科特勒营销管理13.pptVIP

Objectives Corporate and division strategic planing Business unit planning The marketing process Product level planning The marketing plan Market-Oriented Strategic Planning Market-Oriented Strategic Planning Corporate Headquarters Planning Define the corporate mission Establish strategic business units (SBUs) Assign resources to SBUs Plan new business, downsize older businesses Strategic-Planning, Implementation, and Control Process Good Mission Statements: The Boston Consulting Group’s Growth-Share Matrix Market Attractiveness: Competitive- Position Portfolio Classification The Strategic-Planning Gap Three Intensive Growth Strategies: Ansoff’s Product/Market Expansion Grid Opportunity Matrix 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 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 The Value-Delivery Process The Marketing Plan Factors Influencing Company Marketing Strategy Review Corporate and division strategic planing Business unit planning The marketing process Product level planning The marketing plan * ?2000 Prentice Hall * Objectives Skills Resources Opportunities Objectives Skills Resources Opportunities Profit and Growth Measuring results Diagnosing results Taking corrective action Implementation Planning Corporate planning Division planning Business planning Product planning Organizing Implementing Control Limited number of goals Stress major policies values Define competitive scopes 20%- 18%- 16%- 14%- 12%- 10%- 8%- 6%- 4%- 2%- 0 Market Growth Rate 3 ? Question marks ? ? ? 2