Company and Marketing Strategy: Partnering to Build Customer Relationships

1. 2 Company and Marketing Strategy: Partnering to Build Customer Relationships

2. ROAD MAP: Previewing the Concepts • Companywide Strategic Planning: Defining Marketing’s Role • Designing the Business Portfolio • Planning Marketing: Partnering to Build Customer Relationships • Marketing Strategy and the Marketing Mix • Managing the Marketing Effort • Measuring and Managing Return on Marketing Investment

3. Strategic Planning Marketing strategies and programs are guided by broader, companywide strategic plans. Thus, to understand the role of marketing, we must first understand the organization’s overall strategic planning process.

4. 何謂策略？ -- 將軍的藝術 • 策略：思考企業未來發展方向，勾勒發展藍 圖，並採取適當經營作為，以達企業之永續經營。 • 策略九說（吳思華） • 評估並界定企業的生存利基 • 確立企業目標 • 形成企業資源分配之指導原則 • 建立並維持競爭優勢

5. 公司為何需要策略規劃 • 環境不斷變化 • 有利的變化機會Opportunities • 不利的變化威脅Threats • 公司本身資源有限 • 競爭優勢力量Strength • 競爭弱勢弱點Weakness 策略，看清環境變化、佈局未來！ 看到機會—引領公司的優勢去追求機會 看到威脅—避免公司的弱勢為其所傷 策略是達成目標的手段，這種手段要能運用 組織資源的強勢來彌補其弱勢，並能掌握環 境中的機會，以迴避其威脅(林建煌，2005)

6. 公司為何需要策略規劃 • 策略規劃的特質 • 長期、方向性、全面，決定企業何去何從與資源配置 • 藉由尋求和創造組織目標、環境與資源三者的配適 • 裕隆汽車面臨WTO應如何因應？ • Opportunities市場開放、代理、自製率愈高愈有利(80%) • Threats進口開放形成競爭 • Strength銷售與維修通路遍佈全台 • Weakness品質、形象有待改進 • 廠辦合一、代理日系NISSAN、品牌重定位；進軍大陸、技術移轉

7. Strategic Planning Strategic Planningis the Process of Developing and Maintaining a Strategic Fit Between the Organization’s Goals and Capabilities and Its Changing Marketing Opportunities.

8. Strategic Planning A fit between marketing opportunities and organizational goals and capabilities

9. Companywide Strategic Planning

10. Companywide Strategic Planning 公司層級的策略規劃 部門層級的策略規劃

11. 公司及部門層級的策略規劃 • 公司層級的策略規劃corporate level • 界定公司使命 • 設定目標 • 設計事業組合 • 部門層級的策略規劃business level • 功能性規劃：產、銷、人、發、財、資訊

12. The Mission Statement • Questions the mission statement should answer include: • What is our business? • Who is our customer? • What do consumers value? • What should our business be? • Mission statements should be market oriented, not product oriented.

13. Defining a Market-Oriented Mission

14. 公司使命(an invisible hand) • Ritz-Carlton:We create the memorable experiences. • Wal-Mart : We deliver low prices every day and give ordinary folks the chance to buy the same things as rich people. “Save Money. Live Better.” • Amazon.com: We make the Internet buying experience fast, easy, and enjoyable—we’re the place where you can find and discover anything you want to buy online. • Nike: We bring inspiration and innovation to every athlete* in the world. (If you have a body, you are an athlet.) • 華碩電腦的使命：藉由提供不斷創新的IT解決方案，激勵華碩的使用者發揮最大潛能。

15. Marketing in Action eBay’s Mission Statement “To provide a global trading platform where practically anyone can trade practically anything —you can get it at eBay”. eBay’s mission statement guides the firm in its strategic planning, and is reflected in eBay’s ads.

16. Setting Company Objectives and GoalsWhat Marketing Objectives?

17. Setting Firm Objectives and Goals • The mission should be translated into supporting objectives for each level of management. • Creates a hierarchy of objectives that are consistent with one another. • Business objective: build profitable customer relationship • Marketing objective: Increase customer retention rate, improving customer satisfaction level...

18. Setting Company Objectives and Goals –guided by mission statement 目標應: 階層化、可逹成、數量化

19. Designing the Business Portfolio • The business portfolio is the collection of businesses and products that make up the company.(大企業由事業組成/小企業由產品組成) • The businesses chosen for the portfolio should be those that fit the firm’s strengths and weaknesses.(選擇事業應考慮利基與弱點) • Resources are directed to more profitable businesses and weaker ones are phased down or dropped.(資源應投入有利的事業)

20. Strategic Business Unit (SBU) • A unit of the company that has a separate mission and objectives and that can be planned independently from other company businesses.(構成事業之單位為SBU) • Can be a company division, a product line within a division, or sometimes a single product or brand.(可以是部門、產品線、產品或品牌—看你站在那裡)

21. Designing the Business Portfolio • The company must: • Analyze its current business portfolio or strategic business units (SBUs) • Attractiveness • Strength • Decide which SBUs should receive more, less, or no investment; • Build • Hold • Harvest • Divest • Develop strategies for growth and downsizing. • The product/market expansion grid

22. 20%- 18%- 16%- 14%- 12%- 10%- 8%- 6%- 4%- 2%- 0 Stars Question marks 4 ? 1 ? 3 ? 5 2 Market Growth Rate Dogs Cash cows 8 7 6 10x 4x 2x 1.5x 1x .5x .4x .3x .2x .1x Relative Market Share Boston Consulting Group’s Growth-Share Matrix

23. Analyzing Current SBU’s:BCG Growth-Share Matrix Relative Market Share High Low ? • Question Marks • Low share SBUs in high growth • markets • May need heavy • investment to grow • Build into Stars or phase out • Stars • High growth & share • Require cash to hold • market share • Eventually, growth will slow Market Growth Rate Low High • Cash Cows • Low growth, high share • Established, successful • SBU’s • Produce cash • Dogs • Low growth & share • Generate cash to sustain self • Do not promise to be cash • sources

24. Problems with Matrix Approaches • Several problems exist: • Can be difficult, time consuming, and costly to implement. • Can be difficult to define SBUs and measure market share and growth rate. • Focus is on current businesses; gives little help with future planning.

25. Developing Strategies for Growth and Downsizing • Growth is pure oxygen. • Growth creates a vital, enthusiastic corporation. • Innovation or die! • The company’s objective must be “profitable growth.” • Marketing must identify, evaluate, and select market opportunities and lay down strategies for capturing them.

26. Product/Market Expansion Grid P R O D U C T Existing New Market Penetration ProductDevelopment Existing M A R K E T Market Development New Diversification

27. Four Basic Types of Opportunities產品市場擴張矩陣 Market Penetration 市場滲透策略 Present Products New Products Product Development 產品開發策略 Present Markets Market Development 市場開發策略 Diversification 多角化策略 New Markets

28. Product/Market Expansion Grid Based on Starbucks • Market Penetration: make more sales to current customers without changing products. • How? Add new stores in current market areas(增加通路密度); improve advertising, promotion, prices, menu, service. • 價格與廣告的強化策略會引發那些後果？ • 另類思考: 媽媽速體健 牛奶SPA、阿斯匹靈預防心臟病 『把餅作大』才是最好的策略

29. Product/Market Expansion Grid Based on Starbucks • Market Development: identify and develop new markets for current products. • How? Review new demographic(seniors/ethnic consumers) or geographic(Asian, European, Australian, & South American) markets. • 台灣有那些地方有Starbucks？大陸有嗎？ • iphone & hiphone 的主要消費者是誰？有無新目標？

30. Product/Market Expansion GridBased on Starbucks • Product Development: offering modified or new products to current markets. • How? Add food offerings, sell coffee in supermarkets, co-brand products. • 嬏婷與飛柔的最新廣告有何訴求？ • Diversification: start up or buy businesses outside current products and markets. • How? Making and selling CDs, testing restaurant concepts, or branding casual clothing.

31. Planning Marketing: partnering to Build Customer Relationships • The company’s strategic plan establishes what kinds of businesses the company will operate in and its objectives for each. • Then, within each business unit, the major functional departments in each unit—marketing, finance, accounting, purchasing, operations, information systems, human resources, and others—must work together to accomplish strategic objectives.

32. The Value Chain Wal-Mart’s ability to offer the right products at low prices depends on the contributions from people in all of the company’s departments—marketing, purchasing, information systems, and operations.

33. Provide a Guiding Philosophy Provide Inputs to Strategic Planners Design Strategies to Reach Objectives Marketing’s Role in Strategic Planning Building profitable relationships with important consumer groups. Helping to identify attractive market opportunities and by assessing the firm’s potential to take advantage of them. STP Marketing Mix

34. Creating Customer Value • Marketers must practice partner relationship management. • Working with internalpartners within the company can create an effective value chain. • Working with external partners in the marketing system helps to form a superior value delivery network.

35. Value Delivery Network Marketing Goal: Delivering superior value to customers and building profitable relationship with them. Competition no longer takes place between individual competitors. Rather, it takes place between the entire value-delivery networks. (eg) the QSCV of McDonald’s， satisfying supplier in Toyota Company’s Value Chain Distributors Suppliers Customers

36. Marketing Strategy and the Marketing Mix

37. Market Segmentation • The process of dividing a market into distinct groups of buyers with different needs, characteristics, or behavior who might require separate products of marketing programs. • A market segment consists of consumers who respond in a similar way to a given set of marketing efforts.

38. Positioning • Positioning: • Arranging for a product to occupy a clear, distinctive, and desirable place relative to competing products in the minds of target consumers. • Wireless provider Helio proclaims, “Don’t call us a phone company. Don’t call it a phone.”

39. Differentiation and Positioning • Positioning (ref to pp.80-81): • Identify possible competitive advantages • Competitive advantages come from charging lower prices than competitors do or offering more benefits to justify higher prices. • If the company promises greater value, it must then deliver that greater value. • Effective positioning begins with differentiation. • Differentiation: Actually differentiating the market offering to create superior customer value. • 桂格雞精的定位是什麼？ • 雙效雞精--桂格養氣人參雞精 • 雞精補體力；養氣人參補精力

40. Marketing in Action Pursuing the Niche Market • VPI—Veterinary Pet Insurance is a very successful niche marketer. Although pet insurance is currently a small portion of the insurance market, it is the fastest growing segment.

41. The Marketing Mix • The set of controllable, tactical marketing tools that the firm blends to produce the response it wants in the target market. • Consists of the 4 P’s • Product • Price • Place • Promotion

42. Developing an Integrated Marketing Mix

43. 4 P’s - Seller’s View Product Price Place Promotion 4 C’s - Buyer’s View Customer Solution Customer Cost Convenience Communication The 4 P’s & 4 C’s of theMarketing Mix

44. Managing the Marketing EffortMarketing Analysis

45. Marketing Analysis

46. 早餐店SWOT分析

47. 計程車SWOT分析

48. Marketing PlanningElements of a Marketing Plan

49. Marketing Control

50. Measuring and Managing Return on Marketing Investment Return on marketing investment (marketing ROI) is the net return from a marketing investment divided by the costs of the marketing investment.