C HAPTER 3--W INNING M ARKETS:M ARKET-O RIENTED S TRATEGICP LANNINGOVERVIEWA major challenge for marketing-oriented companies as they respond to the rapidly changing marketplace is engage continuously in market-oriented strategic planning. They must learn how to develop and maintain a viable fit between their objectives, resources, skills, and opportunities. The strategic planning process is carried out at the corporate level, business level, and product level. The objectives developed at the corporate level move down to lower levels where business strategic plans and marketing plans are prepared to guide the company's activities. Strategic planning involves repeated cycles of planning, implementation, and control.Corporate strategic planning involves four planning activities. The first is developing a clear sense of the company's mission in terms of its industry scope, products and applications scope, competence scope, market segment scope, vertical scope and geographical scope. A well-developed mission statement provides employees with a shared sense of purpose, direction, and opportunity.The second activity calls for identifying the company's strategic business units (SBUs). A business is best defined by its customer groups, customer needs, and technologies. SBUs are business units that can benefit from separate planning, face specific competitors, and can be managed as profit centers.The third activity calls for allocating resources to the various SBUs based on their market attractiveness and business strength. Several portfolio models, including ones by the Boston Consulting Group and General Electric, are available to help determine which SBUs should be built, maintained, harvested, or divested.The fourth activity calls for expanding present businesses and developing new products to fill the strategic planning gap. The company can identify opportunities by considering intensive growth (market penetration, market development, and product development), integrative growth (backward, forward, and horizontal integration); and diversification growth (concentric, horizontal, and conglomerate diversification).Each SBU conducts its own business strategic planning which consists of eight steps: defining the business' mission, analyzing the external environment, analyzing the internal environment, choosing business objectives and goals, developing business strategies, preparing programs, implementing programs, and gathering feedback and exercising control. All of these steps keep the SBU close to its environment and alert to new opportunities and problems. Furthermore, the SBU strategic plan provides the context for preparing market plans for specific products and services.Marketing plans focus on a product/market and consist of the detailed marketing strategies and programs for achieving the product’s objectives in a target market. Marketing plans are the central instrument for directing and coordinating the marketing effort. The distinction between the strategic and tactical marketing plans and efforts is very important, because if the firm and its marketing organization fails to recognize the interdependent yet separate activities involved in the strategic and tactical marketing efforts, the results will be less than expected. Without effective value development in the strategy planning, which comes from the firm’s research and analysis programs, the tactical marketing activities likely will not be as successful as when the coordination effort starts from the beginning.The marketing planning process consists of five steps: analyzing market opportunities, researching and selecting target markets, designing market strategies, planning marketing programs, and organizing, implementing and controlling the marketing effort.Marketing planning results in a marketing plan document that consists of the following sections: executive summary, current market situation, opportunity and issue analysis, objectives, marketing strategy, action programs, projected profit and loss statement, and controls.To plan effectively, marketing managers must understand the key relationship between types of marketing-mix expenditures and their sales and profit consequences.LEARNING OBJECTIVES:After reading this chapter students should:∙Know the characteristics of high performance business∙Understand what is meant by "strategic" planning∙Know the major steps in strategic planning and their contribution to development of a successful strategy∙Understand the strengths and weaknesses of the business portfolio techniques∙Understand the difference between strategic and business unit planning∙Understand the contribution of the steps of business unit planning to the development of a successful business strategy∙Know what is meant by the “marketing management process” and its various steps∙Understand the contents of a marketing planCHAPTER OUTLINE:I. IntroductionA.Definition of market-oriented Strategic Planning - the managerial process ofdeveloping and maintaining a viable fit between the organization’s objectives,skills and resources and its changing market opportunities in order to yield targetprofits and growth.B.Strategic planning calls for action in three areas and occurs on four differentlevels.II.Corporate and Division Strategic PlanningA.Defining the Corporate Mission - What is our business? Who is the customer?What is value to the customer? What will our business be? What should ourbusiness be? Each company’s mission is shaped by five elements: history,current preferences of the owners, the market environment, resources anddistinctive competencies.B.Establishing Strategic Business Units - organization should be seen as a satsifierof needs rather than a producer of goods. Large companies manage differentbusinesses, each requiring its own strategy. Business units can be defined interms of customer groups, customer needs, and technology.C.Assigning Resources to Each SBU1.Boston Consulting Group Approach - question marks, stars, cash cows,dogs2.General Electric Approach - market attractiveness and business strength3.Critique of Portfolio Models - Arthur D. Little model and the Shelldirectional-policy model have improved the Portfolio model capabilitiesbut still must be used with caution.D.Planning New Businesses, Downsizing Older Businesses1.Intensive Growth - Ansoff Matrixa)Market penetration strategy - current products to current marketsb)Market development strategy - current products to new marketsc)Product development strategy - new products to current markets2.Integrative Growth - backward, forward or horizontal integration3.Diversification Growth - new products to new markets. Three types arepossible: concentric, horizontal, and conglomerate4.Downsizing Older Businesses - to pursue growth, companies must notonly develop new businesses but also carefully divest tired oldbusinesses.III.Business Strategic PlanningA.Business Mission - Each business unit must define its specific missionB.External Environment Analysis (Opportunity and Threat Analysis)1.Marketing Opportunities Analysis- an area of buyer need in which acompany can perform profitably. Classified according to attractivenessand probability of success.2.Environmental Threat Analysis - a challenge posed by an unfavorabletrend or development. Classified by degree of seriousness andprobability of occurrence.C.Internal Environment Analysis (Strengths and Weakness Analysis)D.Goal Formulation - establish objectives that are specific with respect tomagnitude and time.E.Strategy Formulation - the game plan for achieving the stated objectives. Thereare three generic types of strategic thinking: overall cost leadership,differentiation, and focus.F.Strategic Alliances - In the form of marketing alliances with other domestic ormultinational firms to complement or leverage existing marketing capabilitiesand resources. Can be product or service, promotional, logistics alliances orpricing collaboration.G.Program Formulation - develop detailed programs to support the strategyH.Implementation - McKinsey 7-S FrameworkI.Feedback and Control - a firm must track the results of its strategyIV.The Marketing ProcessA.The Value-Delivery Sequence -B.Steps in the Planning ProcessC.Analyzing Marketing OpportunitiesD.Developing Marketing StrategiesE.Planning Marketing Programs - the marketing mixF.Managing the Marketing EffortV.Product Planning: The Nature and Contents of a Marketing PlanA.Contents of the Marketing Plan1.Executive Summary and Table of Contents2.Current Marketing Situation3.Opportunity and Issue Analysis (opportunities/threats analysis,strengths/weaknesses analysis, issues analysis)4.Objectives (Financial, Marketing)5.Marketing Strategy6.Action Programs7.Projected Profit-and-Loss Statement8.ControlsB.Sonic Shelf Stereos --- Ongoing ExampleVI.Marketing Planning for the 21st Century - the evolution of business and marketing planning efforts that are more responsive to market conditions and more customer andcompetitor-oriented.VII.SummaryMARKETING A ND ADVERTISING1. The Kelly Services ad shown in Figure 1 names the company's seven main strategic business units. Kelly Temporary Services is the oldest of the firm's SBUs. Overall, the company's 750,000 employees work on temporary assignments for more than 200,000 customers, mainly businesses. Do the newer SBUs represent concentric diversification, horizontal diversification, or conglomerate diversification? How mig ht Kelly Temporary Services define its business mission? What opportunities and threats would this SBU be likelyto confront in the U.S. market for temporary services?Answer: The newer Kelly SBUs represent concentric diversification, because they share marketing synergies with the original Kelly Temporary Services, most notably the offer of skilled personnel for temporary work assignments in specific work environments. Kelly Temporary Services might define its business mission as: "We aim to be the supplier of choice for office-based businesses of all sizes that seek the best-trained workers for temporary assignments." Students may suggest other appropriate definitions of Kelly's business mission.One opportunity Kelly Temporary Services might confront in the U.S. market is a shortage of qualified permanent office workers, which would increase demand for qualified temporary employees to handle office jobs until permanent workers can be found. One threat this SBU might confront is a proliferation of competing suppliers offering highly-trained temporary office personnel. Students may suggest other opportunities and threats, as well.2. United Parcel Service delivers packages and documents to customers in more than 200 countries every day, as this ad indicates. Overall, the company's global volume of 3 billion yearly deliveries rings up over $22 billion in annual revenues. Is UPS pursuing a cost leadership strategy, differentiation strategy, or focus strategy? How do you know? Look at Figure 2. How important are systems to the successful implementation of UPS's strategy?Answer: UPS is pursuing a differentiation strategy, delivering superior performance in an important customer benefit area: reliable on-time delivery to 200+ countries with a money-back guarantee. Systems are extremely important to the successful implementation of this strategy because UPS offers electronic customs clearance as well as on-line tracking in 16 languages as part of its international delivery service.FOCUS ON TECHNOLOGYMarketers can use geographic information systems (GIS) to support analysis and planning of their geographic operations. A GIS is a computerized system designed to present data about an area in map form. This system enables marketers to select and analyze all kinds of data and then view the results on the screen. For example, a regional gasoline marketer might decide where to expand its geographic scope after viewingpopulation, economic, and vehicle ownership data overlaid on a map showing main highways and stree ts in selected areas.To see a GIS in action, visit the Montana State Library Natural Resource Information System Web site (/gis/mtmaps.html) and go to the Montana Maps Interactive section. There you will be able to view state maps that display population density, land use, legislative districts, and other data. If you were a farm equipment marketer trying to decide whether to expand into Montana, what data would you want to obtain from a GIS—and why?Answer: A farm equipment marketer considering expansion into Montana could use a GIS to determine the amount of land devoted to crops; a lot of crop land suggests a strong market for farm equipment. The marketer could also use a GIS to locate population centers suitable for opening regional sales and service offices. Students may suggest additional marketing uses of a GIS, as well.MARKETING FOR THE MILLENNIUMAT&T has forged alliances with a number of major companies in the telecommunications industry. Visit AT&T's Web site () and look for information about its international strategic alliances with British Telecom (BT) and other companies. Then use your favorite search engine to find recent news stories about BT and about other AT&T strategic alliances. Of the eight strategic reas ons why companies enter into alliances, which seem to apply to AT&T's alliances? How is the alliance between AT&T and BT a strategic fit? Why would BT agree to this alliance? Do you expect the alliance between AT&T and BT to change in any way during the first years of the new millennium? Why and how?Answer: AT&T seems to be using strategic alliances to extend the scope of its existing operations (entering the Russian market with Sovintel and going global with the BT alliance, as two examples), reduce risk and entry costs into new markets (sharing the investment costs for the global venture with BT, for example), and achieve economies of scale (boosting efficiency through higher volume of calls in the BT alliance). The alliance between AT&T and BT is a strategic fit in that the companies complement each other's geographic coverage and technological expertise; both are also deep-pocketed enough to support an ambitious global alliance to service many more customers than either could service alone.BT benefits because it needs a strong partner to invest in the infrastructure necessary for a global success. It also links its strong brand with the strong brand of AT&T, another benefit. And BT will profit financially from the alliance, another major motivation. The AT&T/BT alliance may have to change in the early years of the new millennium as additional competitive alliances challenge it on a regional or global level. Students may offer additional answers to this exercise.YOU'RE THE MARKETER: SONIC MARKETING PLANEvery marketing plan must include the company's mission and objectives. These guide the implementation of specific strategies and programs during the period covered by the plan. The plan must also indicate the competitive scope of the business.As Jane Melody's assistant at Sonic, you are responsible for drafting the mission statement, reviewing the objectives, and recommending the competitive scope. The marketing objectives have already been developed, as shown in this chapter. Using your knowledge of marketing, Sonic's data, and library or Internet resources, answer the following questions:∙What should Sonic's mission be?∙Are the proposed marketing objectives reasonable, given the industry's output? Visit the Web site of the U.S. Census (/epcd/www/sic.html), and check under SIC 3651 orthe equivalent NAICS code for industry statistics. In addition, research industry sales trends.∙What nonfinancial objectives should Sonic set? How will these help Sonic fulfill its mission?∙How would you define the major competitive scopes within which Sonic will operate?As your instructor directs, enter the mission statement and all objectives in a written marketing plan or type them into the Mission and Objectives section of the Marketing Plan Pro s oftware. Also enter information on the competitive scope in the executive summary of the marketing plan.Answer: Students should start this exercise by reviewing the chapter data about Sonic. Then they will be in a better position to answer the questions. Students may offer differing definitions of Sonic's mission. One possibility: "Sonic is dedicated to producing and marketing high-quality shelf stereo systems that deliver excellent sound quality, outstanding service, and solid value to customers across the United States." Achieving a net profit of $1.8 million in 2000 requires total sales revenue of $18 million, a 9 percent increase from the previous year. That increase may be ambitious, given current trends. However, if Sonic successfully expands consumer awareness of the brand and adds 10 percent more dealers—two key marketing objectives—then the revenue and profit goals will be within reach. Research into the industry's output and sales trends will help students decide whether the objectives are reaso nable.In addition to increased consumer awareness and expansion of the dealer base, students will want to set several other nonfinancial objectives for Sonic. One example: achieve 98 percent satisfaction on customer service surveys, supporting the "outstanding service" aspect of the mission.Sonic's mission offers some clues to its major competitive scopes; students may suggest additional scopes. Some ideas:∙Product: stereo systems, specifically compact shelf models∙Industry: primarily consumer markets but open to considering business markets.∙Geography: nationwide across the United States∙Competence: producing quality sound components and offering excellent service.∙Market segments: Primarily middle income to upscale households.∙Vertical scope: Manufacturers its own products for distribution through outside stores and dealers.。
２０４《商场现代化》２００６年２月（上旬刊）总第４５７期名人广告在促销中有重要作用，因此很多有实力的企业将其作为品牌战略的重要组成部分。
然而名人广告也存在一些问题，其中最突出的是名人与产品、名人与目标市场不统一，造成产品定位不准确，削弱广告的说服力，甚至会损害品牌形象。
解决这一问题的基本策略是对名人进行细分。
一、名人领域细分就像没有一种产品能满足消费者全方位的需要一样，没有一位名人具有全方位的影响力。
名人的名气源于一定的领域，名人只能在自己所从事活动的相关领域内对消费需求产生一定的影响。
如果选择外交家基辛格和篮球明星乔丹分别为国际时事杂志和运动鞋做形象代言人，应该有相当好的传播效果；如果互换产品后再让他们做形象代言人，效果甚至还不如普通人。
罗纳尔多是足球明星，做体育用品的形象代言人应该能很好地吸引消费者；然而作为“金嗓子喉片”广告的角色就显得苍白无力，罗纳尔多精湛的球技和“喉片”实在没有什么关联。
不能准确选择一定领域的名人从事广告活动，结果必然是名人与产品的错位。
二、名人性别细分在一般情况下，适合某一性别消费者使用的产品，或由某一性别消费者作出购买决策的产品，应由同一性别的名人来传播产品信息。
巩俐主演的野力干红葡萄酒的广告典雅、华贵，有很强的感染力，因为红葡萄酒也是适合女性饮用的酒。
设想让巩俐主演主要由男性消费的白酒的广告，则使人感到可笑。
同样，大阳牌摩托车的目标消费者是青年男性，由巩俐主演的“大阳摩托，心随我动”的广告难以打动目标消费者。
这是名人与目标受众的在性别上的错位。
三、名人年龄细分在一般情况下，适合某一年龄段消费者使用的产品，或由某一年龄段消费者作出购买决策的产品，应由该年龄段的名人来传播产品信息。
肯德基快餐的主要消费群之一是儿童，而购买决策者很可能是慈爱的祖辈，于是就让活泼可爱的儿童和和蔼慈祥的老人来影响目标消费者。
虽然其中的儿童和老人不是名人，但从这则成功的电视广告中也可看出产品信息传递者和名人广告与名人细分王佩玮 郭 旭 华东理工大学软件与信息管理学院［摘 要］ 名人细分是实施名人广告策略的前提。
C HAPTER 12--D ESIGNING G LOBAL M ARKET O FFERINGS OVERVIEW:Companies no longer can focus only on their domestic market, no matter how large the market.Many industries are global industries, and their leading firms achieve lower costs and higherbrand awareness. Protectionist measures can only slow down the invasion of superior goods; the best company defense is a sound global offense. At the same time, global marketing is risky dueto shifting borders, unstable governments, foreign exchange problems, technological pirating,high product- and communication-adaptation costs, and other factors. The steps in goinginternational include:1)understand the international marketing environment, particularly the international tradesystem. In considering a particular foreign market, the firm must assess the economic,political, legal, and cultural characteristics.2)consider what proportion of foreign to total sales to seek, whether to do business in a fewor many countries, and what types of countries to enter.3)decide which particular markets to enter, and this calls for evaluating the probable rate ofreturn on investment against the level of risk.4)decide how to enter each attractive market. Many companies start as indirect or directexporters and then move to licensing, joint ventures, and finally direct investment; thiscompany evolution has been called the internationalization process.5)decide on the extent to which the product, promotion, price, and distribution should beadapted to individual foreign markets.6)develop an effective organization for pursuing international marketing. Most firms startwith an export department and graduate to an international division. A few become globalcompanies, which means that top management plans and organizes on a global basis. LEARNING OBJECTIVES:After reading the chapter the student should understand:∙The importance of international markets∙The riskiness of international markets∙How to make international marketing decisions∙Differing entry strategies∙Differing marketing organizationsCHAPTER OUTLINE:I.IntroductionII.Deciding Whether to Go Abroad - there are several factors that might draw a companyinto the international arenaIII.Deciding which Markets to Enter - a company must define its international objectives andpoliciesIV.Deciding How to Enter the MarketA.Indirect Export - work through independent intermediaries to export productsB.Direct Export - a company handles its own exports, through a domesticdepartment, overseas sales branch, traveling reps, or foreign-baseddistributors/agents.C.Licensing - sell a foreign company the rights to your manufacturing processD.Joint Ventures - join with local investors to share ownership and controlE.Direct Investment - direct ownership of foreign-based operationsF.The lntemationalization Process: no regular export activities, export viaindependent reps, establishment of one or more sales subsidiaries, establishementof production facilities abroad.V.Deciding on the Marketing ProgramA.Product - straight extension, product adaptation, product inventionB.Promotion - communication (promotion) adaptation, dual (product andpromotion) adaptationC.Price - uniform price, market-based price, cost-based priceD.Place (Distribution Channels) - links include seller’s international marketin gheadquarters, channels between nations, and channels within nationsVI.Deciding on the Marketing OrganizationA.Export Department -firm ships goods to other countries.B.International Division - firm becomes involved in several international marketsand venturesC.Global Organization - firm no longer thinks of itself as a national marketer. Allmanagement and staff are involved in worldwide pursuits.VII.SummaryMarketing and Advertising1. A BC Carpet, which is headquartered in New York City, placed this ad to let U.S. consumers know that its carpets and floor coverings are also sold in the main branch of the Harrods department store in London, England. Why would A BC want to announce this arrangement to consumers in New York City? Is this an example of exporting, a joint venture, or direct investment? How would A BC benefit from entering the UK market in this way?Answer: ABC may have two reasons for announcing that its carpets are sold in London as well as in New York City. First, it can enhance its own image by connection with the prestigious Harrods department store. Second, it may have found through research that some U.S. consumers also travel to London, so it wants to let these consumers know that ABC carpets can be purchased there, as well. This is an example of exporting, because ABC is sending its carpets to be sold at Harrods; it is not setting up a special business jointly with Harrods, nor is it directly investing in facilities in Harrods or in London. ABC would benefit from this arrangement by avoiding the expense, risk, and commitment that joint ventures and direct investment entail while testing sales opportunities through exporting.Focus on TechnologyDetails, details—the exporter's day is filled with details, including a blizzard of government paperwork. Now technology is helping exporters cut through the federal paper chase. The U.S. Customs Service, U.S. Department of Commerce, and other federal agencies have jointly developed the Automated Export System (AES), an electronic version of the multiple forms exporters used to have to complete by hand for several government agencies. With AES, exporters input data only once, using the Electronic Data Interchange (EDI) format, then transmit the form to the U.S. Customs Service. This system streamlines the exporting process, saving time and improving the accuracy of the data collected.Visit the U.S. Customs Service Web site (/). Follow the Importing/Exporting link to the Exporting section, then click on Automated Export System to read a little about AES. Does thissystem affect the distribution channels between nations or the channels within foreign nations? Why do you think the U.S. government developed AES? Who benefits from exped iting the paperwork associated with exporting? Explain your answers.Answer: The Automated Export System affects the distribution channels between nations, because it deals with the way products are exported from the United States to distributors in other countries. Once products leave the United States, the AES has no influence on the channels within foreign nations. The U.S. government probably developed this system to speed up the detailed, complex process of exporting products while gathering more accurate data about the products being exported. Both exporters and the government benefit from needing fewer people to handle the paperwork and to check the accuracy of the data.Marketing for the MillenniumMarketers participating in global e-commerce need to speak the languages of their target customers. Two good examples are the Web sites of Reebok (/) and Nestlé(/html/network.html). The Reebok home page is a gateway for specialized Web sites designed for consumers in Europe, France, Germany, Italy, Spain, the United Kingdom, Hong Kong, and Korea. The Nestlé site links to company sites for Taiwan, Australia, Brazil, Chile, New Zealand, Switzerland, Spain, Germany, France, Japan, Sweden, Greece, and the United Kingdom.Point your Web browser to either the Reebok or the Nestlé Web site, then follow two of the links to company sites in other languages. What visual differences and similarities do you notice between the sites in other languages? Which of the sites (if any) allow online purchases? How do the sites encourage consumers to contact the company? Why are local contact points (phone, mail, address) important for local customers?Answer: Students' answers will vary according to their choice of Web sites. In general, sites based in other countries or using other languages will have some visual differences. Few if any of these sites allow online purchases because Nestlé and Reebok both emphasize distribution through retail channels. Many of the sites invite feedback via e-mail, although some also provide addresses and phone numbers of regional offices. Local contact points allow local customers to get help with problems or have qu estions answered in their own language.YOU'RE THE MARKETER: SONIC MARKETING PLANGlobal marketing offers a way for companies of all sizes to grow by expanding their customer base beyond the domestic market. However, the complexities of global marketing demand careful planning and proper execution.As Jane Melody's assistant, you are researching the global market for Sonic's shelf stereo systems. Review the company's current situation and the research you have already gathered for your marketing plan. Then answer these questions about Sonic's global marketing strategy (noting the need for additional research where necessary):∙If Sonic wants to start marketing its products in other countries, should it use exporting, licensing, joint ventures, or direct investment? Why?∙What international markets seem most promising for Sonic? For data about international trade and marketing in specific countries, visit the Web site of the U.S. Department of CommerceInternational Trade Administration (); also check the links on the Web site ofthe University of Michigan Center for International Business Education and Research(/busres.htm).∙Is global standardization or adaptation most appropriate for Sonic? To answer, you will have to research electronics standards in your chosen market(s) as well as consumer behavior andcompetitive products. How can you collect such data?What marketing-mix strategy and tactics are most appropriate for Sonic to use in other countries?After you have examined potential global markets and marketing mix-strategies and tactics, summarize your ideas in a written marketing plan or them into the appropriate sections of th e Marketing Plan Pro software, including Markets, SWOT and Issue Analysis, and Marketing Strategy.Answer: To get started in global commerce, Sonic should begin by exporting its products to other countries. This minimizes the investment, risk, and commit ment and allows the company to fairly easily change its mind and stop selling in other countries. Sonic may want to first investigate Canada and Mexico as potential markets for its products, if local economies are sound and competition is not too fierce. Shipping products to those markets is less expensive than shipping to overseas markets. Also, Canada and Mexico are major trading partners with the United States, so much assistance is available to exporters targeting those countries. Through research, students may identify additional countries that seem promising.Some global adaptation is a must for Sonic, because of the variation in electrical standards around the world. Also, consumers in different markets may have different needs and preferences; and the competition can vary widely from country to country, which will affect Sonic's marketing strategy. Sonic may be ableto obtain this kind of information from distributors in other countries as well as from U.S. agencies that assist companies with exporting. Students will have many different ideas for marketing mix strategy and tactics; these should be consistent with Sonic's overall goals and mission and with all the other strategy elements.。
