Professional Documents
Culture Documents
management becomes proactive facilitates integration communicates management intent ensures activities are goal-oriented monitor progress towards goals
Strategic Planning
w Strategic planning is the managerial process of developing and maintaining a viable fit between the organisations objectives and resources, and its changing market opportunities w The aim of strategic planning is to shape and reshape the companys businesses and products to produce satisfactory profits and growth
Planning hierarchy
Three levels: w Corporate strategic plan w Strategic Business Unit plan w Marketing plan
Corporate Level
Corporate Strategy Mission and vision Objectives Business portfolio strategy Resource development Corporate values
SBU Strategy
Functional Level of Marketing Strategy SBU Marketing objectives Product markets strategies
SBU Strategy Business definition Objectives Product market portfolio Competitive strategy Resource allocation and management
SBU Strategy
Corporate strategic planning concerns the organisation as a whole and ultimately deals with the allocation of funds across SBUs and returns generated on those funds
w 4 planning activities
Defining Company Objectives and Goals Designing the Business Portfolio
n n n
define mission identify SBUs analyse and evaluate the current portfolio of businesses identify new business arenas to enter
Business Level
w Elaborating on the mission w The mission statement acts as an invisible hand to guide geographically remote operations
w Companies too often describe their business in terms of a product they make w Levitt argues that a business must be viewed as a customer-satisfying process, not a goods-producing process w SBU business domain (Abell) w Purpose is to assign strategic planning responsibilities to these units
SBUs
w The General Electric (GE) approach w Definition of SBUs can be at any level of the company w At the corporate level, decisions are made concerning which SBUs to build, maintain, harvest, and divest
Planning tools
GE Business Screen w If either market attractiveness or business strength is weak, the company will not produce outstanding results w SBUs have a life cycle w May be used to forecast SBU position w Corporate decisions (Build;Hold;Harvest;Divest)
Industry Attractiveness
Strong High
Weak
C A B D
Medium
Low
Product/market portfolio Business Strategy Resource allocation Distinctive competencies Product- markets Developing competitive Business culture position Strategic cost Competitive advantage management Markets Products and services Profit- yielding strategies Brand management Profit improvement Marketing Strategy Developing market position Customer satisfaction
Business Value
Focus
Customer value creation, maintenance and defence
Customer Value
Performance-Importance matrix
w It contains much greater detail than the corporate plan w It takes direction from the strategic plan
Planning tool
Market Growth Rate
High
Business Portfolios
Stars Question Marks
BCG Product Portfolio Matrix w Used at the product market level w Components w Is the portfolio balanced?
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Cash Cows Dogs
Low
High
Low
Sales
Is the opportunity compatible with company objectives? Is the opportunity compatible with company resources?
Past
Competitive Gap
Forecast Future (No change strategy)
Now
Source: D.T. Brownlie & C.K. Bart, Products and Strategies, MCB University Press, Vol.11, No.1, 1985, p.29
Market penetration
New
Market development
New
Diversification
MARKET
Source: D.T. Brownlie & C.K. Bart, Products and Strategies, MCB University Press, Vol.11, No.1, 1985, p.29
Take Increase New Convert Existing competitors usage Segments non-users Markets customers
New Markets
Cost Reduction
Improve asset Increase utilisation Price (experience and efficiency Cash and margin focus
Growth focus
Guest Speaker
David Burke Australian Institute for Enneagram Studies Ph: 32191071 aies@enneagram.com.au enneagram.com.au
6. PLACEMENT for customer service Demand chain management Logistics management Channel management
In the case of high-contact services, customers are involved in the process. Technology is also important in conversion operations and service delivery 5. PHYSICAL EVIDENCE Services are mostly intangible. T hus the meaning of other tools and techniques used in measures of satisfaction are important
DemographicEconomic Environment
Natural Environment
Product
Suppliers
Key milestones: Place strategy
Place
ng eti rk trol Ma on C
Publics
Present Position
th Pa on ati r g Mi
PoliticalLegal Environment
Competitors
SocialCultural Environment