1. Strategic Planning:
Developing and Implementing a Marketing Plan

2. Learning Objectives
After this report, you should be able to:
 Understand the importance of strategic marketing
and know a basic outline for a marketing plan
 Develop an appropriate business mission
statement
 Describe the criteria for stating a good marketing
objectives
 Explain the components of a situation analysis
 Identify strategic alternatives and describe tools
used to help select alternatives

3.  Discuss the target market strategies
 Describe the elements of marketing mix
 Explain why implementatation, evaluation,
and control of the marketing plan are
necessary
 Identify several techniques that help make
strategic planning effective

4. The Nature of Strategic Planning
What is Strategic Planning?
Strategic Planning
the managerial process of creating and
maintaning a fit between the organization's
objective and resources and the evolving
market opportunities.
Goal
long run profitability
growth
Strategy

5. Some example of Strategic
Decisions

6.  How do companies go
about strategic
marketing planning?
Marketing Plan
 How do employees
know how to implement
the long term goals of
the firm?
The answer is.....

7. What is a Marketing Plan?
Planning...
the process of anticipating future events and
determining strategies to achieve
organizational objectives in the future.
Marketing Planning
designing activities relating to marketing
objectives and the changing marketing
environment.
Marketing Plan
a written document that acts as a guidebook
of marketing activities for the marketing
manager.

8. Why write a
Marketing
Plan???

9. Because.....
it provides the basis by which actual and expected
performance can be compared
it provides clearly stated activities that help
employees understand and work toward common
goals
it allows you to examine the marketing
environment in conjunction with the inner workings
of the business
it allows the marketing manager to enter the
marketplace with an awareness of possibilities and
problems

11. "PepsiCo's overall mission is to increase the value
of our shareholder's investment. We do this
through sales growth, cost controls and wise
investment of resources. We believe our
commercial success depends upon offering quality
and value to our consumers and customers;
providing products that are safe, wholesome,
economically efficient and environmentally sound;
and providing a fair return to our investors while
adhering to the high standards of integrity."

12. What business
are we in?
Where are we
going? The answer is the
firm's...

13. Define the Business Mission
Mission Statement
the firm's long term vision based on a careful
analysis of benefits sought by present and
potential customers and analysis of existing and
anticipated environmental conditions
It's definition profoundly affects...
long-run resource allocation
profitability
survival

14. What if the Business Mission Statement
are stated too narrowly?
it suffers from Marketing myopia
Marketing myopia
the business is defined in terms of goods and
services rather than in terms of benefits that
customers seek
Myopia means...
narrow
short term thinking

15. Set Marketing Plan Objectives
Is setting a Marketing
Objectives is important?
answer........YES!
Why?
without objectives there is
no basis for measuring
the success of marketing
plan activities

16. Marketing Objective
a statement of what
is to be accomplished
through marketing
strategies

17. Criteria:
realistic, measurable,
and time specific
consistent and
indicates the priorities
of the organization

18. "SMART" Approach
SMART stands for:
Specific
Measurable
Achievable
Realistic
Time Specific

19. Poorly Stated Objectives Well-Stated Objectives
Our objective is to be a leader in the
industry in terms of a new product
development.
Our objective is to spend 12 percent of sales
revenue between 2013 and 2014 on research
and development in an effort to introduce at
least five new products in 2014.
Our objective is to maximize profits. Our objective is to achieve a 10 percent return
on investment during 2013, with a payback on
new investments of no longer than four years.
Our objective is to better serve
customers.
Our objective is to obtain customer
satisfaction ratings of at least 90 percent on
the 2013 annual customer satisfaction survey,
and retain at least 85 percent of our 2013
customers as repeat purchasers in 2014
Our objective is to be the best that we can
be.
Our objective is to increase market share
from 30 percent to 40 percent in 2013 by
increasing promotional expenditures by
14 percent

20. Carefully specified objectives
serve several functions...
communicate
motivators
clarify
control

21.  Before marketing
activities can be
define, what do
marketers must
understand???
"The current and potential environment that
the product or service will be marketed in."

22. Now.......how can they do that???
Conducting a
Situation Analysis

23. Conduct a Situation Analysis
SWOT Analysis
identifying internal strengths(S) ,
weaknesses(W), external
opportunities(O), and threats(T)

25. How to examine Internal
Strengths and Weaknesses
Production Costs
Marketing Skills
Financial Resources
Company or Brand
Image
Employee Capablities
Technology

26. How to examine External
Opportunities and Threats
Environmental Scanning
the collection and interpretation of
information about forces, events, and
relationships in the external environment
that may affect the future of the
organization or the implementation of the
marketing plan.

27. Types of Organizational response
to the External Environment
Prospector
Reactor
Defender
Analyzer

28. Strategic Window
The limited period during which the 'fit'
between the key requirements of a
market and the particular competencies
of firm are at an optimum

29. Four Strategic Alternatives
Market Penetration
Share
Market Development
Customers
Product Development
Product
Diversification
New Product + New Market

30. Selecting a Strategic
Alternative
A. PORTFOLIO MATRIX
A tool for allocating resources among
products or strategic business units on the
basis of relative market share and market
growth rate.
Strategic Business Unit
a subgroup of a single business or a
collection of related business within the
larger organization

31. SBU's Categories
Stars
Cash cows
Problem Children
Dogs

32. SBU's Basic Strategies
Build
Hold
Harvest
Divest

33. B. Market Attractiveness/Company
Strength Matrix
 tool for allocating resources among
strategic business units on the basis of
how attractive a market is and how well
the firm is positioned to take advantage of
opportunities in that market.

34. Differential Advantage
one or more unit aspects of an
organization that cause target consumers
to patronize that firm rather than
competitors.
Basic sources of differential advantage:
Superior Skills
Superior Resources

35. Describe the Marketing Strategy
Marketing Strategy
activities of selecting and describing one
or more target markets and developing
and maintaining a market mix that will
produce mutually satisfying exchanges
with target market.
The process begins with:
MOA (Market Opportunity Analysis)

36. The Marketing Mix
Marketing Mix
a unique blend of product, place,
promotion, and pricing strategies designed
to produce mutually satisfying exchanges
with a target market
Four P's
Product
Place
Promotion
Price

37. Following up the Marketing Plan
IMPLEMENTATION
process that turns a marketing plan into
action assignments and ensures that this
assignments are executed in a way that
accomplishes the plan's objective
EVALUATION and CONTROL
Evaluation
gauging the extent to which the marketing
objectives have been achieve during the
specified time period

38. Control
provides the mechanism for evaluating
marketing results in light of the plan's
goals and for correcting actions that do not
help the organization reach those goals
within budget guidelines.
Marketing Audit
a thorough, systematic, periodic evaluation
of the goals, strategies, structure, and
performance of the marketing
organization.

39. Four characteristics of Marketing Audit
Comprehensive
Systematic
Independent
Periodic

40. Effective
Strategic
Planning
Continual
Attention Creativity Management
Commitment

41. MEMBERS
Marjorie Rice
Ariane Rose Garde
Leah Jimenez
Tricia Icabandi
Chrisol Cuanico
Finished on : December 1,2013
(4:00 p.m.)