Chapter 3 - The Role of Marketing in Strategic Planning PDF

Chapter 3 The Role of Marketing in Strategic Planning “Would you tell me, please, which way I ought to go from here?” -Alice (from Lewis Carroll’s Alice in Wonderland)  Chapter Objectives Explain company-wide strategic planning Understand the concepts of stakeholders, processes, resour...

Chapter 3 The Role of Marketing in Strategic Planning “Would you tell me, please, which way I ought to go from here?” -Alice (from Lewis Carroll’s Alice in Wonderland)  Chapter Objectives Explain company-wide strategic planning Understand the concepts of stakeholders, processes, resources, and organization as they relate to a high-performing business Explain the four planning activities of corporate strategic planning  Chapter Objectives Understand the processes involved in defining a company’s mission and setting goals and objectives Discuss how to design business portfolios and growth strategies Explain the steps involved in the business strategy planning process Market-Oriented Strategic Planning Market-oriented strategic planning is the managerial process of developing and maintaining a feasible fit between the organization’s objectives, skills and resources and its changing market opportunities Key Ideas Defining Strategic Planning 1. Manage companies businesses as an investment portfolio 2. Assess future profit potential 3. Develop the strategy itself Nature of High-Performance Business Stakeholders Processes Resources Organization The Relationship Between Analysis, Planning, Implementation, and Control The High Performance Business (Excerpted from the first quarter 1992 issue of Prism, the quarterly journal for senior managers, published by Arthur D. Little, Inc.) Dynamic Relationships Among Stakeholder Groups in High Performance Businesses (Excerpted from the fourth quarter 1992 issue of Prism, the quarterly journal for senior managers, published by Arthur D. Little, Inc.)  Corporate Strategic Planning Corporate headquarters sets planning process into motion Greater need for empowerment of employees Hospitality and tourism industries are international and multicultural Defining the Corporate Mission Mission is shaped by History Resources determine possibilities Mission should be based on distinctive competencies Competitive Scopes Industry scope – range of industries that the company will consider Products and applications scope – range of products and applications in which the company will participate Competencies scope – range of technological and other core competencies the company will master and leverage Competitive Scopes Market-segment scope – the type of market or customers the company will serve Vertical scope – the number of channel levels from raw materials to final product and distribution in which the company will engage Geographic scope – the range of regions, countries or country groups where the corporation will operate Establishing Strategic Business Units A single business or a collection of related businesses that can be planned for separately from the rest of the company It has its own set of competencies It has a manager who is responsible for strategic planning and profit performance Assigning Resources to Each SBU Analytical tools, such as the Boston Consulting Group (BCG) model, are used to classify businesses by profit potential BCG Growth-Share Matrix Star Question mark Market growth rate Hig h Low Cash cow Dog High Low Relative market share Developing Growth Strategies Diversification Growth Concentric diversification strategy Horizontal diversification strategy Conglomerate diversification strategy Integrative Growth Backward integration (acquiring a supplier) Forward integration (acquiring distributor of your product) Horizontal integration (acquiring a competitor) Business Strategy Planning Business Mission SWOT Analysis Strengths, Weaknesses, Opportunities, Threats Business Strategy Planning Internal Environment Analysis (Strengths and Weaknesses Analysis) External Environmental Analysis (Opportunities and Threats Analysis) Business Strategy Planning Goal Formulation Arrange from most to least important State quantitatively Measurable and realistic Consistent Business Strategy Planning Strategy Formulation Strategies are the paths to goals 3 generic types Overall cost leadership Differentiation Focus Business Strategy Planning Strategic Alliances – cooperative agreements between organizations that allow them to benefit from each other’s strengths What are some strategic alliances in the hospitality and tourism industry? Business Strategy Planning Program formulation Formulate programs that support the strategy Implementation To implement strategy, required resources and employee buy-in are necessary Feedback and Control Track results and monitor new developments Business Strategy Planning Unique Challenges of the hotel industry complicate the process of strategic planning Major chains commonly do not own all properties that they manage Owners of hotel-resorts often show little interest or knowledge of their property (ego-capital concept) Professional managers often are not trained in strategic planning Global strategic alliances may further complicate the planning process Best Practices Howard Schultz brings the European coffee experience to America via Starbucks Focus on growth, new products, new retail channels to stave off competition Best Practices in Strategic Planning What did they do? The Inn on Biltmore Estates Tricon Global Restaurants (Yum Brands) Jack in the Box The Las Vegas Hilton Hyatt Hotels Boston Greater Convention and Visitors Bureau