The structure of strategic planning in marketing. Strategic Marketing Planning

20.09.2019

Each company must find its own style of work, the best way taking into account the specifics of conditions, opportunities, goals and resources. All companies need to think ahead and develop long-term strategies that would allow them to quickly respond to changing market conditions. Marketing plays an important role in strategic planning. It provides necessary information to develop a strategic plan. Strategic planning, in turn, determines the role of marketing in the organization. Strategic marketing planning consists of three stages: strategic plan; marketing management; implementation of the plan.

Many companies operate without any plans. There are the following explanations for this: managers resist writing a plan because it takes a lot of time; the argument is made that the market is changing too fast, so plans are of no use.

Still, formal planning has a number of advantages. It encourages management to constantly think about the future. It forces the company to define its goals and policies more clearly, leads to better work alignment, and provides objective measures of performance. Careful planning helps a company to anticipate and respond quickly to changes in the environment, and to always be prepared for unforeseen circumstances.

Successful companies usually make annual, long-term and strategic plans.

The annual plan is a short-term plan that describes the current situation, company goals, strategy for the coming year, action program, budget, and forms of control.

The long term plan describes the main factors and forces that will influence the organization over the next few years. It contains long-term goals, the main marketing strategies that will be used to achieve them, and determines the required resources. Such a long-term plan should be updated annually in order to make adjustments in accordance with the changes that have occurred.

A strategic plan is created to help a company take advantage of opportunities in an ever-changing environment. It is the process of establishing and maintaining a strategic alignment between the goals and capabilities of the company, on the one hand, and changing market opportunities, on the other.

Strategic planning is the foundation for other types of planning in the company. It begins with the definition of global goals and mission of the company. Then more specific goals are set. For this, going full information about the internal environment of the organization, its competitors, the situation on the market and about everything else that can affect the work of the company. This process is called SWOT analysis. After conducting a SWOT analysis, a detailed report is prepared on the strengths and weaknesses of the company, the opportunities and threats that it will have to face. Top management then decides which specific activities to engage in, what support to provide to each of them. In turn, each department responsible for separate item or type of activity, should develop its detailed marketing plans. Thus, marketing planning carried out at the departmental level facilitates strategic planning.

During the strategic planning stage, the company decides what actions to take in relation to each business unit. Marketing planning involves defining marketing strategies that will help the company achieve its overall strategic goals.

At the implementation stage, strategic plans are put into practice, as a result of which the company's goals are achieved. Marketing plans are implemented by employees of the organization working with other people both inside and outside the company.

Control includes the analysis and evaluation of the results of the implementation of plans and related activities, as well as the adoption of corrective measures, if necessary, to achieve the set goals.

The strategic plan includes several components: mission, strategic imperatives, strategic audit, SWOT analysis, analysis of the business portfolio, goals and strategies.

The mission defines the main purpose of the company. Many companies develop formal company mission statements that offer ready-made answers to the questions: what does it want to achieve in the very broad sense. A clear mission statement acts as an “invisible hand” that guides the actions of employees and gives a clear answer to the following questions: what kind of business are we in? who are our consumers? what is the purpose of our work? what will our business be like?

At each level of management, the mission of the company needs to be translated into specific strategic goals. Each manager must know his tasks and be responsible for their implementation.

Literature: Marketing: textbook / A.N. Romanov, Yu.Yu. Korlyugov, S.A. Krasilnikov and others; Ed. A.M. Romanova.-M.: Banks and stock exchanges, UNITI, 1996-560s.: ill. Ansoff I. New corporate strategy. - St. Petersburg: Peter, 1999.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Strategic Marketing Plan

Definition 3

Strategic marketing planning should be understood as the process of developing and forming specific marketing strategies aimed at achieving the company's general development goals by maintaining a strategic correspondence between them, the potential chances and opportunities of the company in the field of marketing.

A strategic marketing plan is a system of marketing activities interconnected in terms of resources, deadlines and responsible executors, related to the achievement of goals and the solution of problems that arise before the company in the field of increasing its competitiveness in the coming period.

In fact, the strategic marketing plan is his strategy. A marketing strategy (or marketing strategy) is a long-term system of measures that ensures the achievement of specific goals outlined by the company in the field of marketing. In other words, it can be defined as a master plan for marketing activities in target markets, determining how to participate in competition.

Remark 1

The fundamental function of a marketing strategy is to identify market needs, both existing and still hidden.

It is believed that when developing strategic marketing plans, certain principles should be followed. In particular, we are talking about the fact that the marketing strategy should be as clear and precise as possible, as well as operate with specific numbers and indicators.

At the heart of the marketing planning strategy is the observance of a certain order (algorithm) for the selection and formation of a marketing strategy. Consider the main stages of strategic marketing planning in more detail.

Stages of strategic marketing planning

The formation of marketing strategies is one of the essential functions business management. In essence, the process of their development is the basis of strategic marketing planning. The main stages of its implementation are shown in Figure 2. Let's consider them in more detail.

Figure 2. Stages of strategic marketing planning. Author24 - online exchange of student papers

The starting point for the formation of strategic marketing plans is a business analysis, which implies the need for a comprehensive analysis of the company, its products, the competitive situation and the market environment that is directly related to the target markets.

The second stage involves identifying opportunities and threats based on the earlier analysis of the external and internal environment, that is, the prospects and problems that the company may face.

At the fourth stage, the choice of target sales markets, as well as the formulation of marketing goals, takes place. It is believed that the marketing goals underlying the strategic marketing plan must meet a number of S.M.A.R.T criteria, namely, be specific, realistic, achievable, measurable and time-bound.

The fifth stage is connected directly with the definition of the type of strategy and its content. In particular, we are talking about the need to choose a positioning strategy focused on creating a certain image of the company, as well as identifying other marketing strategies necessary to achieve marketing goals.

At the sixth stage, the goals in the field of communications are determined. In particular, the target level of awareness of the target market is determined, which is necessary to ensure the fulfillment of the tasks set in the field of marketing.

The seventh stage is directly related to the development of tactical marketing tools. All elements of the marketing mix are involved in the tactical planning process, namely:

goods (product);
pricing;
distribution;
promotion, etc.

The final stage of strategic marketing planning is the formation of a cost budget, an analysis of the payback of the activities proposed as part of the implementation of the marketing strategy, as well as the formation of a calendar work plan.

The process of strategic marketing planning also complements the implementation of the marketing strategy, monitoring the progress of its implementation and evaluating the results achieved. Together they form a system of strategic marketing management.

TOPIC 10. STRATEGIC PLANNING

AND CONTROL OF MARKETING

2. Strategic planning approaches: product-market matrix, BCG matrix, " Pims ", Porter's strategic model

3. Marketing control

1. Strategic marketing planning and its stages

Planning is the process of setting goals, strategies and specific ways to implement them. Marketing planning is usually divided into strategic (usually long-term) and tactical (current). The strategic marketing plan aims to implement strategic objectives marketing activities, and current plan(most often annual) characterizes the marketing situation of the enterprise in the current year.

Strategic planning- this management process creating and maintaining a strategic fit between the firm's goals and its marketing potential.

A strategic marketing plan, as a rule, is long-term and is developed over several years. It includes the following related sections:

marketing long-term goals of the enterprise;

marketing strategies;

· development of an economic portfolio of the enterprise.

Marketing purposes there can be any goals aimed at turning the needs of customers into enterprise income, at achieving the desired results in specific markets, as well as goals - missions that embody the social significance of the enterprise.

Marketing goals are only achievable if:

the company has available resources;

Do not contradict the terms external environment;

Corresponding to the internal capabilities of the enterprise.

The basis for the formation of the marketing goals of the enterprise should be "SWOT" (SWOT) - analysis (first letters English words:strengths- strengths, weaknesses- weak sides, opportunities - opportunities, threats - dangers). As a result of this analysis, the position of the enterprise in the competition for product sales markets is revealed and marketing goals are set.

The marketing goals of an enterprise are achieved through a marketing strategy. Marketing strategy- whole set fundamental principles, methods for solving key tasks to achieve general purpose firms. General marketing strategies specify the development strategy of the enterprise as a whole and include specific strategies for marketing activities in target markets. Marketing strategies can be very diverse, for example:

· an increase in the volume of production of goods of the old nomenclature for the developed markets;

penetration into new markets;

development of new products;

formation of the market;

diversification.

Household portfolio - a list of products manufactured by the enterprise. The development of the economic portfolio is a set of strategic directions for the development of production and the product range.

The strategic planning process includes:

1) definition of corporate missions . The mission (program) of the company is its long-term orientation to any type of activity and a corresponding place in the market. Which consumer groups are served, what functions are performed.

2) goal setting. There are the following categories of goals: higher goals, subordinate to the goal (higher goals are specified in terms of specific functions). According to the content, the goals are classified into:

Market goals: sales, market share;

financial (profit, profitability);

· the purposes connected with a product and a society - quality, maintenance of a guarantee of activity of the enterprise.

3) SHP development plan (business portfolio). SHP - strategic business units, i.e. independent divisions responsible for the assortment group of goods, with a concentration on a specific market and a manager with full responsibility for combining all functions into a strategy.

SHP are the main elements of building a strategic marketing plan. Characteristics: specific orientations, precise target market, control over resources, own strategy, well-defined competitors, clear distinctive advantage. The SHP concept was developed by McKinsey for General Electric in 1971, which has 30 SHPs ( Appliances, lighting equipment, electric motors, engines, etc.).

4) situational analysis . The capabilities of the firm and the problems that it may face are determined. Situational analysis seeks answers to 2 questions: what is the current position of the firm and where is it heading in the future. study environment, opportunities, determine the strengths and weaknesses in comparison with competitors.

5) with marketing strategy . How to apply the marketing structure to satisfy the target markets and achieve the goals of the organization. Each SHP needs a separate strategy, these strategies should be coordinated.

Company growth strategy can be developed based on the analysis carried out at three levels. At the first level, opportunities are identified that the firm can take advantage of at the current scale of activity (opportunities intensive growth ). At the second level, the possibilities of integration with other elements of the marketing system of the industry are revealed (opportunities integration growth ). At the third stage, opportunities are identified that open up outside the industry (opportunities diversified growth ).

INTENSIVE GROWTH. Intensive growth is justified in cases where the company has not fully exploited the opportunities inherent in its current products and markets. There are three types of intensive growth opportunities.

1. Deep market penetration is to find ways for the firm to increase sales of its existing products in existing markets through more aggressive marketing.

2. Market expansion is the firm's attempt to increase sales by introducing existing products into new markets.

3. Product improvement is the firm's attempt to increase sales by creating new or improved products for existing markets.

INTEGRATION GROWTH. Integration growth is justified in cases where the industry has a strong position and / or when the company can receive additional benefits by moving back, forward or horizontally within the industry. Regressive integration consists in the firm's attempts to acquire ownership or put under tighter control of its suppliers. To increase control over the supply chain, the Modern Publishing Company may buy a paper supplier or printer. Progressive Integration is the firm's attempt to acquire ownership or tighter control of the distribution system. The Modern Publishing Company may see value in acquiring magazine wholesalers or subscription bureaus. Horizontal Integration It consists in the firm's attempts to acquire ownership or put under tighter control a number of competing enterprises. The Modern Publishing Company can simply buy other health magazines in the bud.

DIVERSIFIED GROWTH. Diversified growth is justified when the industry does not provide the firm with opportunities for further growth, or when growth opportunities outside the industry are much more attractive. Diversification does not mean that the firm should jump at every opportunity that presents itself. The company must identify for itself the directions where it will find the application of the experience it has accumulated, or directions that will help eliminate the shortcomings it currently has. There are three types of diversification.

1. concentric diversification, those. replenishment of its nomenclature with products that, from a technical and / or marketing point of view, are similar to the existing products of the company. As a rule, these goods will attract the attention of new classes of customers. For example, the publishing house "Modern Publishing Company" may acquire own production paperback books and take advantage of the already established network of distributors of their magazines to sell them.

2. horizontal diversification, i.e., replenishment of its assortment with products that are in no way related to those currently produced, but may arouse the interest of an existing clientele. For example, the Modern Publishing Company may open its own health clubs with the expectation that subscribers to its health magazine will become members.

3. conglomerate diversification, those. adding products that have nothing to do with the firm's technology or its current products and markets The Modern Publishing Company may want to expand into new areas of activity, such as making personal computers, selling real estate franchises, or starting businesses fast food restaurant.

6) tactics represents specific actions performed in order to implement this marketing strategy. Should be accepted 2 important decisions- determine: 1) investment in marketing; 2) the sequence of marketing operations in time.

7) the control for the results. When implementing marketing plans, various deviations may occur, so monitoring of their implementation is necessary. Marketing control is aimed at establishing the effectiveness of the enterprise. Monitoring the implementation of the strategic marketing plan is to regularly check the compliance of the initial strategic goals of the enterprise with the existing market opportunities. Control over the implementation of the tactical plan consists in identifying deviations of the results from the planned level. For this, budgets, sales schedules, and costs are used. In some cases, plans are revised.

TOPIC 10. STRATEGIC PLANNING AND MARKETING CONTROL

Target: formation of an idea of strategic planning and marketing control

Questions:

1. Strategic marketing planning and its stages

2. Strategic planning approaches: product-market matrix, BCG matrix, Porter's strategic model

3. Marketing control

Planning is the process of setting goals, strategies and specific ways to implement them. Marketing planning is usually divided into strategic (usually long-term) and tactical (current).

Strategic planning- this managerial process of creating and maintaining a strategic alignment between the goals of the company, its potential chances in the field of marketing.

A strategic marketing plan, as a rule, is long-term and is developed over several years. It includes the following related sections:

marketing long-term goals of the enterprise;

marketing strategies;

· development of an economic portfolio of the enterprise.

Marketing purposes there are any goals aimed at turning the needs of customers into enterprise income, at achieving the desired results in specific markets, as well as goals - missions that embody the social significance of the enterprise.

Marketing goals are only achievable if:

the company has available resources;

Do not contradict the conditions of the external environment;

Corresponding to the internal capabilities of the enterprise.

The formation of the marketing goals of the enterprise should be based on "SWOT" (SWOT) - analysis (the first letters of English words: strengths - strengths, weaknesses - weaknesses, opportunities - opportunities, threats - dangers). As a result of this analysis, the position of the enterprise in the competition for product sales markets is revealed and marketing goals are set.

The marketing goals of an enterprise are achieved through a marketing strategy. Marketing strategy- an integral set of fundamental principles, methods for solving key problems to achieve the general goal of the company. General marketing strategies specify the development strategy of the enterprise as a whole and include specific strategies for marketing activities in target markets.

Household portfolio- a list of products manufactured by the enterprise. The development of the economic portfolio is a set of strategic directions for the development of production and the product range.

The strategic planning process includes:

1) defining the corporate mission. goal setting. There are the following categories of goals: higher goals, subordinate goals (higher goals are specified in terms of specific functions). According to the content, the goals are classified into:

Market goals: sales, market share;

financial (profit, profitability);

· the purposes connected with a product and a society - quality, maintenance of a guarantee of activity of the enterprise.

2) SHP development plan (business portfolio). SHP - strategic business units, ᴛ.ᴇ. independent divisions responsible for the assortment group of goods, with a concentration on a specific market and a manager with full responsibility for combining all functions into a strategy.

situational analysis. The capabilities of the firm and the problems that it may face are determined. Situational analysis seeks answers to 2 questions: what is the current position of the firm and where is it heading in the future. They study the environment, opportunities, identify strengths and weaknesses in comparison with competitors.

5) with marketing strategy. How to apply the marketing structure to satisfy target markets and achieve the goal of the organization. Each SHP needs a separate strategy, these strategies should be coordinated.

1. Deep market penetration is to find ways for the firm to increase sales of its existing products in existing markets through more aggressive marketing.

2. Market expansion is the firm's attempt to increase sales by introducing existing products into new markets.

3. Product improvement is the firm's attempt to increase sales by creating new or improved products for existing markets.

INTEGRATION GROWTH. Integration growth is justified in cases where the industry has a strong position and / or when the company can receive additional benefits by moving back, forward or horizontally within the industry. Regressive integration consists in the firm's attempts to acquire ownership or put under tighter control of its suppliers. To increase control over the supply chain, the Modern Publishing Company may buy a paper supplier or printer. Progressive Integration consists in the firm's attempts to acquire ownership or put under tighter control of the distribution system. The Modern Publishing Company may see value in acquiring magazine wholesalers or subscription bureaus. Horizontal Integration It consists in the firm's attempts to acquire ownership or put under tighter control a number of competing enterprises. The Modern Publishing Company can simply buy other health magazines in the bud.

Approaches to strategic planning: "product-market" matrix, BCG matrix, "Pims", Porter's strategic model.

Igor Ansoff's "product-market" matrix

The matrix provides for the use of 4 alternative marketing strategies to maintain or increase sales. The choice of strategy depends on the degree of market saturation and the company's ability to constantly update production.

Markets Goods	Old	New
Old	Market penetration	Market Development
New	Product Development	Diversification

Fig.1. Matrix of I. Ansoff, taking into account the opportunities for goods-markets

1. Market penetration strategy effective when the market is growing or not yet saturated. The company is trying to expand the sale of existing products in existing markets through the intensification of product distribution and offensive promotion (price reduction, advertising, packaging, etc.).

2. Market development strategy effective when a local firm seeks to expand its market. The goal is to expand the market:

a) as a result of changing lifestyles and demographic factors, new segments arise;

b) new applications are identified for well-known products;

c) the firm can penetrate new geographic markets;

d) the company enters new market segments, the demand for which is not yet satisfied;

e) it is essential to use new marketing methods;

g) product variations - offer existing products in a new way;

f) internationalization and globalization of markets.

3. Product development (innovation). This strategy is effective when the SHP has a number of successful brands and is trusted by consumers.

a) selling new products in old markets - genuine innovations (new in the market);

b) quasi-new products (or modifications);

c) Me-too products (new products for the firm).

The structure of strategic planning in marketing. Strategic Marketing Planning

Send your good work in the knowledge base is simple. Use the form below

Similar Documents

Strategic Marketing Plan

Stages of strategic marketing planning

Report a typo

Text to be sent to our editors:

Your comment (optional):