Corporate marketing service

CORPORATE MARKETING SERVICE

Design | Development | Marketing

CORPORATE MARKETING PLANNINGCorporate Strategy Which products to Offer Which Markets to Serve

Product Mix Strategy What Each Product Should Contribute to the Firm How Resources Should be Allocated Across Products


FACTORS INFLUENCING CORPORATE STRATEGY

Environmental Problems and Opportunities

Corporate Mission and Objectives

Corporate Strategy

Organizational Resources and Competencies


Using Distinctive Competencies Competency

R&D Capability

Financial Resources Company Reputation for

Quality Strong Sales Force

Control Over Materials and Other Supplies

Potential Use Emphasize High technology in

product development Acquiring other businesses Select markets where reputation

is known Select new products that can be

sold by same salesforce Emphasize products that require

these resources; compete as low-cost producer


COMMON TYPES OF CORPORATE OBJECTIVES

Profitability i.e. Net profit as a percent of sales

Volume i.e. Market share

Stability i.e. Variance in annual sales volume

Nonfinancial i.e. Improved corporate image


Sell the BusinessSell the Business

Core BusinessCore Business

IntegrationIntegration

ProductDevelopment

BackwardForward

Horizontal

MarketDevelopment

MarketPenetration

ConcentricHorizontal

Conglomerate

New Productsfor Existing

Markets

New Marketsfor Existing

Products

New ProductMarkets

(Diversification)

Related toCore Business

Unrelated toCore Business

Core Development Options

BASIC TYPES OF CORPORATE STRATEGY

Growth StrategiesFor Current Markets

Market penetrationProduct DevelopmentVertical Integration

For New MarketsMarket developmentDiversificationStrategic Alliances


BASIC TYPES OF CORPORATE STRATEGYConsolidation Strategies Retrenchment Pruning Divestment


Product Form

Product Class

Generic Need

Sales of regular tea, decaffeinated tea or herbal tea

Sales of tea

Sales of all beverages

PRODUCT MIX STRATEGYDefinitions of the Relevant Market


PRODUCT MIX STRATEGY

The BCG Growth-Share Matrix

The GE Business Screen

Directional Policy Matrix

Product Portfolio Models


EVALUATING COMPETITIVE STRENGTH AND MARKET ATTRACTIVENESSCompetitive Strength Dimensions

Does our market share suggest we have a strong customer base?

Do we have the managerial skills needed to compete? Are our production facilities modern and efficient? Do we possess the technology to maintain a

competitive rate of innovation? Do customers have a positive image of our products? Does our cost structure enable us to be competitive on

price? Do we have stable and reliable suppliers?


EVALUATING COMPETITIVE STRENGTH AND MARKET ATTRACTIVENESS

Market Attractiveness Dimensions Is the industry sales-growth rate high? Is the market large enough to sustain several competitors? Is the rate of product obsolescence high?Does extensive government regulation constrain actions? Is there a risk of raw material or component shortage?Are their a large number of strong competitors?Does the industry present a strong potential for profit?Does the industry fit well with our overall corporate strategy?



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Corporate marketing service

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