Chapter 3 Winning Markets: Market Oriented Strategic Planning

Strategic planning consists of 3 actions broadly –

Managing a companies’ portfolios
Assessing each business’ strength by considering the market’s growth rate and the company’s
position fit in that market.
Formulating a game plan for each of it’s businesses to achieve long-term objectives.

Strategic
Planning is done in 4 levels –
Corporate Strategic Plan – It decides what resources to allocate to which business and what
businesses to diversify into
Division Plan – It decides how much funds to allocate to the SBUs.
SBU Plan – It decides the business functioning.
Product Plan – It describes the product policy, pricing structure, etc.

Corporate and Division Strategic Planning

This basically subsumes 4 activities –
Defining corporate mission
Establishing SBU
Assigning resources to each SBU
Planning new businesses, downsizing older ones

Defining the Corporate Mission –

A good mission statement provides employees with a shared sense of purpose, direction and
opportunity.
A good mission statement has 3 characteristics –
They focus on a limited number of goals
They stress on major policies and values the company wants to honor
They define the major competitive scope within which the company will operate. Some of such
scopes are : industry scope, products scope, geographical scope, etc

Establishing SBUs –
Companies should define business units in terms of needs, not products.
A business can de defined in terms of three dimensions –
Customer groups, Customer needs and Technology.
Characteristics of an SBU are –
It is independent in terms of the policies it needs
It has its own set of competitors

Assigning Resources to each SBU –

The BCG Approach (Growth-share matrix) –

Plots the Market growth rate (%, Y-axis, 0 – 20%) against Relative market share (fraction, X-
axis, 10 – 0.1). The area of the circle denotes the volume of the business. Based upon the
position in the chart, the businesses are classified as –

After plotting the matrix, the company can judge the health of it’s portfolio and can take one of
the following 4 actions to determine the budget to assign to each SBU–
Build – to increase market share, at the expense of short-term earnings, if necessary. Done on
dogs
Hold – to preserve market share. Done on cash cows
Harvest – to increase short term flow, regardless of long-term effect. This generally diminishes
the value of the SBU. Done so that the costs are reduced at a faster rate than the fall in sales.
Done on losing cash cows, dogs and question marks
Divest – to liquidate the business. Done on question marks and dogs

The General Electric Model –

Plots the Market Attractiveness (Y-axis, 1 – 5) against the Business Strength (X-axis, 5 –1). For
each business the two dimensions are calculated after setting the values for the parameters under
each of the two, and then using their weightages. The area of the circle is the size of the market,
shaded part being the business’s share.
The 9 cells are divided into 3 zones –
3 cells on top left – strong SBUs in which the company should invest and grow
3 diagonal cells – medium in overall effectiveness
3 cells in bottom left – weak SBUs. Divest or harvest these.

Planning new Businesses, Downsizing old ones

The company can try one the following 3 strategies to increase it’s business –
Intensive growth – a review of whether any opportunities exist for improving the existing
business performance. This can be achieved in 4 ways (Ansoff’s Model) –
Integrative growth – By backward Integration, Forward Integration, or Horizontal integration.
Diversification growth – Exploiting opportunities in new businesses.

Busines
s Strategic planning
The unit strategic planning for a business consists of the following steps-
Business Mission –
Each business unit needs to come up with a mission within the broader company mission.
SWOT analysis
This is further carried out into parts
Opportunity and threat analysis (External Environment analysis)
In general companies need to identify the major macroeconomic forces (demographic, economic,
technological, socio-cultural, etc.) and the major microeconomic forces (customers, competitors,
suppliers, distributors, etc) that have an effect on its profitability. Further, they need to trace
trends in these factors then identify which can be their opportunities and weaknesses.
A marketing opportunity is an area of buyer need in which a company can perform profitably.
A threat is a challenge posed by an unfavorable trend which, in absence of marketing action
would lead to fall in profitability. A company needs to chalk out a strategy for dealing with these
threats.
After the opportunity and threat analysis is done, a business’s overall attractiveness can be
identified.
Strengths and Weaknesses analysis(Internal Environment Analysis)
A company’s internal strengths and weaknesses in various departments need to be identified
periodically.

Goal Formulation
Goals are developed to facilitate the management in planning, implementation and control of
achieving the targets.
Most businesses pursue a variety of objectives, which should ideally meet the following criteria
the objectives must be placed hierarchically, in decreasing order of priorities
they should be stated quantitatively
the goals should be realistic
the goals should be consistent with each other

Strategic formulation
Strategy is the roadmap for achieving the envisaged goals. Porter defined strategy as “creation of
a unique and valuable position involving different set of activities”
Strategy can be formulated into 3 generic types –
Overall cost leadership – here a business aims at delivering it’s products at the lowest prices in
the market and win a large market share. Such businesses require to be good at engineering,
purchasing, manufacturing and distribution. A disadvantage of this strategy is that some other
company will eventually emerge with still lower costs.
Differentiation – here a business aims at achieving superior performance in an important
customer area valued by a large chunk of the market. It could strive to be the service leader, the
quality leader, the style leader or technology leader.
Focus – Here a firm concentrates on one or more narrow market segments. It first identifies such
a segment and then pursues either cost leadership or differentiation in them.

Strategic Alliances
Companies are discovering that to achieve leadership they need to form strategic alliances with
domestic or multinational companies that complement or leverage their capabilities and
resources.
The strategic alliances could be in the form of marketing alliances in the following ways –
Product or service alliance – one company licenses the other to produce its product, or two
companies jointly market their complementary product or a new product.
Promotional alliance – one company agrees to carry the promotion for another company’s
product or service
Logistics alliance – one company offers logistic services to another company’s product.
Pricing collaboration – one more companies join in a special pricing collaboration.

Program formulation
After developing the principal strategies, companies must work out detailed supporting programs
for them. After formulating the marketing programs, the costs and benefit scenario is calculated.
Activity Based Costing should be applied to each program to determine whether the benefits
form it outdo the costs.

Implementation
For the implementation of strategy, McKinsey has come up with a 7-S framework. The
implementation part of this framework consists of
Style: employees should share a common way of thinking and behaving
Skills: these should be in consonance with the strategy
Staff: includes hiring able people, training them and then assigning them to the right jobs
Shared values: employees should share the same guiding values.

Feedback and Control

A firm needs to constantly track and monitor new developments in the internal and external
environment. For when the marketplace changes, the company will have to rethink the
implementations, programs, strategies, or even objectives.
A company’s strategic fir with the environment will definitely erode, because the market
environment changes faster than the 7-S s.
Drucker says it is important to “do the right thing” than “doing things right”.

The Marketing Process

The value delivery sequence –
The traditional physical process sequence assumes the company knows what to make and that
the market will buy enough units to produce profits for the company. But such a sequence could
only exist where the supplier calls the shots.
In the value delivery sequence there are 3 parts
“Choose the value” – the marketing staff does segmentation, targeting and positioning of the
market.
“Provide the value” – after the STP process has chose the value, the product’s specifications and
services should be detailed, the price decided and then the product should be manufactured and
distributed.
“Communicate the value” – the customers are communicated about the value of the product
through the sales force, promotion and advertisement.

The marketing process consists of analyzing markets, researching and selecting markets,
designing marketing strategies, planning marketing programs and organizing, implementing and
controlling the marketing effort.

Analyzing market opportunities – A company should identify long term opportunities given
its core competences and market experience. This needs reliable market research and
information systems. Both the Macro environment, consisting of demographic, socio-
cultural, economic, technological, etc forces; and the Microenvironment, consisting of
suppliers, marketing intermediaries, customers and competitors should be considered.
A way to do it is to divide the market into many segments and evaluate the segments to find
which segment serves the company best.
Developing marketing strategies – After deciding upon the product the company shall have to
decide upon the product positioning, then initiate the product development, testing and
launching. Also the strategy for the different life stages of the product: introduction, growth,
maturity and decline have to be decided.
Planning marketing programs – It consists of deciding upon the following
Marketing expenditure – allotting the budget to meeting the marketing objectives, and amongst
the products, channels, promotion media and sales areas, and in the marketing mix.
Marketing mix-
Product –
Price – the company has to decide upon the wholesale, retail pricing, discounts to be offered,
allowances, etc.
Place – identify, recruit marketing facilitators to supply the products and service to the target
market.
Promotion –

Managing the marketing effort –

This final step includes organizing the marketing resources and then implementing and
controlling the marketing plan.
Three types of controls may be deployed –
Annual plan control – ensures whether the company is meeting the projections of current sales
and profits.
Profitability control – manages the task of measuring the actual profitability of products,
customer groups, trade channels and order sizes; and that of different marketing activities.
Strategic control – evaluates whether the company’s strategy is appropriate to the market
conditions.

Contents of a marketing plan

Executive summary and table of contents – presents a brief overview of the proposal
Current marketing situation – presents relevant data on sales, costs, profits, market, competitors,
distribution, and macro environment.
Opportunity and issue analysis - SWOT
Objectives – defines the plan’s financial and marketing goals in terms of sales volume, market
share and profit
Marketing strategy – presents broad approach to be used to meet the objectives
Action programs – presents the marketing programs to be used to meet business objectives.
Projected profit and loss statement – forecasts the plans expected financial outcomes
Control – indicates how the plan will be monitored
The Value Delivery Sequence
Factors Influencing Company Marketing Strategy