CH04 中山大学吴柏林教授,Kotler营销管理(第11版),绝密资料.pptVIP

Chapter 4Winning Markets ThroughMarket-Oriented Strategic Planningby PowerPoint by Milton M. Pressley University of New Orleans Kotler on Marketing It is more important to do what is strategically right than what is immediately profitable. Chapter Objectives In this chapter, we examine the following questions: How is strategic planning carried out at the corporate and division levels? How is planning carried out at the business unit level? What are the major steps in the marketing process? How is planning carried out at the product level? What does a marketing plan include? Strategic Planning: Three Key Areas and Four Organization Levels Strategic marketing plan Tactical marketing plan Marketing plan Corporate and Division Strategic Planning All corporate headquarters undertake four planning activities Defining the Corporate Mission Establishing Strategic Business Units (SBUs) Assigning resources to each SBU Planning new businesses, downsizing, or terminating older businesses Corporate and Division Strategic Planning Defining the Corporate Mission Mission statements define which competitive scopes the company will operate in Industry scope Products and applications scope Competence scope Market-segment scope Vertical scope Geographical scope Corporate and Division Strategic Planning Establishing Strategic Business Units (SBUs) Table 4.1: Product-Oriented versus Market-Oriented Definitions of a Business Corporate and Division Strategic Planning Three characteristics of SBUs Single business or collection of related businesses that can be planned for separately Has its own set of competitors Has a manager who is responsible for strategic planning and profit The Growth-Share Matrix Relative market share Four Cells Question Marks Stars Cash Cows Dogs SBU Strategies SBU Lifecycle Corporate and Division Strategic Planning The General Electric Model Table 4-2: Factors underlying Market Attractiveness and Competitive Position in GE Multifactor Portfolio Model