Chapter 3,Winning Markets: Market-Oriented Strategic Planning,Marketing Management Tenth Edition Philip Kotler,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,Planning,Good Mission Statements:,Limited number of goals,Stress major policies & values,The Boston Consulting Groups Growth-Share Matrix,Market Attractiveness: Competitive- Position Portfolio Classification,The Strategic-Planning Gap,Three Intensive Growth Strategies: Ansoffs Product/Market Expansion Grid,4. Diversification,1,4,2,3,High,Low,High,Low,Attractiveness,Success Probability,Opportunities,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,1,4,2,3,High,Low,High,Low,Seriousness,Probability of Occurrence,Threats,The McKinsey 7-S Framework,The Value-Delivery Process,(a) Traditional physical process sequence,(b) Value creation & delivery sequence,The Marketing Plan,Executive Summary & Table of Contents,Current Marketing Situation,Opportunity & Issue Analysis,Objectives,Marketing Strategy,Action Programs,Projected Profit-and-loss,Controls,Factors Influencing Company Marketing Strategy,Target customers,Review,Corporate and division strategic planing Business unit planning The marketing process Product level planning The marketing plan,