marketingmanagement2教學(xué)講解課件

..1UnderstandhowmarketingaffectscustomervalueUnderstandhowstrategicplanningiscarriedoutatdifferentlevelsoftheorganizationUnderstandwhatisincludedinamarketingplanLearningissuesforChapterTwo:.UnderstandhowmarketingaffecKeyinsightsforthechapter:Akeyingredientofthemarketingmanagementprocessisinsightful,creativemarketingstrategiesandplansthatguidemarketingactivities.Developingtherightmarketingstrategyovertimerequiresablendofdisciplineandflexibility.Firmsmuststicktoastrategybutmustalsofindnewwaystoconstantlyimproveit.Marketingstrategyalsorequiresaclearunderstandingofhowmarketingworks.Keyinsightsforthechapter:AMARKETINGANDCUSTOMERVALUEMarketinginvolvessatisfyingconsumers’needsandwants.Thetaskofanybusinessistodelivercustomervalueataprofit..MARKETINGANDCUSTOMERVALUEMa4ThevaluedeliveryprocessNotethedifferencesbetweenthetraditionalprocess,valuecreation&deliveryprocess.ThevaluedeliveryprocessNote5Valuecreationanddeliveryconsistsofthreeparts:Choosingthevalue(segmentthemarket,definetargetmarket,develop“offering”).Providingthevalue(productfeatures,prices,anddistributionchannels).Communicatingthevalue(salesforce,advertising,andpromotionaltools)..ValuecreationanddeliverycoTheimplicationsofthevaluedeliveryprocessDiscussion:Howwouldtheseoutcomescontributetohigherlevelsofcustomersatisfaction?Giveexamplestoillustrateyourpoints..Theimplicationsofthevalue7ThreeV’sApproachtoMarketing(Kumar)DefinethevaluesegmentDefinethevaluepropositionDefinethevaluenetwork.ThreeV’sApproachtoMarketinTheValueChain(Porter).TheValueChain(Porter).ElementsofthevaluechainTheprimaryactivitiescoverthesequenceofbringingmaterialsintothebusiness(inboundlogistics),convertingthemintofinalproducts(operations),shippingoutfinalproducts(outboundlogistics),marketingthem(marketingandsales),andservicingthem(service).Thesupportactivities—procurement,technologydevelopment,humanresourcemanagement,andfirminfrastructure—arehandledincertainspecializeddepartments,aswellaselsewhere.Severaldepartments,forexample,maydoprocurementandhiring.Thefirm’sinfrastructurecoversthecostsofgeneralmanagement,planning,finance,accounting,legal,andgovernmentaffairs.1-10.ElementsofthevaluechainTheWhatmustbedone?Thefirm’staskistoexamineitscostsandperformanceineachvalue-creatingactivityandlookforwaystoimproveit.Thefirmshouldestimateitscompetitors’costsandperformancesasbenchmarksagainstwhichtocompareitsowncostsandperformance.Itshouldgofurtherandstudythe“bestofclass”practicesoftheworld’sbestcompanies..Whatmustbedone?Thefirm’stCoreBusinessProcessesStrongcompaniesdevelopsuperiorcapabilitiesinthesecorebusinessprocesses.Strongcompaniesalsoreengineertheworkflowsandbuildcross-functionalteamsresponsibleforeachprocess.Manycompanieshavepartneredwithsuppliersanddistributorstocreateasuperiorvalue-deliverednetwork..CoreBusinessProcessesStrongCorecompetenciesKeyistoownornurturetheresourcesandcompetenciesthatmakeuptheessenceofthebusiness—outsourceifcompetencyischeaperandavailable.Competitiveadvantageaccruestocompaniesthatpossessdistinctivecapabilities(excellenceinbroaderbusinessprocesses).Competitiveadvantagederivesfromhowwellthecompanyfitsitscorecompetencies&distinctivecapabilitiesintotightlyinterlocking“activitysystems.”.CorecompetenciesKeyistoownCorecompetenciesAcorecompetencyhasthreecharacteristics:MakesasignificantcontributiontoperceivedcustomerbenefitsHasapplicationsinawidevarietyofmarketsItisdifficultforcompetitorstoimitateCompetitiveadvantageultimatelyderivesfromhowwellthecompany“fits”itscorecompetenciesanddistinctivecapabilitiesintotightlyinterlocking“activitysystems.”.CorecompetenciesAcorecompet..

CorecompetenciesCompetitorsfindithardtoimitatecompaniessuchasSingaporeAirlines,Dell,orIKEAbecausetheyareunabletocopytheiractivitysystems.Businessrealignmentmaybenecessarytomaximizecorecompetencies.Itinvolvesthreesteps: (1)(re)definingthebusinessconcept(the“bigidea”);(2)(re)shapingthebusinessscope(thelinesofbusiness);and(3)(re)positioningthecompany’sbrandidentity(howcustomersshouldseethecompany)..

CorecompetenciesCompetitorsAsianbusinesslandscapessometimesarestraddledwithcertainhandicapsPoorinfrastructuralsupportLessdevelopedmarketsFragmentedmarketsInflexibility.AsianbusinesslandscapessomeChinesecompetitorshavecertaincompetitiveadvantagesoverMNCsBetterunderstandingofthelocalmarkets;strongnetworksLeanerandmoreflexible;entrepreneurialOpportunitytocatchupTheopenglobalmarketsallowChinesecompaniestobuymuchoftechnologyandexpertisethattheyneedtocatchup.ChinesecompetitorshavecertaFigure2.3AHolisticMarketingFramework.Figure2.3AHolisticMarketinValueExplorationCustomer’scognitivespace(reflectsexistingandlatentneedsandincludesparticipation,stability,freedom,andchange).Company’scompetencespace(broadversusfocusedscopeofbusinessanddepthphysicalversusknowledge-basedcapabilities).Thecollaboratorresourcespace(horizontalandverticalpartnerships)..ValueExplorationCustomer’scoValueCreationMarketer’sneedto:Identifynewcustomerbenefitsfromthecustomer’sview.Utilizecorecompetencies.Selectandmanagebusinesspartnersfromitscollaborativenetworks..ValueCreationMarketer’sneedValueDeliveryWhatCompaniesMustBecome?Oftenrequiresaninvestmentininfrastructureandcapabilities.Proficientatcustomerrelationshipmanagement.Whothecustomersare,andrespondtodifferentcustomeropportunities.Internalresourcemanagement.Integratemajorbusinessprocesseswithinasinglefamilyofsoftwaremodules.Businesspartnershipmanagement.Allowthecompanytohandlecomplexrelationshipswithitstradingpartners..ValueDeliveryWhatCompaniesMBreakthroughMarketingRelateshowIntelcreatedhistorybychoosingatrademarkablename–Pentium_andlaunchedthe“IntelInside”marketingcampaigntobuildawarenessofthebrandtogetitsnameoutsidethePCandintothemindsoftheconsumer..BreakthroughMarketingRelates23ThecentralroleofStrategicPlanningCallsforactioninthreeareas:Managingacompany’sbusinessesasaninvestmentportfolio.Assessingeachbusiness’sstrengthbythemarket’sgrowthrateandthecompany’spositionandfitinthatmarket.Establishstrategy.24.ThecentralroleofStrategicTheMarketingPlanThemarketingplanisthecentralinstrumentfordirectingandcoordinatingthemarketingeffort.Themarketingplanoperatesontwolevels:strategicandtactical.Thestrategicmarketingplanlaysouttargetmarketsandthevalueproposition.Thetacticalmarketingplanspecifiestheproduct,promotion,merchandising,pricing,saleschannels,andservice..TheMarketingPlanThemarketinLevelsofaMarketingPlanStrategicTargetmarketingdecisionsValuepropositionAnalysisofmarketingopportunitiesTacticalProductfeaturesPromotionMerchandisingPricingSaleschannelsService.LevelsofaMarketingPlanStra26Figure2.4TheStrategicPlanning,Implementation,

andControlProcesses.Figure2.4TheStrategicPlannCorporateandDivisionStrategicPlanningAllcorporateheadquartersusuallyundertake4planningactivities:Definingthecorporatemission.Establishingstrategicbusinessunits(SBUs).AssigningresourcestoeachSBU.Assessinggrowthopportunities..CorporateandDivisionStrategDefiningtheCorporateMissionKeyquestions:Whatisourbusiness?Whoisthecustomer?Whatisofvaluetothecustomer?Whatwillourbusinessbe?Whatshouldourbusinessbe?.DefiningtheCorporateMission..30GoodmissionstatementsGoodmissionstatementshavethreemajorcharacteristics:Focusedonalimitednumberofgoals.Stressesthecompany’smajorpoliciesandvalues.Definesthemajorcompetitivesphereswithinwhichthecompanywilloperate..GoodmissionstatementsGoodmiMajorcompetitivesphereswithinwhichthecompanywilloperate:IndustryProductsMarketsegmentGeographicalCompetenceVerticalchannels.Majorcompetitivesphereswith32Comparingvagueandclearmissionstatements(Google)GoogleVague.Comparingvagueandclearmiss33EstablishingStrategicBusinessUnitsCompaniesshouldbealignedascustomer-satisfyingprocessAtargetmarketdefinitiontendstofocusonsellingaproductorservice(Pepsiandallwhodrinkcolasodas).Astrategicmarketdefinitionisbroaderandencompassesmore.(Pepsiredefinesitsstrategytoeveryonewhohasa“thirst”)..EstablishingStrategicBusinesProductversusMarketOrientedDefinitionsofaBusiness.ProductversusMarketOrientedDimensionsThatDefineaBusinessCustomergroupsTechnologyCustomerneeds.DimensionsThatDefineaBusin36AssigningResourcestoEachSBUMorerecentmethodsusedbyfirmstomakeinternalinvestmentdecisionsarebasedonshareholdervalueanalysis,andwhetherthemarketvalueofacompanyisgreaterwithanSBUorwithoutit.AssessingGrowthOpportunitiesInvolvesplanningfornewbusinesses.Downsizingorterminatingoldbusinesses1-37StrategicDecisions.AssigningResourcestoEachSB37Figure2.5TheStrategicPlanningGap.Figure2.5TheStrategicPlannFigure2.6ThreeIntensiveGrowthStrategies:Ansoff’sProduct-MarketExpansionGrid.Figure2.6ThreeIntensiveGroIntensiveGrowthCorporatemanager’sfirstcourseofactionshouldbeareviewofopportunitiesforimprovingexistingbusinesses.Market-penetrationstrategy(gainmoremarketshare).Market-developmentstrategy(newmarketsforcurrentproducts).Product-developmentstrategy(newproductsforcurrentmarkets).Diversificationstrategy(newproductsfornewmarkets)..IntensiveGrowthCorporatemanaStarbucks.Starbucks.41IntegrativeGrowthSalesandprofitsmaybeincreasedthrough:Backwardintegration.Forwardintegration.Horizontalintegration..IntegrativeGrowthSalesandprDiversificationGrowthWhenopportunitiesarefoundoutsidethepresentbusinessandthecompanyhastherightmixofbusinessstrengthstobesuccessful.Severaltypesarepossible:Newproductsthathavetechnologicalormarketingsynergieswithexistingproductlines.Newproductsunrelatedtothecurrentindustry.Newbusinessesunrelated..DiversificationGrowthWhenoppOrganizationandOrganizationCultureOrganizationconsistsof:Structures.Policies.Corporateculturedefinedas“thesharedexperiences,stories,beliefs,andnormsthatcharacterizeanorganization.”SometimescorporateculturedevelopsorganicallyandistransmittedbytheCEOspersonality..OrganizationandOrganizationTheInternetistransformingthecorporatecultureofoverseasChinesebusinessesbyenhancingefficiency,loweringbarrierstoentry,andprovidingmoretransparency..TheInternetistransformingt45Samsunghasundergoneremarkablechangesincorporatecultureinresponsetothechangingmarketingenvironment.Today,itisrankedinthetop20brandsbyInterbrand.1-46.Samsunghasundergoneremarkab46MarketingInnovationInnovationinmarketingiscritical.5keystrategiesformanagingchangeinanorganization:1-47.MarketingInnovationInnovationFigure2.7TheBusinessUnit

StrategicPlanningProcess.Figure2.7TheBusinessUnit

SWOTAnalysisTheevaluationofacompany’sstrengths,weaknesses,opportunities,andthreatsisknownasSWOTanalysis.Itinvolvesmonitoringtheexternalandinternalmarketingenvironment.Usemarketopportunityanalysis(MOA)Environmentalthreatunfavorabletrendordevelopment.SWOTAnalysisTheevaluationofOpportunitiesandhowtospotthem.OpportunitiesandhowtospotEvaluatingOpportunitiesCanthebenefitsinvolvedintheopportunitybearticulatedconvincinglytoadefinedtargetmarket(s)?Canthetargetmarket(s)belocatedandreachedwithcost-effectivemediaandtradechannels?Doesthecompanypossessorhaveaccesstothecriticalcapabilitiesandresourcesneededtodelivercustomerbenefits?Canthecompanydeliverthebenefitsbetterthananyactualorpotentialcompetitors?Willthefinancialrateofreturnmeetorexceedthecompany’srequiredthresholdforinvestment?.EvaluatingOpportunitiesCanthFigure2.8OpportunityMatrix.Figure2.8OpportunityMatrix.Figure2.8ThreatMatrix.Figure2.8ThreatMatrix.InternalEnvironmentStrengthsandWeaknessesAnalysisItisonethingtofindattractiveopportunitiesandanothertobeabletotakeadvantageofthem.Eachfirmmustevaluateitsinternalstrengthsandweaknesses.SeeMarketingMemo(checklist).InternalEnvironmentStrengths..GoalFormulationOncethecompanyhasperformedaSWOTanalysis,itcanproceedtodevelopspecificgoalsfortheplanningperiod.Thisstageoftheprocessiscalledgoalformulation.Managersusetheterm“goals”todescribeobjectivesthatarespecificwithrespecttomagnitudeandtime..GoalFormulationOncethecompaGoalFormulationThefirmsetsobjectivesbeforemanagingthemintoobjectives(MBO).ForMBOstoworktheymustmeet4criteria:Theymustbearrangedhierarchically,fromthemosttoleastimportant.Objectivesshouldbestatedquantitativelywheneverpossible.Goalsshouldberealistic.Objectivesmustbeconsistent..GoalFormulationThefirmsetsPorter’sGenericStrategiesOverallCostLeadershipDifferentiationFocus.Porter’sGenericStrategiesOvePorter’sGenericStrategies.Porter’sGenericStrategies.CategoriesofMarketingAlliancesProductorServiceAlliancesPromotionalAlliancesLogisticsAlliancesPricingCollaborations.CategoriesofMarketingAllianMarketingAlliancesTokeepstrategicalliancesthriving,corporationshavebeguntodeveloporganizationalstructuresforsupportandhavecometoviewtheabilitytoformandmanagepartnershipsascoreskills(calledPartnerRelationshipManagement,PRM)..MarketingAlliancesTokeepstrProgramFormulationandImplementationAgreatmarketingstrategycanbesabotagedbypoorimplementation. Marketingmustestimateitscosts.Inimplementingstrategy,companiesmustnotlosesightofthemultiplestakeholdersinvolvedandtheirneeds..ProgramFormulationandImplemMcKinsey’s7-SFrameworkThefirstthree—strategy,structure,andsystemsareconsideredthe“hardware”ofsuccess.Thenextfour—style,skills,staff,andsharedvaluesarethe“software”“Style”meansthatcompanyemployeesshareacommonwayofthinkingandbehaving.“Skills”meansthattheemployeeshavetheskillsnecessarytocarryoutthecompany’sstrategy.“Staffing”meansthatthecompanyhashiredablepeople,trainedthemwell,andassignedthemtotherightjobs.“Sharedvalues,”meansthattheemployeessharethesameguidingvalue.McKinsey’s7-SFrameworkThefiTheMarketingPlanEachproductlevel(productline,brand)mustdevelopamarketingplanforachievingitsgoals.Amarketingplanisawrittendocumentthatsummarizeswhatthemarketerhaslearnedaboutthemarketplaceandindicateshowthefirmplanstoreachitsmarketingobjectives.Marketingplansarebecomingmorecustomerandcompetitororientated.Theplandrawsmoreinputfromallthebusinessfunctionsandisteamdeveloped..TheMarketingPlanEachproductMarketingPlanContentsExecutivesummaryTableofcontentsSituationanalysisMarketingstrategyFinancialprojectionsImplementationcontrolsSampleMarketingPlan:PegasusSportsInternational(seetext).MarketingPlanContentsExecut65..66MarketingMemoIstheplansimple?Istheplanspecific?Istheplanrealistic?Istheplancomplete?.MarketingMemoIstheplansimpSummaryoflearningissuesUnderstandhowmarketingaffectscustomervalueUnderstandhowstrategicplanningiscarriedoutatdifferentlevelsoftheorganizationUnderstandwhatisincludedinamarketingplan68.SummaryoflearningissuesUnde..69UnderstandhowmarketingaffectscustomervalueUnderstandhowstrategicplanningiscarriedoutatdifferentlevelsoftheorganizationUnderstandwhatisincludedinamarketingplanLearningissuesforChapterTwo:.UnderstandhowmarketingaffecKeyinsightsforthechapter:Akeyingredientofthemarketingmanagementprocessisinsightful,creativemarketingstrategiesandplansthatguidemarketingactivities.Developingtherightmarketingstrategyovertimerequiresablendofdisciplineandflexibility.Firmsmuststicktoastrategybutmustalsofindnewwaystoconstantlyimproveit.Marketingstrategyalsorequiresaclearunderstandingofhowmarketingworks.Keyinsightsforthechapter:AMARKETINGANDCUSTOMERVALUEMarketinginvolvessatisfyingconsumers’needsandwants.Thetaskofanybusinessistodelivercustomervalueataprofit..MARKETINGANDCUSTOMERVALUEMa72ThevaluedeliveryprocessNotethedifferencesbetweenthetraditionalprocess,valuecreation&deliveryprocess.ThevaluedeliveryprocessNote73Valuecreationanddeliveryconsistsofthreeparts:Choosingthevalue(segmentthemarket,definetargetmarket,develop“offering”).Providingthevalue(productfeatures,prices,anddistributionchannels).Communicatingthevalue(salesforce,advertising,andpromotionaltools)..ValuecreationanddeliverycoTheimplicationsofthevaluedeliveryprocessDiscussion:Howwouldtheseoutcomescontributetohigherlevelsofcustomersatisfaction?Giveexamplestoillustrateyourpoints..Theimplicationsofthevalue75ThreeV’sApproachtoMarketing(Kumar)DefinethevaluesegmentDefinethevaluepropositionDefinethevaluenetwork.ThreeV’sApproachtoMarketinTheValueChain(Porter).TheValueChain(Porter).ElementsofthevaluechainTheprimaryactivitiescoverthesequenceofbringingmaterialsintothebusiness(inboundlogistics),convertingthemintofinalproducts(operations),shippingoutfinalproducts(outboundlogistics),marketingthem(marketingandsales),andservicingthem(service).Thesupportactivities—procurement,technologydevelopment,humanresourcemanagement,andfirminfrastructure—arehandledincertainspecializeddepartments,aswellaselsewhere.Severaldepartments,forexample,maydoprocurementandhiring.Thefirm’sinfrastructurecoversthecostsofgeneralmanagement,planning,finance,accounting,legal,andgovernmentaffairs.1-78.ElementsofthevaluechainTheWhatmustbedone?Thefirm’staskistoexamineitscostsandperformanceineachvalue-creatingactivityandlookforwaystoimproveit.Thefirmshouldestimateitscompetitors’costsandperformancesasbenchmarksagainstwhichtocompareitsowncostsandperformance.Itshouldgofurtherandstudythe“bestofclass”practicesoftheworld’sbestcompanies..Whatmustbedone?Thefirm’stCoreBusinessProcessesStrongcompaniesdevelopsuperiorcapabilitiesinthesecorebusinessprocesses.Strongcompaniesalsoreengineertheworkflowsandbuildcross-functionalteamsresponsibleforeachprocess.Manycompanieshavepartneredwithsuppliersanddistributorstocreateasuperiorvalue-deliverednetwork..CoreBusinessProcessesStrongCorecompetenciesKeyistoownornurturetheresourcesandcompetenciesthatmakeuptheessenceofthebusiness—outsourceifcompetencyischeaperandavailable.Competitiveadvantageaccruestocompaniesthatpossessdistinctivecapabilities(excellenceinbroaderbusinessprocesses).Competitiveadvantagederivesfromhowwellthecompanyfitsitscorecompetencies&distinctivecapabilitiesintotightlyinterlocking“activitysystems.”.CorecompetenciesKeyistoownCorecompetenciesAcorecompetencyhasthreecharacteristics:MakesasignificantcontributiontoperceivedcustomerbenefitsHasapplicationsinawidevarietyofmarketsItisdifficultforcompetitorstoimitateCompetitiveadvantageultimatelyderivesfromhowwellthecompany“fits”itscorecompetenciesanddistinctivecapabilitiesintotightlyinterlocking“activitysystems.”.CorecompetenciesAcorecompet..

CorecompetenciesCompetitorsfindithardtoimitatecompaniessuchasSingaporeAirlines,Dell,orIKEAbecausetheyareunabletocopytheiractivitysystems.Businessrealignmentmaybenecessarytomaximizecorecompetencies.Itinvolvesthreesteps: (1)(re)definingthebusinessconcept(the“bigidea”);(2)(re)shapingthebusinessscope(thelinesofbusiness);and(3)(re)positioningthecompany’sbrandidentity(howcustomersshouldseethecompany)..

CorecompetenciesCompetitorsAsianbusinesslandscapessometimesarestraddledwithcertainhandicapsPoorinfrastructuralsupportLessdevelopedmarketsFragmentedmarketsInflexibility.AsianbusinesslandscapessomeChinesecompetitorshavecertaincompetitiveadvantagesoverMNCsBetterunderstandingofthelocalmarkets;strongnetworksLeanerandmoreflexible;entrepreneurialOpportunitytocatchupTheopenglobalmarketsallowChinesecompaniestobuymuchoftechnologyandexpertisethattheyneedtocatchup.ChinesecompetitorshavecertaFigure2.3AHolisticMarketingFramework.Figure2.3AHolisticMarketinValueExplorationCustomer’scognitivespace(reflectsexistingandlatentneedsandincludesparticipation,stability,freedom,andchange).Company’scompetencespace(broadversusfocusedscopeofbusinessanddepthphysicalversusknowledge-basedcapabilities).Thecollaboratorresourcespace(horizontalandverticalpartnerships)..ValueExplorationCustomer’scoValueCreationMarketer’sneedto:Identifynewcustomerbenefitsfromthecustomer’sview.Utilizecorecompetencies.Selectandmanagebusinesspartnersfromitscollaborativenetworks..ValueCreationMarketer’sneedValueDeliveryWhatCompaniesMustBecome?Oftenrequiresaninvestmentininfrastructureandcapabilities.Proficientatcustomerrelationshipmanagement.Whothecustomersare,andrespondtodifferentcustomeropportunities.Internalresourcemanagement.Integratemajorbusinessprocesseswithinasinglefamilyofsoftwaremodules.Businesspartnershipmanagement.Allowthecompanytohandlecomplexrelationshipswithitstradingpartners..ValueDeliveryWhatCompaniesMBreakthroughMarketingRelateshowIntelcreatedhistorybychoosingatrademarkablename–Pentium_andlaunchedthe“IntelInside”marketingcampaigntobuildawarenessofthebrandtogetitsnameoutsidethePCandintothemindsoftheconsumer..BreakthroughMarketingRelates91ThecentralroleofStrategicPlanningCallsforactioninthreeareas:Managingacompany’sbusinessesasaninvestmentportfolio.Assessingeachbusiness’sstrengthbythemarket’sgrowthrateandthecompany’spositionandfitinthatmarket.Establishstrategy.92.ThecentralroleofStrategicTheMarketingPlanThemarketingplanisthecentralinstrumentfordirectingandcoordinatingthemarketingeffort.Themarketingplanoperatesontwolevels:strategicandtactical.Thestrategicmarketingplanlaysouttargetmarketsandthevalueproposition.Thetacticalmarketingplanspecifiestheproduct,promotion,merchandising,pricing,saleschannels,andservice..TheMarketingPlanThemarketinLevelsofaMarketingPlanStrategicTargetmarketingdecisionsValuepropositionAnalysisofmarketingopportunitiesTacticalProductfeaturesPromotionMerchandisingPricingSaleschannelsService.LevelsofaMarketingPlanStra94Figure2.4TheStrategicPlanning,Implementation,

andControlProcesses.Figure2.4TheStrategicPlannCorporateandDivisionStrategicPlanningAllcorporateheadquartersusuallyundertake4planningactivities:Definingthecorporatemission.Establishingstrategicbusinessunits(SBUs).AssigningresourcestoeachSBU.Assessinggrowthopportunities..CorporateandDivisionStrategDefiningtheCorporateMissionKeyquestions:Whatisourbusiness?Whoisthecustomer?Whatisofvaluetothecustomer?Whatwillourbusinessbe?Whatshouldourbusinessbe?.DefiningtheCorporateMission..98GoodmissionstatementsGoodmissionstatementshavethreemajorcharacteristics:Focusedonalimitednumberofgoals.Stressesthecompany’smajorpoliciesandvalues.Definesthemajorcompetitivesphereswithinwhichthecompanywilloperate..GoodmissionstatementsGoodmiMajorcompetitivesphereswithinwhichthecompanywilloperate:IndustryProductsMarketsegmentGeographicalCompetenceVerticalchannels.Majorcompetitivesphereswith100Comparingvagueandclearmissionstatements(Google)GoogleVague.Comparingvagueandclearmiss101EstablishingStrategicBusinessUnitsCompaniesshouldbealignedascustomer-satisfyingprocessAtargetmarketdefinitiontendstofocusonsellingaproductorservice(Pepsiandallwhodrinkcolasodas).Astrategicmarketdefinitionisbroaderandencompassesmore.(Pepsiredefinesitsstrategytoeveryonewhohasa“thirst”)..EstablishingStrategicBusinesProductversusMarketOrientedDefinitionsofaBusiness.ProductversusMarketOrientedDimensionsThatDefineaBusinessCustomergroupsTechnologyCustomerneeds.DimensionsThatDefineaBusin104AssigningResourcestoEachSBUMorerecentmethodsusedbyfirmstomakeinternalinvestmentdecisionsarebasedonshareholdervalueanalysis,andwhetherthemarketvalueofacompanyisgreaterwithanSBUorwithoutit.AssessingGrowthOpportunitiesInvolvesplanningfornewbusinesses.Downsizingorterminatingoldbusinesses1-105StrategicDecisions.AssigningResourcestoEachSB105Figure2.5TheStrategicPlanningGap.Figure2.5TheStrategicPlannFigure2.6ThreeIntensiveGrowthStrategies:Ansoff’sProduct-MarketExpansionGrid.Figure2.6ThreeIntensiveGroIntensiveGrowthCorporatemanager’sfirstcourseofactionshouldbeareviewofopportunitiesforimprovingexistingbusinesses.Market-penetrationstrategy(gainmoremarketshare).Market-developmentstrategy(newmarketsforcurrentproducts).Product-developmentstrategy(newproductsforcurrentmarkets).Diversificationstrategy(newproductsfornewmarkets)..IntensiveGrowthCorporatemanaStarbucks.Starbucks.109IntegrativeGrowthSalesandprofitsma