Lectures Marketing management: Chapter 2 - ThS. Nguyễn Tiến Dũng

CHAPTER 2
DEVELOPING MARKETING
STRATEGIES AND PLANS
Nguyen Tien Dung, MBA
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Chapter Questions
● How does marketing affect customer value?
● How is strategic planning carried out at

different levels of the organization?
● What does a marketing plan include?

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Chapter Main Contents
1. Marketing and Customer Value
2. Corporate and Division Strategic Planning
3. Business Unit Strategic Planning
4. A Marketing Plan

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2.1 Marketing and Customer Value
● The Value Delivery Process
● The Value Chain
● Core Competencies
● A Holistic Marketing Orientation and

Customer Value
● The Central Role of Strategic Planning

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Value Delivery Process

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What is the Value Chain?
The value chain is a tool for identifying was
to create more customer value because
every firm is a synthesis of primary and
support activities performed to design,
produce, market, deliver, and support its
product.

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Value Chain

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Value Chain

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Core Business Processes
● The market-sensing process
● gathering and acting upon information about the market
● The new-offering realization process
● researching, developing, and launching new high-quality offerings
quickly and within budget
● The customer acquisition process
● defining target markets and prospecting for new customers
● The customer relationship management process
● building deeper understanding, relationships, and offerings to
individual customers
● The fulfillment management process
● receiving and approving orders, shipping the goods on time, and
collecting payment
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Characteristics of Core Competencies

● A source of competitive advantage
● Applications in a wide variety of markets
● Difficult to imitate

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● Pratt & Whitney

employs
crossfunctional
employee teams
to build its
products, such as
this 4000 series
aircraft engine.

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What is Holistic Marketing?
Holistic marketing sees itself as integrating

the value exploration, value creation, and
value delivery activities with the purpose of
building long-term, mutually satisfying
relationships and co-prosperity among key
stakeholders.

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A holistic marketing orientation and customer value
● Integrating the value exploration, value creation, and value delivery

activities with the purpose of building long-term, mutually satisfying
relationships and co-prosperity among key stakeholders

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Strategic Planning, Implementation and Control
Process

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Marketing Plan
● The marketing plan is the central instrument for

directing and coordinating the marketing effort.
● A strategic marketing plan:
● the target markets
● the value proposition that will be offered, based on an

analysis of the best market opportunities.
● A tactical marketing plan
● the marketing tactics,
● including product features, promotion,

merchandising, pricing, sales channels, and service.
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2. Corporate and Division Strategic Planning
● 2.1. Defining the corporate mission
● 2.2. Establishing strategic business units

(SBUs)
● 2.3. Assigning resources to each SBU
● 2.4. Assessing growth opportunities

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2.1. Defining the Corporate Mission

“We help people trade anything on earth.
We will continue to enhance the online
trading experiences of all—collectors,
dealers, small businesses, unique item
seekers, bargain hunters, opportunity
sellers, and browsers.”
● eBay
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A Good Mission Statement?
1. They focus on a limited number of goals. The statement “We want

2.

3.
4.
5.

to produce the highestqualityproducts, offer the most service, achieve
the widest distribution, and sell at the lowest prices” claims too much.
They stress the company’s major policies and values. They narrow
the range of individual discretion so employees act consistently on
important issues.
They define the major competitive spheres within which the
company will operate.
They take a long-term view. Management should change the mission
only when it ceases to be relevant.

They are as short, memorable, and meaningful as possible.
Marketing consultant Guy Kawasaki advocates developing three- to
four-word corporate mantras rather than mission statements.

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2.2. Establishing Strategic Business Units (SBUs)
● It is a single business or collection of related

businesses that can be planned separately
from the rest of the company.
● It has its own set of competitors.
● It has a manager who is responsible for
strategic planning and profit performance
and who controls most of the factors
affecting profit.

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Made in USA

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2.3. Assigning resources to each SBU
● Portfolio planning models:
● Boston Consulting Group (BCG) Matrix
● GE Matrix

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BCG Matrix

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