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CIM Post Graduate Diploma

CIM Post Graduate Diploma. Marketing Leadership & Planning. Course Objectives. To deliver a coherent and deliverable market oriented internal culture to encourage flexibility which is SMART enough for your employer to understand and give you the go ahead.

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CIM Post Graduate Diploma

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  1. CIM Post Graduate Diploma Marketing Leadership & Planning Michael G. Warner Chartered Marketer MBA DipM FCIMFIDM

  2. Course Objectives To deliver a coherent and deliverable market oriented internal culture to encourage flexibility which is SMART enough for your employer to understand and give you the go ahead. To follow the CIM guidelines so as not to throw away marks To maximise the LSM on-line resources = SUCCESS Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  3. Session 3 Strategic Marketing Plans Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  4. Corporate Strategic Planning Process Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  5. What is strategy? • The direction and scope of an organisation over the long term, which achieves advantage in a changing environment through its configuration of resources and competencies with the aim of fulfilling stakeholder expectations. Johnson, Scholes and Whittington In simple terms, it is the means by which an organisation implements its vision and mission whilst achieving a competitive advantage. Strategy depicts: • The direction of the organisation • Markets to be served and the scope • Method of achieving competitive advantage • Resource requirement and allocation • Influence and implications of the external environment • The expectations and the values of the stakeholders Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  6. Levels of Strategy market oriented internal culture to encourage flexibility Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  7. Corporate Strategy – Purpose and scope • When developing the corporate strategy, the following factor should be taken into account: • Opportunities and threats derived through the environment • Availability and requirement of resources • Stakeholder, shareholder and organisational value • Timescale – (corporate strategies are developed on a long term basis) • Complexity – uncertainty of the future, dynamism of the environment Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  8. Business Strategy – How do we compete? • Once the corporate Strategy derives what products to offer in which markets, the next question of the business process would be to determine the way in which a competitive advantage would be achieved. Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  9. Operational Strategy • Organisations comprise of different functions. Therefore, once the way of competing is determined, it is important to derive the functional strategies to reflect the scope and focus of each function/ department • Organisations often develop strategies for the following functions: • Production • Marketing • Finance • HRM • Research and development • Information systems Strategic fit Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  10. 5 M’s +E used for a resources audit • Manpower • Money • Materials • Machines • Markets • Enterprise Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  11. Strategic Choice – Product Market strategies Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  12. Hierarchy of Objectives Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  13. B2B Whiteboard v g The McKinsey 7s – key internal http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1326 Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  14. The Importance of Marketing Planning in a Market-Oriented organisation • Delivering strategies & achieving objectives • Implementing a marketing project • Monitoring of progress • Managing implementation • Resource management • Financial management • Measurement of success Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  15. A Road Map to Developing Strategic Plans Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  16. Corporate Objectives • Corporate objectives are statements of intent that provide the basic direction for the activities of an organisation in achieving its mission. • E.g. – Achieve a 20% increase in ROCE every year • Corporate Objectives are translated into functional objectives in order to provide a basis for functional activities. It is important to ensure that each functional objectives are linked to the corporate objectives. Accordingly, the marketing function will develop its own objectives to ensure their contribution to the achievement of corporate objectives. • E.g – Achieve a market share of 30% by the end of 2011 Achieve a customer awareness level of 80% for all brands by the end of 2010 Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  17. Nestlé's Objectives • Nestlé’s corporate objective is to be the world’s largest and best branded food manufacturer, whilst ensuring that the Nestlé name is synonymous with products of the highest quality. • In recent years, the company has pursued a policy of expansion and diversification through acquisition and divestment to achieve a more balancedstructure to the business. • Based on the corporate objectives, Nestlé has set marketing objectives for each of its product lines and profit centres. The primary objective for Kit Kat is to maintain its position as the UK’s number one selling confectionery brand. Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  18. Impact of future corporate and marketing objectives • Objectives that are not achievable are worthless. It is important to note that objectives must lead to organisational capabilities to enable effective implementation. • However, acquiring a capability is not as easy as it sounds. To become good at something involves on-going training and practice. • Then only the organisation can develop successful competitive strategies that outperform others in the marketplace. For example, marketing capabilities are supported by effective communications and time to market is enabled by the logistics behind it. Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  19. Impact of future corporate and marketing objectives The organisation should possess the necessary resources such as finance, human resources, plan and equipment in order to achieve its objectives. • After/before developing the objectives, the organisation can conduct a resource audit to evaluate the resource capacity. The resource audit should include – • Technical resources • Financial standing (credit rating, availability of capital, level of gearing..etc) • Managerial skills • Information systems Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  20. An Example of How Corporate and Marketing Objectives Could be Illustrated Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  21. Outline of a Strategic Marketing Plan • Executive summary • Key Issues • Vision, Mission and Corporate Objectives • Situation Analysis 4.1 Macro economic analysis 4.2 Industry Analysis 4.3 Market Analysis 4.4 Internal Analysis 4.5 Summary of Current Situation • Marketing Objectives • Marketing strategies • Implementation (marketing mix) • Budgetary Requirements • Control, Milestones and Corrective Actions Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  22. Implementing a Strategic Marketing Plan - Developing core competencies • Core competencies are those capabilities that are critical to an organisation in order to achieve a competitive advantage. Core competencies should ideally make a significant contribution to what the customers perceive as a “benefit” . Furthermore, a core competency should be unique and difficult for competitors to imitate. E.g – The core competency that has made “Tesco.com” standout from rest of the online shopping sites are: • The provision of an effective distribution system • Implementation of excellent supply chain management • Provision of an attractive, user friendly customer interface that provides a customised approach to online shopping. Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  23. Implementing a Strategic Marketing Plan - Marketing Audit • A marketing audit involves a comprehensive, systematic, independent and periodic examination of a company’s or business unit’s marketing environment, objectives, strategies and activities with a view to determining problem areas and opportunities and recommending a plan of action to improve the company’s performance” Kotler and Keller (2006) • Marketing audit has two parts • External audit: political, economic, social, technological, environmental, and legal influences • Internal audit: Customers, competitors, suppliers, distributors, dealers and the public Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  24. Implementing a Strategic Marketing Plan Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  25. Why Marketing Plans fail! • Design and implementation issues - Marketing plans are of no use unless they are designed in an achievable manner and implemented to ensure that all required resources are available and proper monitoring mechanisms are put in place. • Lack of management support – In practice, managers guide the actions of employees. If they don’t have a clear focus and change plans frequently, employees would not be motivated to adhere to plans nor achieve their objectives. • Separation of operational planning from strategic planning – If operational plans are not designed in line with the strategic plans, the intended results will not be achieved and instead, teams will operate in isolation to achieve their objectives. • Lack of Integration between marketing planning and corporate planning Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  26. Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  27. Agenda • Management functions • Corporate and marketing objectives • Strategy • Strategic planning process • Implementing a Strategic Marketing Plan • Importance of marketing planning • Why marketing plans fail? Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  28. The Context of the Organisation Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  29. The TELESCOPIC OBSERVATIONS Strategic Matrix Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  30. The TELESCOPIC OBSERVATIONS Strategic Matrix Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  31. The TELESCOPIC OBSERVATIONS Strategic Matrix Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  32. Integrating Marketing Planning Process with organisational Strategy and objectives Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  33. Advantages & Disadvantages of Strategic Planning Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

  34. The Importance of Strategic Marketing Planning • Involves longer-term planning horizons • Involves major commitments of company resources • Determines the nature of what an organisation is & what it is to be • Affects & involves all levels, functions & activities of a business • Reflects both internal (company) & external considerations Michael G. Warner Chartered Marketer MBA DipM FCIM FIDM

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