CORPORATE MARKETING SERVICE Design | Development | Marketing
May 14, 2015
CORPORATE MARKETING SERVICE
Design | Development | Marketing
CORPORATE MARKETING PLANNINGCorporate Strategy Which products to Offer Which Markets to Serve
Product Mix Strategy What Each Product Should Contribute to the Firm How Resources Should be Allocated Across Products
Design | Development | Marketing
FACTORS INFLUENCING CORPORATE STRATEGY
Environmental Problems and Opportunities
Corporate Mission and Objectives
Corporate Strategy
Organizational Resources and Competencies
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Using Distinctive Competencies Competency
R&D Capability
Financial Resources Company Reputation for
Quality Strong Sales Force
Control Over Materials and Other Supplies
Potential Use Emphasize High technology in
product development Acquiring other businesses Select markets where reputation
is known Select new products that can be
sold by same salesforce Emphasize products that require
these resources; compete as low-cost producer
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COMMON TYPES OF CORPORATE OBJECTIVES
Profitability i.e. Net profit as a percent of sales
Volume i.e. Market share
Stability i.e. Variance in annual sales volume
Nonfinancial i.e. Improved corporate image
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Sell the BusinessSell the Business
Core BusinessCore Business
IntegrationIntegration
ProductDevelopment
BackwardForward
Horizontal
MarketDevelopment
MarketPenetration
ConcentricHorizontal
Conglomerate
New Productsfor Existing
Markets
New Marketsfor Existing
Products
New ProductMarkets
(Diversification)
Related toCore Business
Unrelated toCore Business
Core Development Options
BASIC TYPES OF CORPORATE STRATEGY
Growth StrategiesFor Current Markets
Market penetrationProduct DevelopmentVertical Integration
For New MarketsMarket developmentDiversificationStrategic Alliances
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BASIC TYPES OF CORPORATE STRATEGYConsolidation Strategies Retrenchment Pruning Divestment
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Product Form
Product Class
Generic Need
Sales of regular tea, decaffeinated tea or herbal tea
Sales of tea
Sales of all beverages
PRODUCT MIX STRATEGYDefinitions of the Relevant Market
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PRODUCT MIX STRATEGY
The BCG Growth-Share Matrix
The GE Business Screen
Directional Policy Matrix
Product Portfolio Models
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EVALUATING COMPETITIVE STRENGTH AND MARKET ATTRACTIVENESSCompetitive Strength Dimensions
Does our market share suggest we have a strong customer base?
Do we have the managerial skills needed to compete? Are our production facilities modern and efficient? Do we possess the technology to maintain a
competitive rate of innovation? Do customers have a positive image of our products? Does our cost structure enable us to be competitive on
price? Do we have stable and reliable suppliers?
Design | Development | Marketing
EVALUATING COMPETITIVE STRENGTH AND MARKET ATTRACTIVENESS
Market Attractiveness Dimensions Is the industry sales-growth rate high? Is the market large enough to sustain several competitors? Is the rate of product obsolescence high?Does extensive government regulation constrain actions? Is there a risk of raw material or component shortage?Are their a large number of strong competitors?Does the industry present a strong potential for profit?Does the industry fit well with our overall corporate strategy?
Design | Development | Marketing
Design | Development | Marketing
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