new markets to achieve growth.
Figure 3.4:
Snapshot:
Product-Market
Growth Matrix
Exhibit: Cuba
Ripped from the
Headlines:
Ethical/Sustaina
ble Decisions in
the Real World
►Marketing Moment In-Class Activity
Using a relatively new product (such as Propel Enhanced Water (vitamin enhanced bottled
water) or a cola/coffee energy drink), have students brainstorm ideas for product growth using
each of the categories in the product market matrix. (e.g., Penetration—sell Propel in gallon
jugs; New Market—sell to Mom’s trying to get children to take vitamins; New Products—
develop Propel gum; Strategy Diversification—develop line of Propel sportswear.)
Find out what other students taking this course would do and why at www.mymktlab.com
Are marketers to blame for America’s obesity epidemic?
p. 77 3. MARKETING PLANNING: DEVELOP AND EXECUTE
MARKETING STRTEGY
An important distinction between strategic planning and
marketing planning is that marketing professionals focus much of
their planning efforts on issues related to the marketing mix—the
Copyright © 2018 Pearson Education, Inc.
Chapter 3: Strategic Market Planning
p. 78
p. 78
p. 78
firm’s product, its price, promotional approach, and distribution
(place) methods.
The following steps are involved in the marketing planning
process:
3.1 Step 1: Perform a Situation Analysis
The first step in developing a marketing plan is for marketing
managers to conduct an analysis of the marketing environment.
To do this, managers build on the company’s SWOT analysis by
searching out information about the environment that specifically
affects the marketing plan.
3.2 Step 2: Set Marketing Objectives
Marketing objectives are more specific to the firm’s brands,
sizes, product features, and other marketing-mix elements.
3.3 Step 3: Develop Marketing Strategies Target Markets
and the Marketing Mix
Marketing mix decisions identify how marketing will accomplish
its objectives in the firm’s target markets by using product, price,
promotion, and place.
Product strategies include decisions such as product
design, packaging, branding, support services (such as
maintenance), if there will be variations of the
product, and what product features will provide the
unique benefits targeted customers want.
The pricing strategy determines how much a firm
charges for a product. In addition to setting prices for
the final consumer, pricing strategies usually establish
prices the company will charge to wholesalers and
retailers. A firm may base its pricing strategies on
costs, demand, or the prices of competing products.
A promotional strategy is how marketers
communicate a product’s value proposition to the
target market. Marketers use promotion strategies to
develop the product’s message and the mix of
advertising, sales promotion, public relations and
publicity, direct marketing, and personal selling that
will deliver the message.
Distribution strategies outline how, when, and where
the firm will make the product available to targeted
customers (the place component). In developing a
distribution strategy, marketers must decide whether
to sell the product directly to the final customer or to
sell through retailers and wholesalers.
Figure 3.5
Process: Steps in
Marketing
Planning
Exhibit:
Lee jeans
Copyright © 2018 Pearson Education, Inc.
Part 1: Understand the Value Proposition
p. 80
p. 81
pp.
81-83
The target market is the market segment(s) a firm selects because
it believes its offerings are most likely to win those customers.
The firm assesses the potential demand—the number of
consumers it believes are willing and able to pay for its products
—and decides if it is able to create a sustainable competitive
advantage in the marketplace among target consumers.
3.4 Step 4: Implement and Control the Marketing Plan
In practice, marketers spend much of their time managing the
various elements involved in implementing the marketing plan.
During the implementation phase, marketers must have some
means to determine to what degree they are actually meeting
their stated marketing objectives. Often called control, this
formal process of monitoring progress entails three steps: (1)
measuring actual performance, (2) comparing this performance to
the established marketing objectives or strategies, and (3) making
adjustments to the objectives or strategies on the basis of this
analysis.
Return on marketing investment (ROMI) is the metric to
analyze how the marketing function contributes to the bottom
line. It is the revenue or profit margin generated by investment in
a specific marketing campaign or program divided by the cost
of that program at a given risk level.
3.5 Action Plans
How does the implementation and control step actually manifest
itself within a marketing plan? One very convenient way is
through the inclusion of a series of action plans that support the
various marketing objectives and strategies within the plan. We
sometimes refer to action plans as “marketing programs.” The
best way to use action plans is by including a separate action plan
for each important element involved in implementing the
marketing plan.
Four elements of the action plan form the overall implementation
and control portion of the marketing plan:
Assign responsibility
Create a time line
Set a budget
Decide on measurements and controls
Leading indicators: Performance indicators that provide
insight into the performance of current efforts in a way
that allows a marketer to adjust relevant marketing
Exhibit:
California
almonds
Copyright © 2018 Pearson Education, Inc.
Chapter 3: Strategic Market Planning
p.82
activities (hopefully) resulting in performance
improvements against the current action plan.
Lagging indicators: Performance indicators that provide
insight into the performance of an action plan based on
outcomes realized.
►METRICS MOMENT
Is return on marketing investment (ROMI) always sufficient to
judge marketing’s effectiveness and efficiency?
Six common objections to relying exclusively on ROMI to
measure marketing success:
1. In a company’s accounting statements, marketing expenditures
tend to appear as a cost, not an investment.
2. ROMI requires the profit to be divided by expenditure, yet all
other bottom-line performance measures consider profit or
cash flow after deducting expenditures.
3. Calculating ROMI requires knowing what would have
happened if the marketing expenditure in question had never
taken place.
4. ROMI has become a fashionable term for marketing
productivity, yet much evidence exists that firms interpret how
to calculate ROMI quite differently.
5. ROMI ignores the effect of marketing assets of the
firm and tends to lead managers toward a more short-term
decision perspective.
6. ROMI focused on snapshot information often can lead to
actions by management to shore up short-term performance to
the detriment of a firm’s sustainability commitment.
Apply the Metrics
Review the six objections to ROMI above and discuss
them with your classmates.
Select any two of the objections and develop a specific
example of how they might lead to a bad decision in
market planning.
Table 3.1:
Action Plan
Template
Discussion question: Pick a favorite product category and discuss what types of target markets
reside in that product category.
Discussion question: Looking at Table 3.1, are there any listed metrics that seem more
important to a company? Why or why not?
p. 84 3.6 Operational Planning: Day-to-Day Execution of
Marketing Plans
The best plan ever written is useless if not properly carried out.
That is what operational plans are for. They put the pedal to the
Copyright © 2018 Pearson Education, Inc.
Part 1: Understand the Value Proposition
p. 84
metal by focusing on the day-to-day execution of the marketing
plan.
The task falls to the first-line supervisors we discussed earlier,
such as sales managers, marketing communications managers,
and marketing research managers. Operational plans generally
cover a shorter period of time than either strategic plans or
marketing plans—perhaps only one or two months—and they
include detailed directions for the specific activities to be carried
out, who will be responsible for them, and time lines for
accomplishing the tasks.
3.7 Make Your Life Easier! Use the Market Planning
Template
Template for a
marketing plan
in the foldout
located in this
chapter
Real People, Real Choices: Here’s My Choice…
Stephanie selected option #2.
Use Brand You Chapter 3: Do you cringe when someone asks you, “What do you want to do
when you graduate?” Learn about yourself and what professions might be best for you in
Chapter 2 of the Brand You supplement. You will create a personal mission statement, complete
a skills inventory and identify your career objectives. It is never too early to plan your career.
Copyright © 2018 Pearson Education, Inc.
