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Managing Marketing Processes_Seminar 2
1. Seminar 2
Managing Marketing Processes
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Aligning Strategy and the Marketing Planning
Process
Robin Teigland
Master of General Management
Stockholm School of Economics
September 5, 2013
2. Seminar 2 Overview
Taking a look at strategy
Group Assignment presentations
Guest Speaker, Fredrik Jansson, Tata
Consulting Services
2
3. Some core concepts in strategy
Mission
Purpose: Why we exist
Values
What we believe in and how we behave
Vision
What we want to be
3
Collis & Rukstad, 2008
4. Walt Disney
Purpose/Mission
To make people happy
Values
No cynicism
Nurturing and promulgation of “wholesome American
values”
Creativity, dreams, and imagination
Fanatical attention to consistency and detail
Preservation and control of the Disney magic
4
Collis & Rukstad 2008
5. 5
What matters for success?
Companies most successful in creating long-term
shareholder value are typically those that:
a) Have a vision and mission—They give precedence to purpose
and goals other than profitability and shareholder return
b) Have strong, consistent, ethical values
Examples:
• “Visionary”, e.g., Disney, HP, IBM, Merck, P&G, Shell, Wal-Mart
• Boeing
• Focus pre-1996: “to build great planes,”
• Weak financial controls—yet high profitability
• Focus 1997-2003 : “creating shareholder value”
• Outcome: loss of market leadership, declining profitability
Grant 2008
9. What is business strategy?
Strategy
An integrated and coordinated set of
commitments and actions designed to
gain a competitive advantage
Competitive advantage
When two or more firms compete within
the same market, one firm possesses a
competitive advantage over its rivals
when it earns (or has the potential to
earn) a persistently higher rate of profit
9Hitt, Ireland & Hoskisson 2006
10. 1. Long-term goal (objective)
1. Scope of the firm (customer or offering,
geographic location, vertical integration
1. Competitive advantage
Components of business strategy
Collis & Rukstad 2008 10
11. Strategy ≠ Business Model
Business model (Magretta, 2002)
Describes, as a system, how the pieces of a business
fit together.
Does not factor in one critical dimension of
performance: competition
Reflection of a realized strategy
11
Every organization has a business model . [it] makes
some choices, which have consequences. [But] not every
organization has a strategy - a plan of action for different
contingencies that may arise. (Casadesus et al. 2010)
12. Example of Strategy Statement
Edward Jones *
To grow to 17,000 financial advisers by 2012 by
offering trusted and convenient face-to-face
financial advice to conservative individual
investors who delegate their financial
decisions, through a national network of one-
financial-adviser offices.
*Probably from 2007
12
Collis & Rukstad 2008
14. 14
Generic strategies in the auto industry
Scope
(Customer/
variety)
Type of
competitive advantage
Broad
Narrow
Differentiation Low cost
Mercedes
(Differentiation)
Nissan
(Cost leadership)
BMW
(Differentiation-
based focus)
Lada
(Cost-based
Focus)
15. 15
Making choices
Strategy is about choosing what NOT to do:
Which customers not to serve
What products or services not to offer
Which activities not to perform
Strategy is about NOT being all things to all people
Porter
16. Avoid being stuck in the middle
Market share
Return on
investment
High
HighLow
Low
Differentiation Cost leadership
Porter 16
17. 17
What is the basis for strategy?
Today external environment characterized by
increasing pace of change
New technologies
Globalization
Increasing information/knowledge flows
Changing customer preferences
A firm’s resources and capabilities offer a more
secure basis for strategy than market focus
Grant 2008
18. 18
Exploiting differences, not doing the same!
Competitive advantage:
Ability to outperform others
due to exploiting unique
features of firm’s resources
and capabilities
Grant 2008
19. -Inputs into a firm’s production process
-A firm’s tangible, intangible, and human
assets
What is their potential for creating
competitive advantage?
What are resources?
19
Grant 1991
20. “A capability is the capacity for a set of
resources to perform a task or an activity in an
integrative manner.”
In other words …
The deployment of resources to achieve a goal
The ability to do something…
Used interchangeably with competence
What are capabilities?
20
Grant 2008
21. 21
Identifying organizational capabilities:
A functional classification
FUNCTION CAPABILITY EXAMPLES
Corporate Financial management ExxonMobil, GE
Management Strategic control IBM, Samsung
Coordinating business units BP, P&G
Managing acquisitions Citigroup, Cisco
MIS Speed and responsiveness through Wal-Mart, Dell,
rapid information transfer Capital One
R&D Research capability Merck, IBM
Development of innovative new products Apple, 3M
Manufacturing Efficient volume manufacturing Briggs & Stratton
Continuous Improvement Nucor, Harley-D
Flexibility Zara, Four Seasons
Design Design capability Apple, Nokia
Marketing Brand management P&G, LVMH, Coke
Quality reputation Johnson & Johnson
Responsiveness to market trends MTV, L’Oreal
Sales, Distribution Sales responsiveness PepsiCo, Pfizer
& Service Efficiency and speed of distribution LL Bean, Dell
Customer Service Singapore Airlines
Caterpillar
Grant 2008
22. 22
RESOURCES
TANGIBLE INTANGIBLE HUMAN
•Financial
•Physical
Architecture of resources and capabilities
Management
Systems
Organization
Structure
ORGANIZATIONAL
CAPABILITIES
•Skills/know-how
•Capacity for
communication
& collaboration
•Motivation
•Technology
•Reputation
•Culture
•Brand
•Customer
loyalty
Grant 2008
23. 23
•Skills/know-how
•Capacity for
communication
& collaboration
•Motivation
Links between resources, capabilities
and competitive advantage
STRATEGY
INDUSTRY
ENVIRONMENT
COMPETITIVE
ADVANTAGE
ORGANIZATIONAL
CAPABILITIES
RESOURCES
TANGIBLE INTANGIBLE HUMAN
•Financial
•Physical
•Technology
•Reputation
•Culture
•Brand
•Customer
loyalty
Grant 2008
24. Defining organizational capabilities
Organizational Capabilities = firm’s capacity for
undertaking a particular activity (Grant)
Distinctive Competence = activity that an
organization does particularly well relative to
competitors (Selznick)
Core Competence = capabilities that are
fundamental to a firm’s strategy and performance
(Hamel and Prahalad)
24
27. Disney
• Movies for
theatrical,
television and
home video
markets
• Cable channel
• Magic Kingdom
• Golfing
• Shopping Village
• Conference
Center
• Epcot Center
• Camping
• Hotels
• General real estate
brokerage & resort &
property mgmt services
• Develops commercial &
industrial properties
• Plans resort & primary
home communities
• Character Merchandise
• Records
• Merchandise & publishing
licenses
• Educational computer
software, films, cassettes
& filmstrips
Filmed
Entertainment
Brand Image
Creativity
(Characters)
Imagineering
Real Estate
Development
Consumer
Products
Visual Media
• Walt Disney Studios
• Disney Channel
• Home video
Theme Parks & Resorts
• Disneyland
• Walt Disney World
• Epcot Center
• Tokyo Disney
Community
Development
• Disney Development
Co.
• Arvida Community
Development
Other Media
• Character
merchandising &
publications
• Records & music
publishing
• Educational media
Core
Competencies
Core
Products
Business
Units
End
Products
Walt Disney Studios’ 1984 Strategic Architecture
Capabilities
• Distribution
(Buena Vista)
Entertainment &
Recreational Parks,
Shows & Resorts
27
Grant 2008
32. Group Assignment for Today
1. What do you think that the mission statement says about the
customer focus, value creation, market scope, guiding values, and
core competencies of this company?
2. For your company, how do specific marketing actions appear to
relate to the stated mission? E.g., does the advertising reflect the
customer focus in the mission statement? In preparation for later
stages of your work, make notes about how the mission affects the
markets and customers to be served, the product/service offering,
the competition, and higher-level strategy.
3. What changes would you suggest to the mission statement in
order to make it more effective as a guide for the marketing
planning process or an inspiration for managers and employees?
34
33. Marketing Plan Teams
35
MGM MARKETING
FALL 2013
GROUPS PREFERENCES
DRAGON
1. B2C (Fortune 500) Product
THE MOJITOS
1. B2C (Fortune 500) Service
PEAK PERFORMANCE
1. B2B SME Service
ORANGE
1. B2C SME (<250) Product (ASSESSIO)
OPERATION BRAHMA
1. B2B SME (<250) Product (VETROLIFE)
THE TRANSFORMERS
1. B2C SME Services (LINAS MATKASSE)
34. Seminar 3 Overview
Market Analysis and Planning
Group Assignment presentations
Guest Speaker, Peter Gavelin, SSE
36
Notas del editor
Tieto Enator Vision: - The world's leading provider of high-value-added IT services in selected vertical markets Strategy: - Global leverage of vertical expertise - Solutions - Partnerships Mission: - Building the Information Society Values: - Customer benefit & Personal growth Banking & Insurance IT services for banking, finance and insurance Telecom & Media IT services for telecom and media industry Healthcare & Welfare IT services for healthcare and welfare Government, Manufacturing & Retail IT services for central and local government, manufacturing, retail and logistics Forest & Energy IT services for forest and energy industries Processing & Network End-to-end processing and network services
Which objective is most likely to maximize shareholder value over the next several years? (Growth? Achieving a certain market share? Becoming the market leader?) Objectives = goals A firm’s scope encompasses three dimensions: customer or offering, geographic location, and vertical integration. The complete definition of a firm’s competitive advantage consists of two parts. The first is a statement of the customer value proposition. Any strategy statement that cannot explain why customers should buy your product or service is doomed to failure. Activity map Tieto Enator Vision: - The world's leading provider of high-value-added IT services in selected vertical markets Strategy: - Global leverage of vertical expertise - Solutions - Partnerships Mission: - Building the Information Society Values: - Customer benefit & Personal growth
When new mgt team took over Boeing in mid-1990s, focus was on building a vale-based environment where unit cost, return on investment, shareholder return are measures employees judged by. So lack of investment in major new civil aviation projects and diversification into defense and satellites. So lost considerable market share to Airbus. When Condit resigned in 2003, then boeing ’s stock was 20% lower than when he was appointed. Companies that enjoy enduring success have a core ideology that remains fixed while their business strategies and practices endlessly adapt to a changing world - From Built to Last: Successful Habits of Visionary Companies by Collins & Porras, 1996
W hat words would you highlight in the definition? Why?
Grant 2008: the nature of strategy in a turbulent direction – it ’s about direction, not detailed planning. Madonna (like Virgin or Google) displays clear direction combined with the flexibility to adapt to and exploit unexpected change Collis & Rukstad: It is always easy to claim that maximizing shareholder value is the company ’s objective. In some sense all strategies are designed to do this. However, the question to ask when creating an actionable strategic statement is, Which objective is most likely to maximize shareholder value over the next several years?What our competitive game plan will be BALANCED SCORECARD How we will monitor and implement that plan of a Strategy Statement OBJECTIVE = Ends SCOPE = Domain ADVANTAGE = Means MISSION Why we exist VALUES What we believe in and how we will behave VISION What we want to be STRATEGY What our competitive game plan will be BALANCED SCORECARD How we will monitor and implement that plan The BASIC ELEMENTS of a Strategy Statement OBJECTIVE = Ends SCOPE = Domain ADVANTAGE = Means Single goal – profitability vs market share – what matters more? Scope - 3 dimensions – customer or offering, geographic location, vertical integration, clearly defined areas Advantage –1) value proposition – why should people buy your product over others? 2) combination of activities to deliver value proposition
Industry factors only account for a small part of the differences in interfirm profits. The larger differences are had in each firms resource and capabilities! Stockholm University & SSE; both resources and capabilities Analyze R&D to understand potential for creating competitive advantage
21 resource – a relatively stable, observable asset – stuff the firm owns or hires machines land a store a brand. usually can be bought and sold.
First: the formal definition from the book. Second: a way to think about this, how it is generally used in newspapers. Capabilities Are the firm ’s capacity to deploy resources that have been purposely integrated to achieve a desired end state Emerge through complex interactions among resources The foundation of many capabilities lies in: The unique skills and knowledge of employees The functional expertise of those employees Often developed in specific functional areas capability – firm ’s ability, using its organization and people, to accomplish tasks at a high level of expertise (repeatedly). usually can ’t be bought/sold unless you sell a whole business.
Firm ’s capacity for undertaking particular productive activity in relation to other firms
Industry environment and competition shape strategy Whereas industry analysis is concerned with which industry to be in and positioning. Firm analysis is concerned with ownership and uniqueness. Industry analysis leads to the same, but firms must not do the same! What is potential for creating comp adv? Must distinguish between resources and capabilities. Resources are productive assets owned by the firm, capabilities are what the firm does with them. Individual resources do not confer competitive advantage, they must work together to create organizational capabilities. Whichever approach is used, the goal is to build a list of resources and capabilities that can then be appraised in terms of their importance and relative strength . The resources and capabilities can then be shown on a single chart (see Figure 5.9). This analysis requires an example, preferably an organization that is familiar to everyone. At Georgetown I typically use our own business school. 4. The purpose of this analysis is to generate strategy implications. Here students readily identify the potential for building on weaknesses in resources and capabilities. Perceptive students will inquire into the possibility of outsourcing activities where the firm ’s capabilities are weak. But the key area of strategy is the exploitation of strengths. In which market segments, in relation to which customers are a firm ’s resource and capabilities strengths likely to be most effective? What are the implications for how the firm should compete?
16 16 15 H&P: A big big big bundle of simpler resources and capabilities that together gives you strong ability to do a huge number of things. Test to see if core competence Provides potential to a wide variety of markets Makes a significant contribution to the benefits of the product as perceived by the customer Should be difficult for competitors to imitate
http://www.youtube.com/watch?v=Ar_r2kE9Ej4&NR=1 (microsoft) – ballmer and kawasaki Start at 1:43 to get discussion of skill sets Core competences are Make a disproportionate contribution to ultimate customer value or to efficiency that value is delivered Provide a basis for entering new markets
An organization ’s resources are the assets, capabilities, processes, information, and knowledge that the organization controls. Firms use their resources to improve organizational effectiveness and efficiency. Resources are critical to organizational strategy, because they can help companies create and sustain an advantage over competitors. Organizations can achieve a competitive advantage by using their resources to provide greater value for customers than competitors can. A competitive advantage becomes a sustainable competitive advantage when other companies cannot duplicate the value a firm is providing to customers. Importantly, sustainable competitive advantage is not the same as a long-lasting competitive advantage, though companies obviously want a competitive advantage to last a long time. Instead, a competitive advantage is sustained if that advantage still exists after competitors have tried unsuccessfully to duplicate the advantage and have, for the moment, stopped trying to duplicate it. to achieve sustainable competitive advantage, you need to think about how to create lots of value for acceptable cost, then An offense – how you will sustain your leadership in creating value at the right price. A defense – either make it hard for others to copy you or make it hard for customers to switch
John Kay (an influential economist and writer on business strategy) identifies three main classes of organisational capability that meet the above criteria: innovation, architecture and reputation. Innovation is an obvious source of distinctive capability, but it is much less often a sustainable or appropriable source because successful innovation quickly attracts imitation. Maintaining an advantage is most easily possible for those few innovations for which patent protection is effective. There are others where process secrecy or other characteristics make it difficult for other firms to follow. More often, turning an innovation into a competitive advantage requires the development of a whole range of supporting strategies. What appears to be competitive advantage derived from innovation is frequently the return to a system of organisation capable of producing a series of innovations. This is an example of a second distinctive capability which I call architecture. Architecture is a system of relationships within the firm, or between the firm and its suppliers or customers, or both. Generally the system is a complex one and the content of the relationships implicit rather than explicit. The structure relies on continued mutual commitment to monitor and enforce its terms. A firm with distinctive architecture gains strength from the ability to transfer information which is specific to the firm, product or market within the organisation and to its customers and suppliers. It can also respond quickly and flexibly to changing circumstances. It has often been through their greater ability to develop such architecture that Japanese firms have established competitive advantage over their American rivals. A third distinctive capability is reputation . Reputation is, in a sense, a type of architecture but it is so widespread, and so important, that it is best to treat it as a distinct source of competitive advantage. Easier to maintain than create, reputation meets the essential conditions for sustainability. Indeed an important element of the strategy of many successful firms has been the transformation of an initial distinctive capability based on innovation or architecture to a more enduring one derived from reputation. (Kay, 1993, p. 14)