Chapter 2: Partnering to Build Customer Engagement, Value ......2018/09/02 · BCG matrix: • A means of evaluating “strategicbusiness units”on the basis of (1) their business

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Chapter 2: ‘Partnering to Build Customer

Engagement, Value, and Relationships’

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Learning Objectives

After completing this chapter, students will be able to:

• Explain company-wide strategic planning and its four steps.

• Discuss how to design business portfolios and develop

growth strategies.

• Explain marketing’s role in strategic planning and how

marketing works with its partners to create and deliver customer

value.

• Describe the elements of a customer value-driven marketing

strategy and mix, and the forces that influence it.

• List the marketing management functions, including the

elements of a marketing plan, and discuss the importance of

measuring and managing marketing return on investment.

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Company-Wide Strategic Planning

Strategic planning is the process of developing and

maintaining a strategic fit between the organization’s goals

and capabilities, and its changing marketing opportunities.

Strategic planning sets the stage for the rest of planning in the firm!

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At the corporate level, the company starts the strategic

planning process by defining its overall purpose and

mission!

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The mission statement is the organization’s purpose;

what it wants to accomplish in the larger environment.

Xiaomi overall

Mission

Statement:

“Making quality

technology

accessible to

everyone”

“At Xiaomi, we strive to create the highest quality products in lowest possible prices in

order to provide people access to the necessary tools and services that connect them

to the world, and ultimately, to their dreams!”

→ Its marketing strategies and programs must support this mission!

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Forging a sound mission begins with the following

questions:

• What is our business?

• Who is the customer?

• What do consumers value?

• What should our business be?

These simple-sounding questions are among the most

difficult the company will ever have to answer. Successful

companies continuously raise these questions and answer

them carefully and completely!




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A mission statement should:

• Not be myopic in product terms

• Be meaningful and specific

• Be motivating

• Emphasize the company’s strengths

• Contain specific workable guidelines

• Not be stated as making sales or profits




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This mission is then turned into detailed supporting

objectives that guide the entire company!

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Next, headquarters decides what portfolio of businesses and

products is best for the company and how much support to give

each one.

In turn, each business and product develops detailed marketing and

other departmental plans that support the company-wide plan.

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Setting Company Objectives and Goals

The company needs to turn its mission into detailed supporting objectives for each

level of management. Each manager should have objectives and be responsible for

reaching them!

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Designing The Business Portfolio

• The business portfolio is the collection of businesses

and products that make up the company.

• Portfolio analysis is a major activity in strategic

planning whereby management evaluates the products

and businesses that make up the company.

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Strategic business units (SBU) can be a

• Company division

• Product line within a division

• Single product or brand

Strategic business unit (SBU): the single independent businesses of an organization

that formulate their own competitive strategies!

Mercedes Benz Truck Division

Apple TV

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• Analyzing the Current Business Portfolio

When designing a business portfolio, it is a good idea to add and support products and

businesses that fit closely with the firm’s core philosophy and competencies.

& strength of the SBU’s position

in that market or industry

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The BCG Matrix (波士顿矩阵)

BCG matrix:

• A means of evaluating “strategic business units” on the

basis of (1) their business growth rates and (2) their

share of the market.

Stars

明星

Cash Cows

现金牛

Dogs

瘦狗

Question marks

问题

波士顿咨询公司

The best-known portfolio-planning method is the Boston Consulting Group (BCG)

approach:

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Analyzing the Current Business Portfolio

Stars are high-growth, high-share businesses or products

requiring heavy investment to finance rapid growth. They

will eventually turn into cash cows.

波士顿矩阵

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• Cash cows are low-growth, high-share businesses or

products that are established and successful SBUs

requiring less investment to maintain market share.

波士顿矩阵

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• Question marks are low-share business units in high-

growth markets requiring a lot of cash to hold their share.

波士顿矩阵

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• Dogs are low-growth, low-share businesses and products

that may generate enough cash to maintain themselves

but do not promise to be large sources of cash.

波士顿矩阵

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Problems with Matrix Approaches:

• Difficulty in defining SBUs and measuring market share

and growth

• Time consuming

• Expensive

• Focus on current businesses, not future planning

→ Many companies have dropped formal matrix methods in favor of more

customized approaches that better suit their specific situations!

→ Companies are placing responsibility for strategic planning in the hands of

cross-functional teams of divisional managers who are close to their

markets.

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Marketing needs to identify, evaluate, and select market opportunities

and establish strategies for capturing them. One useful device for

identifying growth opportunities is the product/market expansion

grid:

Market penetration - making more sales to current customers without

changing its original product such as by adding new stores in current

market areas to make it easier for customers to visit!

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grid:

Market development – identifying and developing new markets for its

current products. Example: new demographic markets - perhaps new

groups such as seniors could be encouraged! or managers could

consider new geographic markets.

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grid:

Product development – offering modified or new products to current

markets such as by moving into new product categories.

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grid:

Diversification – starting up or buying businesses beyond its current

products and markets. Example: the company could acquire a

company that operates in different market segments with a different

product mix.

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The Diversification Strategy

Unrelated Diversification:

• Operating several businesses under one ownership that

are not related to one another.

Example:

Hunan Jinjian Cereals

湖南金健米业股份有限公司• China’s first cereal producer to list on the

Shanghai Stock Exchange.

• Entered seven additional lines of business after

its initial public offering – “pharmaceutical

products”, “real estate”, “dairy production”,

“electric power generation” …

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The Diversification Strategy

Related Diversification:

• An organisation under one ownership operates separate

businesses that are related to one another.

博柏利

http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=l2b2RguyAOlreM&tbnid=fwoXymGeWZFRzM:&ved=0CAgQjRwwAA&url=http://www.lyst.com/shellchicd/&ei=4z-SUr6XA-uzsATU0YCoBg&psig=AFQjCNE_aEJgZFfLaSHnXWAdMg73jFNq6g&ust=1385402723096196

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Growth strategy: a corporate strategy that is used when

an organisation wants to expand the number of markets

served or products offered, either through its current

business(es) or through new business(es)

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Downsizing strategy:

• Downsizing is when a company must prune, harvest, or divest

businesses that are unprofitable or that no longer fit the strategy.

A firm might want to abandon products or markets for a number of

reasons:

• The firm may have grown too fast or entered areas where it

lacks experience.

• The market environment might change, making some products

or markets less profitable.

• Some products or business units simply age and die.

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Planning Marketing: Partnering to Build

Customer Relationships

Partnering with Other Company Departments

The marketing department alone cannot create superior

customer value! Under the company-wide strategic plan,

marketers must work closely with other departments to

form an effective internal company value chain.

• Value chain is a series of departments that carry out

value creating activities to design, produce, market,

deliver, and support a firm’s products.

Departments: Human Resources, Research and Development, Sales & Marketing,

Production, Finance & Purchase, Accounting, IT …

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Planning Marketing: Partnering to Build

Customer Relationships

Partnering with Others in the Marketing System

More companies today are partnering with other members

to improve the performance of the customer value

delivery network:

• Value delivery network is made up of the company,

suppliers, distributors, and ultimately customers who

partner with each other to improve performance of the

entire system.

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Marketing Strategy and the Marketing Mix

1.

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2.

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3.

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To find the best marketing strategy and mix, the company engages in marketing

analysis, planning, implementation, and control. Through these activities, the company

watches and adapts to the actors and forces in the marketing environment!

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Customer Value-Driven Marketing Strategy

• Marketing strategy is the marketing logic by which the

company hopes to create customer value and achieve

profitable customer relationships.

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The market consists of many types of customers,

products, and needs. The marketer must determine which

segments offer the best opportunities:

• Market segmentation is the division of a market into

distinct groups of buyers who have different needs,

characteristics, or behaviors and who might require

separate products or marketing mixes.

• Market segment is a group of consumers who respond

in a similar way to a given set of marketing efforts.

Consumers can be grouped and served in various ways based on geographic,

demographic, psychographic, and behavioral factors.

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A company should target segments in which it can profitably generate

the greatest customer value and sustain it over time:

• Market targeting is the process of evaluating each market

segment’s attractiveness and selecting one or more segments to

enter.

• Market positioning is the arranging for a product to occupy a

clear, distinctive, and desirable place relative to competing products

in the minds of target consumers.

• Differentiation begins the positioning process.

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Positioning:

• The L’Oréal group serves major segments of the beauty

market, and within each segment it caters to many sub-

segments.

• L’Oréal targets the larger segments through its major

divisions; further within these major divisions, L’Oréal

markets various brands that cater to customers of

different ages, incomes, and lifestyles.

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After determining its overall marketing strategy, the

company is ready to begin planning the details of the

marketing mix:

Developing an Integrated Marketing Mix

• Marketing mix is the set of controllable, tactical

marketing tools – product, price, place, and promotion –

that the firm blends to produce the response it wants in

the target market (generate demand for the products!).

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Customer solution Customer cost

ConvenienceCommunication

The 4Ps can be redefined to the 4Cs to make them more customer centric!

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Managing the Marketing Effort

Managing the marketing process requires the four

marketing management functions – analysis, planning,

implementation, and control.

The company first develops company-wide strategic plans and then translates

them into marketing and other plans for each division, product, and brand.

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Through implementation, the company turns the plans into actions.

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Control consists of measuring and evaluating the results of marketing activities and

taking corrective action where needed.

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Finally, marketing analysis provides information and evaluations needed for all the

other marketing activities.

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• Company should analyze its markets and marketing environment to find

attractive opportunities and identify environmental threats.

• It should analyze company strengths and weaknesses as well as current

and possible marketing actions to determine which opportunities it can best

pursue.

→ Goal: Match the company’s strengths to attractive opportunities in the

environment, while eliminating weaknesses and minimizing the threats!

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Market Planning — Parts of a Marketing Plan

Marketing planning involves choosing marketing strategies that will help the company

attain its overall strategic objectives. A detailed marketing plan is needed for each

business, product, or brand!

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Marketing Implementation

• Turning marketing strategies and plans into marketing

actions to accomplish strategic marketing objectives

• Addresses who, where, when, and how!

A brilliant marketing strategy counts for little if the company fails to implement it

properly!

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Measuring and Managing Return on Marketing

Investment

Return on Marketing Investment (Marketing ROI)

• Net return from a marketing investment divided by

the costs of the marketing investment

→Measurement of the profits generated by investments

in marketing activities!

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Measuring and Managing Return on Marketing

Investment

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Review questions:

1. State two possible strengths and two

possible weaknesses of Haier.

2. Explain how Haier might tackle one of

those weaknesses!

3. Distinguish between a cash cow and

a rising star in the Boston Matrix.

• Please read Chapter 3 (pp. 90-

121)!

Homework --- Chapter 2

Chapter 2: Partnering to Build Customer Engagement, Value ......2018/09/02 · BCG matrix: • A means of evaluating “strategicbusiness units”on the basis of (1) their business

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