Directory UMM :Slide_Kuliah:PPT:MP_Kotler_10:
Objectives
Corporate
and division strategic planing
Business unit planning
The marketing process
Product level planning
The marketing plan
©2000 Prentice Hall
Market-Oriented Strategic
Planning
©2000 Prentice Hall
Objectives
Resources
Skills
Opportunities
Market-Oriented Strategic
Planning
Objectives
Resources
Profit
and
Growth
Skills
©2000 Prentice Hall
Opportunities
Corporate Headquarters
Planning
Define
the corporate mission
Establish strategic business units
(SBUs)
Assign resources to SBUs
Plan new business, downsize older
businesses
©2000 Prentice Hall
Strategic-Planning, Implementation,
and Control Process
Planning
Corporate
planning
Implementation
Organizing
Division
planning
Business
planning
Product
planning
©2000 Prentice Hall
Control
Measuring
results
Diagnosing
results
Implementing
Taking
corrective
action
Good Mission Statements:
Limited number of goals
Stress major policies & values
Define competitive scopes
©2000 Prentice Hall
20%18%16%14%12%10%8%6%4%2%0
10x
©2000 Prentice Hall
Stars
Question marks
4
5
3
?
?2
?
Market Growth Rate
The Boston Consulting Group’s
Growth-Share Matrix
1
?
Dogs
Cash cow
8
6
7
4x
2x 1.5x
1x
.5x .4x .3x .2x .1x
Relative Market Share
MARKET ATTRACTIVENESS
Low Medium High
Market Attractiveness: CompetitivePosition Portfolio Classification
Strong
5.00
5.00
3.67
BUSINESS STRENGTH
Medium
3.67
2.33
Weak
1.00
Joints
Aerospace
fittings
Hydraulic
pumps
Clutches
2.33
Flexible
diaphragms
Fuel
pumps
Relief
valve
1.00
Invest/grow
©2000 Prentice Hall
Selectivity/earnings
Harvest/divest
The Strategic-Planning Gap
Desired
Desired
sales
sales
Diversification growth
Strategicplanning
gap
Sales
Integrative growth
Intensive growth
Current
Current
portfolio
portfolio
0
©2000 Prentice Hall
5
Time (years)
10
Three Intensive Growth Strategies:
Ansoff’s Product/Market Expansion
Grid
Existing
products
Existing
markets
1. Market
penetration
New
markets
2. Market
development
©2000 Prentice Hall
New
products
3. Product
development
4. Diversification
Opportunity Matrix
Attractiveness
Success Probability
High
Low
High
1
2
Low
3
4
©2000 Prentice Hall
Opportunities
1. Company develops a more
powerful lighting system
2. Company develops a device
for measuring the energy
efficiency of any lighting
system
3. Company develops a device
for measuring illumination
level
4. Company develops a
software program to teach
lighting fundamentals to TV
studio personnel
Threat Matrix
Seriousness
Probability of Occurrence
High
Low
High
1
2
Low
3
4
©2000 Prentice Hall
Threats
1. Competitor develops a
superior lighting system
2. Major prolonged
economic depression
3. Higher costs
4. Legislation to reduce
number of TV studio
licenses
The McKinsey 7-S Framework
Structure
Structure
Strategy
Strategy
Systems
Systems
Shared
Shared
values
values
Skills
Skills
Style
Style
Staff
Staff
©2000 Prentice Hall
The Value-Delivery Process
(a) Traditional physical process sequence
Make the product
Design Procure Make
product
Sell the product
Price Sell Advertise/ Distribute Service
promote
(b) Value creation & delivery sequence
Choose the Value Provide the Value Communicate the Value
Strategic marketing
©2000 Prentice Hall
Tactical marketing
The Marketing Plan
Executive Summary & Table of Contents
Current Marketing Situation
Opportunity & Issue Analysis
Objectives
Marketing Strategy
Action Programs
Projected Profit-and-loss
Controls
©2000 Prentice Hall
Marketing
Strategy
Marketing
intermediaries
in Ma
fo rk
sy rm eti
st at ng
em io
n
Demographic/
economic
environment
©2000 Prentice Hall
g n
tin tio
ke z a
ar ni em
M ga yst
or s
Political/
legal
environment
Place
Target Price
customers
or M
im ga ar
pl niz ke
em at tin
en ion g
ta a
tio nd
n
Suppliers
Product
M
pl ark
sy ann etin
st in g
em g
Technical/
physical
environment
Publics
Promotion
Competitors
Social/
cultural
environment
Review
Corporate
and division strategic planing
Business unit planning
The marketing process
Product level planning
The marketing plan
©2000 Prentice Hall
Corporate
and division strategic planing
Business unit planning
The marketing process
Product level planning
The marketing plan
©2000 Prentice Hall
Market-Oriented Strategic
Planning
©2000 Prentice Hall
Objectives
Resources
Skills
Opportunities
Market-Oriented Strategic
Planning
Objectives
Resources
Profit
and
Growth
Skills
©2000 Prentice Hall
Opportunities
Corporate Headquarters
Planning
Define
the corporate mission
Establish strategic business units
(SBUs)
Assign resources to SBUs
Plan new business, downsize older
businesses
©2000 Prentice Hall
Strategic-Planning, Implementation,
and Control Process
Planning
Corporate
planning
Implementation
Organizing
Division
planning
Business
planning
Product
planning
©2000 Prentice Hall
Control
Measuring
results
Diagnosing
results
Implementing
Taking
corrective
action
Good Mission Statements:
Limited number of goals
Stress major policies & values
Define competitive scopes
©2000 Prentice Hall
20%18%16%14%12%10%8%6%4%2%0
10x
©2000 Prentice Hall
Stars
Question marks
4
5
3
?
?2
?
Market Growth Rate
The Boston Consulting Group’s
Growth-Share Matrix
1
?
Dogs
Cash cow
8
6
7
4x
2x 1.5x
1x
.5x .4x .3x .2x .1x
Relative Market Share
MARKET ATTRACTIVENESS
Low Medium High
Market Attractiveness: CompetitivePosition Portfolio Classification
Strong
5.00
5.00
3.67
BUSINESS STRENGTH
Medium
3.67
2.33
Weak
1.00
Joints
Aerospace
fittings
Hydraulic
pumps
Clutches
2.33
Flexible
diaphragms
Fuel
pumps
Relief
valve
1.00
Invest/grow
©2000 Prentice Hall
Selectivity/earnings
Harvest/divest
The Strategic-Planning Gap
Desired
Desired
sales
sales
Diversification growth
Strategicplanning
gap
Sales
Integrative growth
Intensive growth
Current
Current
portfolio
portfolio
0
©2000 Prentice Hall
5
Time (years)
10
Three Intensive Growth Strategies:
Ansoff’s Product/Market Expansion
Grid
Existing
products
Existing
markets
1. Market
penetration
New
markets
2. Market
development
©2000 Prentice Hall
New
products
3. Product
development
4. Diversification
Opportunity Matrix
Attractiveness
Success Probability
High
Low
High
1
2
Low
3
4
©2000 Prentice Hall
Opportunities
1. Company develops a more
powerful lighting system
2. Company develops a device
for measuring the energy
efficiency of any lighting
system
3. Company develops a device
for measuring illumination
level
4. Company develops a
software program to teach
lighting fundamentals to TV
studio personnel
Threat Matrix
Seriousness
Probability of Occurrence
High
Low
High
1
2
Low
3
4
©2000 Prentice Hall
Threats
1. Competitor develops a
superior lighting system
2. Major prolonged
economic depression
3. Higher costs
4. Legislation to reduce
number of TV studio
licenses
The McKinsey 7-S Framework
Structure
Structure
Strategy
Strategy
Systems
Systems
Shared
Shared
values
values
Skills
Skills
Style
Style
Staff
Staff
©2000 Prentice Hall
The Value-Delivery Process
(a) Traditional physical process sequence
Make the product
Design Procure Make
product
Sell the product
Price Sell Advertise/ Distribute Service
promote
(b) Value creation & delivery sequence
Choose the Value Provide the Value Communicate the Value
Strategic marketing
©2000 Prentice Hall
Tactical marketing
The Marketing Plan
Executive Summary & Table of Contents
Current Marketing Situation
Opportunity & Issue Analysis
Objectives
Marketing Strategy
Action Programs
Projected Profit-and-loss
Controls
©2000 Prentice Hall
Marketing
Strategy
Marketing
intermediaries
in Ma
fo rk
sy rm eti
st at ng
em io
n
Demographic/
economic
environment
©2000 Prentice Hall
g n
tin tio
ke z a
ar ni em
M ga yst
or s
Political/
legal
environment
Place
Target Price
customers
or M
im ga ar
pl niz ke
em at tin
en ion g
ta a
tio nd
n
Suppliers
Product
M
pl ark
sy ann etin
st in g
em g
Technical/
physical
environment
Publics
Promotion
Competitors
Social/
cultural
environment
Review
Corporate
and division strategic planing
Business unit planning
The marketing process
Product level planning
The marketing plan
©2000 Prentice Hall