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Company and Marketing Strategy - Coggle Diagram
Company and Marketing Strategy
Steps in Strategic Planning
Defining the company mission
Setting company objectives and goals
Designing the business portfolio
Planning marketing and other functional strategies
Setting Company Objectives and Goals
Business objectives
Marketing objectives
Customer Value-Driven Marketing Strategy
Marketing strategy
Market positioning
Market targeting
Market segment
Differentiation
Market segmentation
Positioning
Planning Marketing
Partnering with Other Company Departments
Value chain
Partnering with Others in the Marketing System
Value delivery network
design business portfolios
business portfolio
2 step
First, the company must analyze its current business portfolio and determine which businesses should receive more, less, or no investment.
Second, it must shape the future portfolio by developing strategies for growth and downsizing.
Portfolio analysis
Identify strategic business units (S B U s)
Assess the attractiveness of its various S B U s
Decide how much support each S B U deserves
Boston Consulting Group (BCG) approach.
High-High: Star
High-Low: Question mark
Low-High: Cash cow
Low-Low: Dog
Product/Market Expansion Grid
Market penetration: Existing products and existing markets
Product development: new products and existing markets
Diversification: new products and new markets
Market development: existing products and new markets
Four Ps of the Marketing Mix
Product—Customer solution
Price—Customer cost
Place—Convenience
Promotion—Communication
four marketing management functions
Planning
Implementation
Analysis
Control
S W O T Analysis
Internal - Positive:
Strengths - Internal capabilities that may help a company reach its objectives
Internal - Negative: Weaknesses -Internal limitations that may interfere with a company's ability to achieve its objectives
External - Positive: Opportunities - External factors that the company may be able to exploit to its advantage
External - Negative: Threats - Current and emerging external factors that may challenge the company’s performance