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1、Company and Marketing Strategy: Partnering to Build Customer Relationships 公司和营销 策略： 合作与建立顾客关系 1 Objectives 目标 Understand company- wide strategic planning and its four steps. Learn how to design business portfolios and develop strategies for growth and downsizing. Understand marketings role in strat
2、egic planning and how marketers partner with others. 解释公司范围的 战略计划及其四 个步骤。 讨论 如何规划业 务组 合，如何制 定成长战 略。 解释职 能计划战 略，并评价营销 在战略计划中的 地位、作用。 2 Objectives 目标 Be able to describe the marketing process and the forces that influence it. Learn the marketing management functions, including the elements of the mark
3、eting plan. 描述营销过 程 和影响因素。 列出营销 管理 的职能，包括 营销计 划的要 素。 3 Case Study 案例研究 Known for films, animation, theme parks and customer orientation Parks offer a variety of attractions as well as cleanliness, order, and warmth Satisfying the customer is everyones job Disney has grown via diversification Sales a
4、nd net income have fallen Walt Disney Company Walt Disney Company 迪士尼公司迪士尼公司 Discussion:Discussion: How Can Disney Recover? How Can Disney Recover? 4 Strategic Planning 战略计划 Strategic planning is defined as: “The process of developing and maintaining a strategic fit between the organizations goals a
5、nd capabilities and its changing marketing opportunities.” 战略计划的定 义如下： “创造并且保持 组织 的目标能 力与组织 不断 变化的营销 机 会之间的战略 配适的过程。” 5 Strategic Planning 战略计划 Planning activities occur at the business unit, product, and market levels, and include: Defining the purpose and mission Setting objectives and goals Desig
6、ning the business portfolio Developing detailed marketing and departmental plans 计划行为要在业 务单 位、产品、 和市场三个不同 级别 上制定。包 括： 定义公司使命 设定公司目标 规划业务组 合 发展详细的营销 和部门计划 6 Strategic Planning 战略计划 Mission statements should . . . serve as a guide for what the organization wants to accomplish. be “market-oriented” rat
7、her than “product- oriented”. be neither too narrow, nor too broad. fit with the market environment. be motivating. 使命陈述应该 指导公司想要完 成的任务。 是“市场导向”，不 是“产品导向”。 宽窄适度 适应市场环境。 有激发性。 7 Strategic Planning 战略计划 Mission statements guide the development of objectives and goals. Objectives are developed at each
8、level in the organization hierarchy. Strategies are developed to accomplish these objectives. 使命陈述引导 目的和目标的 发展。 目标存在于组 织层 次的每一 水平。 策略是为了实 现这 些目标的 。 8 Strategic Planning 战略计划 Business portfolio: “the collection of businesses and products that make up the company.” Designing the business portfolio is
9、a key element of the strategic planning process. 业务 组合： “选择组 成企业 的商业和产品 。” 商业组 合设计 是战略计划进 程的关键因素 。 9 Analyze the current business portfolio 分析当前业务组 合 Identify strategic business units (SBUs) Assess each SBU: The BCG growth- share matrix classifies SBUs into one of four categories using the: vMarket
10、growth rate vSBUs relative market share within the market. 识别战 略业务单 元 （SBU） 接近很一个SBU： 波士顿咨询集团成 长份额矩阵将 SBU分为四类中的 一种，依据为： v市场增长率 v相对市场份额 10 BCG Growth-Share MatrixBCG Growth-Share Matrix Strategic Planning High RelativeHigh Relative Market ShareMarket Share High High Market Market GrowthGrowth Low Low
11、 Market Market GrowthGrowth StarsStars Cash Cash CowsCows Question Question MarksMarks DogsDogs Low RelativeLow Relative Market ShareMarket Share 11 波士波士顿顿顿顿咨咨询询询询集集团团团团成成长长长长份份额额额额矩矩阵阵阵阵 战略计划 相相对对市市场场份份额额高高 市市场场增增长长率高率高 市市场场增增长长率低率低 明星明星业务业务业务业务 现现现现金牛金牛业务业务业务业务 问题业务问题业务问题业务问题业务 瘦狗瘦狗业务业务业务业务 相相对对市市
12、场场份份额额低低 12 Shape the future business portfolio 构造未来的业务组 合 Determine the future role of each SBU and choose the appropriate resource allocation strategy: Build Hold Harvest Divest SBUs change positions over time 决定每一个SBU在 未来的角色，并选 择相应的资源配置 策略： 建立 持有 收获 剥夺 SBU的位置随时间 而改变 13 Strategic Planning 战略计划 Mat
13、rix approaches to formal planning share many problems: Difficult, time-consuming, and costly to implement. Focus only on current businesses. Too strongly emphasize market share growth or growth via diversification. 用矩阵方法作计划 有许多问题 ： 困难、费时、实施 起来成本高昂。 集中在当前业务上 。 过于强调市场份额 的扩大或是通过进 入有吸引力的新市 场来获得增长。 14 St
14、rategic Planning 战略计划 Designing the business portfolio also involves: Developing strategies for growth by identifying, evaluating, and selecting promising new market opportunities. v Product/market expansion grid Developing strategies for downsizing the business portfolio. 设计业务组 合 还涉及： 通过识别 、评 价和选择
15、市场 机会，并为成 长发 展策略。 v产品/市场扩展 方格 开发缩 小业务 组合的策略。 15 Product/Market Expansion GridProduct/Market Expansion Grid Strategic Planning Existing ProductsExisting ProductsNew ProductsNew Products Existing Existing MarketsMarkets New New MarketsMarkets Market Market PenetrationPenetration Market Market Developm
16、entDevelopment Product Product DevelopmentDevelopment DiversificationDiversification 16 产产产产品品市市场扩场扩场扩场扩 展方格展方格 策略计划 现现有有产产品品新新产产品品 现现在市在市场场 新市新市场场 市市场场场场渗透渗透 市市场场场场开开发发发发 产产产产品开品开发发发发 多角化多角化 17 Planning Marketing 营销计 划 Marketing plays a key role in the strategic planning process. Marketers must practice CRM and Partner Re
