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Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 “The greatest strategy is doomed if it’s implemented badly.” – Bernard Reimann Implementing Strategies
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Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 The greatest strategy is doomed if its implemented badly. Bernard Reimann.

Jan 19, 2018

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Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -3
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Page 1: Copyright  2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 The greatest strategy is doomed if its implemented badly.  Bernard Reimann.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Ch 8 -1

“The greatest strategy is doomed if it’s implemented badly.” – Bernard Reimann

Implementing Strategies

Page 2: Copyright  2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 The greatest strategy is doomed if its implemented badly.  Bernard Reimann.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Ch 8 -2

Less than 10% of strategies formulated are successfully implemented!

The Nature of Strategy Implementation

Page 3: Copyright  2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 The greatest strategy is doomed if its implemented badly.  Bernard Reimann.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Ch 8 -3

Page 4: Copyright  2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 The greatest strategy is doomed if its implemented badly.  Bernard Reimann.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Ch 8 -4

Market segmentation

Product positioning

Marketing Issues

Page 5: Copyright  2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 The greatest strategy is doomed if its implemented badly.  Bernard Reimann.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Ch 8 -5

Subdividing of a market into distinct subsets of customers according to needs and buying habits

Marketing Issues

Market Segmentation

Page 6: Copyright  2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 The greatest strategy is doomed if its implemented badly.  Bernard Reimann.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Ch 8 -6

Market Segmentation

Market SegmentBasis Psychographic

Behavioral

Geographic

Demographic

Page 7: Copyright  2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 The greatest strategy is doomed if its implemented badly.  Bernard Reimann.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Ch 8 -7

Product Place Promotion Price

Marketing Mix Variables

Page 8: Copyright  2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 The greatest strategy is doomed if its implemented badly.  Bernard Reimann.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Ch 8 -8

Marketing Issues

Schematic representations that reflect how products/services compare to competitors’ on dimensions most important to success in the industry

Product Positioning

Page 9: Copyright  2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 The greatest strategy is doomed if its implemented badly.  Bernard Reimann.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Ch 8 -9

Product Positioning Steps

1. Select key criteria2. Diagram map3. Plot competitors’ products4. Look for niches5. Develop marketing plan

Page 10: Copyright  2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 The greatest strategy is doomed if its implemented badly.  Bernard Reimann.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Ch 8 -10

Product-Positioning Map for Menswear Retail Stores

Very latest, fashionable menswear

Conservative, everyday menswear

Low Price High Price

Average department store

Average specialty chain

Average mass merchandiser or discounter

Page 11: Copyright  2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 The greatest strategy is doomed if its implemented badly.  Bernard Reimann.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Ch 8 -11

Projected Income Statement

Page 12: Copyright  2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 The greatest strategy is doomed if its implemented badly.  Bernard Reimann.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Ch 8 -12

Projected Balance Sheet

Page 13: Copyright  2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 The greatest strategy is doomed if its implemented badly.  Bernard Reimann.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Ch 8 -13

Types of Budgets

Cash budgets Operating budgets Sales budgets Profit budgets Factory budgets Capital budgets

Expense budgets Divisional budgets Variable budgets Flexible budgets Fixed budgets

Page 14: Copyright  2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 The greatest strategy is doomed if its implemented badly.  Bernard Reimann.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Ch 8 -14

1. What a firm owns

2. What a firm earns

3. What a firm will bring in the market

Evaluating Worth of a Business

Three Basic Approaches

Page 15: Copyright  2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 The greatest strategy is doomed if its implemented badly.  Bernard Reimann.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Ch 8 -15

Evaluating Worth of a Business

Net worth or stockholder’s equity Net profit – conservative value

would be five times the firm’s current annual profits

Price-earnings ratio method Outstanding shares method

Page 16: Copyright  2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 8 -1 The greatest strategy is doomed if its implemented badly.  Bernard Reimann.

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall

Ch 8 -16