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WelcomeTo

the course onStrategicMarketing

Management


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Dr. R.Venkataraman


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BSc 1966

PGDBA1971

MSc Logistics2005

PD inB!siness

A"ministration2015

Malaysia

TRAIL


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39 years in Logisticsindustry

2 years in surface transport industry20 years in the aviation industry.17 years in the shipping industry.

18 ears in Sin a ore


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#e $eginning % #&re

sa'es1967 ( 1969


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A kno)'e"ge

$reak1969 (1971


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1971


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Management trainee

1971

Reservations manager

ManagerMadrasairport

CountryManagerSingapore

1991


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Board member and Strategy adviser

TRAIT HIP ERVICE PTE LTD

ingapore

1991 % 201*

+as a"mitte" as ,artere" -e''o)

% -,L#B/


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Banga'ore

2007(2009Director


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Since 2009 Visiting ac!'t&

Programmesn Asia


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PleaseBear With

me! t "astoo loud


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14

Why do some organi#ations succeed

"hile others !ail$

Strategy adopted %n action managers take to achieve one

or more o! an organi#ation&s goals

Superior Strategic managementprocessThe process 'y "hich managers choose

a set o! strategies that "ill allo" acompany to achieve superiorper!ormance


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Marketing Strategy is (())

Where are "e no"$

Where do "e "ant to go$

Businesses to 'e in

Market positions to stake out

Buyer needs and groups to serve

*utcomes to achieve

+o" "ill "e get there$

% company&s ans"er to ,ho""ill "e get there$- is its strategy


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.irm/Speci0c Per!ormance and

Pro0ta'ility

Competitive advantage % 0rm&s pro0ta'ility is greater than the

average pro0ta'ility !or all 0rms in its

industry Sustained competitive advantage % 0rm maintains competitive advantage !or

a num'er o! years

Business model Management&s model o! ho" strategy "ill

allo" the company to gain competitiveadvantage and achieve superior

pro0ta'ility


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#3 4#3R(R3LA#4SP B3#+334MAR3#4G A4D ,RPRA#3

S#RA#3G/ 4-RMS DR3,#S GD3S ,4#RLS

A,3V3S SPPR#S

P3RA#4ALS3

Corporate Strategy Specifying the

organisations missionAllocating resources Defining Organisational

objecties

Marketing Strategy !"entifying pro"uct mar#et$s to

compete in Selecting mar#et segments to

target Deeloping the mar#eting mi%


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Corporate o'ective


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P3RA#4AL8sS#RA#3G, MAR3#4G

erationa' Marketing

%ction/oriented

23isting opportunities

4on/product varia'les

Sta'le environment Reactive 'ehaviour

5ay/to/day management

Marketing department

Strategic Marketing

%nalysis/oriented

4e" opportunities Product market varia'les

5ynamic environment

Proactive 'ehaviour

6onger range management

Cross/!unctionalorganisation


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#e si: ;s or creating a "&namic strateg&.Pro


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5e0ning the Business is veryimportant !or marketing strategy

Source: D. F. Abell,Defining the Business: The Starting Point of Strategic

Planning (Englewood Cliffs, Prentice Hall, 19!", #. $. 1


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Beyondagri

'usines

s


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+aulage

-usiness re"efine"


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:

d di i i d h


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;nderstanding competition and themarketing "ar!are


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5e!enseStrategy

Position 5e!ense

6east success!ul o! the

de!ense strategies

e)g) Mercedes "as using aposition de!ense strategyuntil Toyota launched a!rontal attack "ith its6e3us)


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5e!ense Strategy

Mo'ile 5e!ense By market 'roadening and

diversi0cation .or marketing 'roadening=

there is a need to

Rede0ne the 'usiness

>principle o! o'ective?= and .ocus e@orts on the

competition >the principleo! mass?

e)g) 6egend +oldings= the top

China PC maker 6egend hasannounced a oint venture"ith %*6 to 'roaden its'usiness to provide nternet

services in the mainland


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5e!enseStrategy

.lanking 5e!enseA

Secondary markets >anks?are the "eaker areas and

prone to 'eing attacked Pay attention to the anks

e)g) Regional lo" costairlines


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5e!enseStrategy

Contraction 5e!ense

Withdra" !rom the mostvulnera'le segments

and redirect resources tothose that are morede!enda'le

By planned contraction

or strategic "ithdra"al e)g) ndia&s T%T%


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5e!enseStrategy

Pre/emptive 5e!ense

5etect potential attacksand attack the enemies

0rst 6et it 'e kno"n ho" it

"ill retaliate

Product or 'rand

proli!eration is a !orm o!pre/emptive de!ensee)g) Seiko has over=888 models


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5e!enseStrategy

Counter/*@ensive 5e!ense

Responding tocompetitors& head/on

attack 'y identi!ying theattacker&s "eakness andthen launch a counterattack

e)g) Toyota launched the6e3us to respond toMercedes attack


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MarketChallengerStrategies

The market challengers&strategic o'ective is togain market share and to'ecome the leader

eventually+o"$

By attacking the marketleader

By attacking other 0rms o!the same si#e

By attacking smaller 0rms


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MarketChallengerStrategies

Types o! %ttackStrategies

.rontal attack

.lank attack 2ncirclement attack

Bypass attack


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,MP3##V3 PS#4 #A,#,S


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*ne needs look at the !ollo"ingin solving 'usiness pro'lems

Creativity -> Ideas -> Innovations -> Success -> ro!its


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7

y

S!ccess!'

marketingstrateg&


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Cognitive

'iases

Prior hypothesis 'ias

2scalatingcommitment

Representativeness

llusion o! Control +u'ris hypothesis

D

0here nee" to be a business plan that lea"s to the .ar#eting lan


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9

S,.

/ ops

resources

0here nee" to be a business plan that lea"s to the .ar#eting lan

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