Stephen Cashman Consultancy & Training -...
Transcript of Stephen Cashman Consultancy & Training -...
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SCCaTStephen Cashman Consultancy & Training
The essentials of strategic marketing planning
AMA Speaker’s Tour - Autumn 2003
Birmingham - Bristol - Glasgow - London
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Overview of session
The ‘Thinking BIG!’ SMP framework
Marketing, strategy & strategic marketing -working definitions
Mission as the starting point
Using the two pivotal tools: SWOT & TOWS
Identifying strategy sets using TOWS
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The underlying stages of marketing planning
1. Goal setting - Why are we here & where shall we go?
2. Situational analysis - Where are we now, what’s out there, and what are we dealing with?
3. Action planning & targeting - What shall we do & who should we do it with?
4. Implementation - How do we best put our plans into action?
5. Evaluation - How will we know when we’ve got to our goal and if it all worked?
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The ‘Thinking BIG!’ strategic marketing planning [SMP] framework
SMP phase 1
STRATEGIC GOAL SETTING
SMP phase 2
STRATEGIC ANALYSIS
SMP phase 3
MAKING & SELECTING STRATEGIES
SMP phase 4
STRATEGIC ACTION
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The marketing concept
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Thoughts on strategy - 1
It’s important:
‘Every company needs a strategy - either explicit or implicit’
Costas Marikides [1995]
‘The survival, growth and prosperity of any organisation depends on the quality and viability of the strategy the organisation is pursuing’
Andrew Kakabadse, Ron Ludlow & Susan Vinicombe [1988]
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Thoughts on strategy - 2
But beware! :
‘The word “strategy” has become one of the most common and badly used words in business writing.’ Paul Fifield [1992]
‘There is no single, universal accepted definition [of strategy]. Different authors and managers use the term differently.’ Mintzberg & Quinn [1998]
‘Strategy is very important. But no one knows what it means. Every professor in the world has a different version of what strategy means.’Jo Owen [2002]
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Thoughts on strategy - 3
Helpful thoughts:‘Strategy is concerned with making major decisions affecting the long-term direction of the business’
Drummond & Ensor [1999]
‘[Strategic management] is a systematic approach to a major responsibility of management - to position and relate the firm to its environment in a way that assures its success and makes it secure from surprises’
Ansoff & McDonnell [1990]
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Key characteristics of strategy
It’s something that’s very important
No hard & fast definitions - can depend upon perspective
Concerned with addressing big organisationalissues
About aligning the organisation with its environment in order to maintain ‘fit’
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So Strategic Marketing …
is the application of a strategic approach
to an organisation’s marketing activities
which thus contributes to the achievement
of the organisation’s overall goals
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Tactics vs Strategy
Aspect TACTICS STRATEGYEmphasis
Purpose
Time-frameExtent
Focus
Navigation
The quick fix
Achieving operational goals
The wider game
Reaching underlying ends
Short-term Long-term
Local GlobalImmediate needs& issues
Adapts to create long-term change
Take the 2nd left Get to London
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Practical activity 1 So how strategic is your marketing activity?
Is it more tactical or more strategic and why?
Aspect of marketing activity
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The ‘Thinking BIG!’ strategic marketing planning [SMP] framework
SMP phase 1
STRATEGIC GOAL SETTING
SMP phase 2
STRATEGIC ANALYSIS
SMP phase 3
MAKING & SELECTING STRATEGIES
SMP phase 4
STRATEGIC ACTION
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The importance of mission
Missions tend to combine:
The aspirations that management & stakeholders hold for the organisation
Its overall purpose or reason for being
The things that it considers important - its values
And its overall, very long term goals.
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The mission should inform & shape all other activity
The ‘MOST’ hierarchy:
Mission
Objectives
Strategies
So initialmarketing objectivesdetail how marketing willcontribute tothe achievement of the mission
Tactics
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HELP!!!
‘We don’t seem to have a mission, or I don’t know what it is’
So:Ask yourself ‘why not?’
Take action of some sort
If needs, be devise a ‘marketing mission’ and set of ‘marketing objectives’ to be agreed with colleagues
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Practical activity 2 Developing marketing objectives from the mission
Implied marketing objectivesMission aspect
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The ‘Thinking BIG!’ strategic marketing planning [SMP] framework
SMP phase 1
STRATEGIC GOAL SETTING
SMP phase 2
STRATEGIC ANALYSIS
SMP phase 3
MAKING & SELECTING STRATEGIES
SMP phase 4
STRATEGIC ACTION
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SMP Phase 2: Strategic Analysis
aka - ‘situational analysis’
“Where are we now, how did we get here & what are we dealing with?”
Internal - Marketing audit & review
External - PEST, competitor & trend analysis
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The ‘pivotal’ tools
Used to transform analysis into planned actions
SWOT summarises the analysis
Then TOWS distills proposed strategic actions from the SWOT summary
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The ‘Thinking BIG!’ strategic marketing planning [SMP] framework
SMP phase 1
STRATEGIC GOAL SETTING
SMP phase 2
STRATEGIC ANALYSIS
SMP phase 3
MAKING & SELECTING STRATEGIES
SMP phase 4
STRATEGIC ACTION
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Making SWOT work
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Practical activity - 3
+ve factors -ve factors
WEAKNESSESSTRENGTHSInternal to current reality
OPPORTUNITIES THREATSExternalto current reality
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TOWS
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Examples of TOWS strategies
1.Strength: Organisation is perceived as being approachable by community
Opportunity: Local Authority is seeking an organisation to run family-friendly events
Resulting strategy: The creation and running of a programme of events customised to be family friendly, to be funded by LA.
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Examples of TOWS strategies
2.Weakness: Main programming strand is perceived as being expensive
Threat: Decreasing number of users being drawn from socially excluded areas
Resulting strategy: Introducing a new pricing policy for socially excluded families including a discounted family ticket
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‘Strategy set’ spotting
A strategy set:
is an overall group of strategies that have common aspects or are intended to address a similar set of issues.
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How to build strategy sets
1. Use the TOWS grid to stimulate & generate ideas
2. When all your initial thinking is done, sort & group the strategies into sets.
3. Now give the resulting sets a pithy ‘headline’ name.
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First generate the ideas
Threats
Opportunities
WeaknessesStrengths
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Then sort into sets
Threats
Opportunities
WeaknessesStrengths
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Then sort into sets
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Then sort into sets
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Identifying strategy sets entails a mental ‘gear shift’ on the SMP ‘rollercoaster’
General
Specific
Mission
Objectives
Analysis
Detailed strategies
Strategysets
Action plans
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Practical Activity 4
Working with a partner, and using the short SWOT analysis developed earlier:
Complete the TOWS grid on the next slide
And identify the implied strategy sets
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Practical Activity 4 - worksheet
STRENGTHS WEAKNESSES
OPPORTUNITIES SO strategies WO strategies
ST strategiesTHREATS WT strategies
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Pulling it altogether
With the strategy sets identified, now all you need do to complete the SMP is to develop:
A branding & positioning plan
A marketing mix plan
An implementation plan (including budgets and timetables)
And an evaluation plan.
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The ultimate strategic consideration
Relates to approaches based on EFFECTIVENESS rather than efficiency
“Efficiency is about doing things right.
Effectiveness is doing the right thing”Peter Drucker [1947] The Effective Executive
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References & resources
Ansoff, I. & McDonnel, E. [1990] Implanting Strategic Management, Prentice Hall.
Drucker, P. [1947] The Effective Executive, Butterworth-Heinemann.
Drummond, G. & Ensor, J. [1999] Strategic Marketing: planning & control, Butterworth-Heinemann.
Fifield, P. [1992] Marketing Strategy, Butterworth-Heinemann / CIM.
Kakabadse, A., Ludlow, R. & Vinicombe [1988] Working in Organisations, Penguin Books.
Marikides, C [1995] ‘Strategic management - an overview’ in Crainer, S. The Financial Times Handbook of Management, Financial Times / Pitman Publishing.
Mintzberg, H. & Quinn, J B [1998] Readings in the Strategy Process (3rd edition), McGraw-Hill.
Owen, J. [2002] Management Stripped Bare: what they don’t teach you at business school, Kogan Page.
The ‘Thinking BIG!’ hand-drawn diagrams were produced by Sugar Free Design 020 7243 2100