STRATEGIC MARKETING MANAGEMENT IS THE ANALYSIS, PLANNING, IMPLEMENTATION AND CONTROL OF PROGRAMMES DESIGNED TO BRING ABOUT DESIRED EXCHANGES

WITH TARGET AUDIENCES FOR THE PURPOSE OF MUTUAL OR PERSONAL GAIN

FUNCTIONS OF EXCHANGE

FUNCTIONS OF PHYSICAL SUPPLY

FACILITATING FUNCTIONS

SOCIAL STRATEGIC DE-STRATEGIC RE-STRATEGIC

OVER-STRATEGIC
CONVERSIONAL

STIMULATING
DEVELOPMENTAL

SEASONAL DEMAND
IDLE CAPACITY OVER WORKED CAPACITY IRREGULAR DEMAND

STRATEGY IS CONCERNED WITH MAKING MAJOR DECISIONS AFFECTING THE LONGTERM DIRECTION OF THE BUSINESS

THE PRODUCT MARKET IN WHICH THE BUSINESS IS TO COMPETE THE LEVEL OF INVESTEMENT THE FUNCTIONAL AREA STRATEGIES THE STRATEGIC ASSETS OR SKILL & SCA THE ALLOCATION OF RESOURCES OVER THE BUSINESS UNITS SYNERGY ACROSS THE BUSINESSES

BUSINESS DEFINITION
CORE COMPETENCIES AN INTEGRATIVE APPROACH CONSISTENCY OF APPROACH

STRATEGY MAJOR DECISIONS LONG-TERM DECISIONS

BUSINESS DEFINITION SCOPE ENV ANALYSIS

CORE COMPETENCIES COMPETITIVEADVANTAGE MATCH RESORCE IMPLICATIONS

INTERPRETATION OF ACTIVITY CO-ORDINATE SYNERGY VISION

CONSISTENCY OF APPROACH

CORPORATE/ STRATEGIC PLANS

WHAT DRIVES CHANGE ?

HOW DOES CHANGE IMPACT OUR MARKETS/BUSINESS ENVIRONMENT ? WHAT IS THE RESULT OF CHANGE ON THE ORGANISATION STRATEGY ?

DRIVING CHANGE POLITICAL ECONOMIC SOCIAL TECHNICAL

IMPACT OF CHANGE VOLOTILITY GLOBALIZATION INTENSE COMPETITION REDEFINE RESULT OF CHANGE OPPORTUNITY STRATEGIC DRIFT

FINANCIAL MEASURES
CUSTOMERS INTERNAL ACTIVITIES INNOVATION & LEARNING

In a strategic role, marketing aims to transform corporate objectives and Business strategy into a competitive market position
Marketing strategy addresses three elements: customers, competitors and Internal corporate issues

INTERNAL CORPORATE FACTORS

ACHIEVING A SUPERIOR COMPETITIVE POSITION SEGMENTATION TARGETING POSITIONING

MARKETING STRATEGY

CUSTOMER

COMPETITOR

AWARENESS OF ENVIRONMENTAL CHANGES BY MANAGEMENT

Enhanced ability to anticipate problem arising in the long term

INDUSTRY & MARKET ANALYSIS

Quality of market and product forecasts

Senior Mgt awareness of a range of Identification of changes in buyer possible futures and their effect behaviour as a result of changes in on the organization social trends Greater inclination to act in advance of changes (Source: Adapted from Diffenbach, Ability to identify future needs and anticipate new products

1983)

STRATEGIC PLANNING AND DECISION MAKING

DIVERSIFICATION AND RESOURCE ALLOCATION:

More flexibility and adaptability in plans as they reflect greater awareness of political events and economic cycles Scope of perspectives broadened Organization has greater ability to allocate resources to opportunities arising due to environmental change

Ability to focus resources in business areas that have longterm attractiveness Guides the acquisitions process Move away from products exposed to greater social and political pressure (environmental issues, etc.) towards other areas of the product portfolio

RELATIONSHIP WITH GOVERNMENT

Improved understanding and relationship with government

OVERSEAS BUSINESS
Improved ability to anticipate changes in overseas markets

Ability to be proactive on government legislation

Improved ability to anticipate how to undertake business in overseas markets

THE ENVIRONMENTAL AUDIT IS RELIANT ON THE MONITORING ACTIVITY THAT IS UNDERTAKEN BY THE ORGANIZATION. THE PROCESS IS NORMALLY REFERRED TO AS SCANNING

UNDIRECTED VIEWING
CONDITIONAL VIEWING INFORMAL SEARCH FORMAL SEARCH

Area of external information Market Intelligence

Categeory
Market potential Structural change Competitors and industry Pricing Sales negotiations Customers

General content
Capacity, consumption, imports, exports Mergers, acquisitions, new entries Competitor information, industry policy Effective and proposed prices Information on specific current or potential sales Current or potential customers, markets and problems

Technical Intelligence

New product, processes and technology Product problems Costs Licensing and patents

Technical information relatively new or unknown to enterprise Involving current products For processing, operations, etc.

Potential entrants

Suppliers

Competitive Rivalry

Buyers

Substitut es

STRATEGIC GROUPS ARE MADE UP OF ORGANIZATIONS WITHIN THE SAME INDUSTRY THAT ARE PURSUING EQUIVALENT STRATEGIES, TARGETING GROUPS OF CUSTOMERS THAT HAVE SIMILAR PROFILES

SIZE OF THE COMPANY ASSETS AND SKILLS SCOPE OF THE OPERATION BREATH OF THE PRODUCT RANGE CHOICE OF DISTRIBUTION CHANNEL RELATIVE PRODUCT QUALITY BRAND IMAGE

Price
High
KING FISHER

BRITISH AIRWAYS

JET

Low

GO AIR

Regional-Scale of Operations-------Global

Area of External Information Categeory

General content
Capacity, consumption, imports, exports Mergers, acquisitions, new entries Competitor information, industry policy Effective and proposed prices Information on specific current or potential sales Current or potential customers, markets and problems
Technical information relatively new or unknown to enterprise Involving current products For processing, operations, etc. for suppliers, customers and competitors Products and processes Information concerning possibilities for the organization

Market Intelligence

Market potential Structural change Competitors and industry Pricing Sales negotiations Customers

Technical Intelligence

New product, processes and technology Product problems Costs

Acquisition Intelligence

Leads for mergers, joint ventures or acquisitions

Intelligence on broad issues

General conditions Government actions and policies

Other intelligence

Suppliers and raw materials Resources available Miscellaneous

General information: political, demographic etc. Decisions affecting the industry Purchasing information Availability of people, land, other resources Any other information