Strategisk markedsplanegging

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1 Strategisk markedsplanegging
Morten H. Abrahamsen TMF410 Industriell Markedsføring

2 Strategi innebærer Å stake ut en kurs som er forskjellig fra konkurrentene Å gi overlegen verdi til utvalgte segmenter Prioritere hva bedriften skal gjør og ikke gjøre Gjennomføre aktiviteter som gir kundeverdi og økt synergi

3 Hva er strategi? Strategi: ”The creation of a unique and valuable”
Strategisk posisjonering: “performing different activities from rivals’, or performing similar activities in different ways” (Michael Porter) Strategi: Et uttrykk for hvordan vi skal nå målene våre!

4 Crafting a market strategy
The process of studying how to exploit a business’s resources to achieve short-term and long term goals Deciding a course of action Updating and revision through continous learning and adaptation

5 Involves complexity Interplaly between deliberate and emergent strategies: Deliberate: Pursuing a course of action Emergent: Marketplace has a pattern of activities that the company recognizes and acts upon

6 Value is the cornerstone of market strategy
How can the firm be meaningfully different in ways that targeted markets and customer firms value? What can we do? What are we capable of doing?’ How can we fill the custmomers needs in a superior way? What do we need to know? What resources do we have and what resources do we need to invest in?

7 Interplay between business strategy and market strategy
Update Business Strategy Orderly advance Radical change Resources Core competences Capabilitiews Partners’ resources Fundamental Value-Based Strategies Product leadership Customer intimacy Operational excellence Market Strategy Knowledge Deliberate Emergent Markedsstrategi Update Market Strategy Orderly advance Radical change What do we know? What do we want to accomplish? How will we do it?

8 What is strategy? Common definition: A way to reach our goals Operational effectiveness: Performing similar activities better than rivals Strategy: ”The creation of a unique and valuable position involving a different set of activities” Strategic posiioning: “Performing different activities from rivals’, or performing similar activities in different ways” (Michael Porter)

9 Strategic position is a fundamental course of action that a firm commits itself to pursuing, it should provide a competitive advantage for at least 10 years. --Michael E. Porter

10 Strategic thinking means
Pursuing a course of action different from competitors Providing superior value to particular market segments Making choices about what to do and what not to do Putting together activities that generate superior value in complementary or synergistic ways

11 Strategisk planlegging
1. Analysis Corporate mission Marketing audit SWOT 2. Objectives Grow Maintain Harvest/Divest 3. Strategies Generic competitive strategies Product/market decisions STP Branding 4. Tactics Marketing mix programmes 5. Implementation Resources Responsibilities Time scales 6. Control Measurement Evaluation Feedback Fig 6.2 11 11

12 3. Hvordan skal vi gjøre det?
Markedsplanlegging Visjon Formål 2. Hva skal vi oppnå? Mål Scenarier 3. Hvordan skal vi gjøre det? Hvem? Målgruppe – targeting Hva? Value proposition – 4 P’er Hvordan? Plan og gjennomføring 1. Hvor er vi? Hva vet vi? SWOT analyse

13 1. Formål Mange begreper som ofte brukes om hverandre
Misjon Visjon Verdigrunnlag Forretningside Besvarer spørsmål som Hvem er vi til for? Hvilke behov skal tilfredsstilles? Hvorfor skal de kjøpe produktene? Hva skal vi levere? Hvordan skal vi tjene penger på produktene? Hvorfor skal vi stå opp om morgenen?

14 Verdi: Hvorfor trener vi på Elixia?

15 Eks. på visjon/formål Nokia: Connecting people Nike: Du er en atlet
IKEA: Du gjør litt, vi gjør resten. Sammen sparer vi penger Stavanger Bibliotek: Vi gir leseglede SAS: Vi flyr folk, ikke fly Kverneland: But they still need lunch

16 Verdi: Hvorfor skal kunden velge oss?

17 Situasjonsanalyse

18 Porter’s 5 forces rammeverk
Leverandørmakt Faktorer som bestemmer leverandørenesmakt: de samme som de som bestemmer kjøpernes makt Trussel om nye konkurrenter Skalautbytte Absolutte kostnadsfordeler Krav til store mengder kapital Produkt differensiering Tilgang til distribusjonskanaler Offentlige og juridiske barrierer Gjengjeldelse fra eksisterende konkurrenter Trusselen om substitutter Kjøpernes tilbøyelighet til å substituere Relative priser og prestasjoner til substitutter Industririvalisering Konsentrasjon Diversiteten mellom produsenter Produktdifferensiering Overflødig kapasitet og utgangsbarrierer Kostnadsforhold: skalautbytte og forholdet mellom faste og variable kostnader Kjøpernes makt Prissensitivitet Forhandlingskraft Kostnader ved produktet relativt til totalkostnader Produktdifferensiering Konkurranse mellom kjøpere Kjøpernes størrelse og konsentrasjon relativt til produsentene Kjøpernes omstillingskostnader Kjøpernes informasjon Kjøpernes villighet til å integrere oppstrøms

19 Hvor henter vi informasjon?
Utvikle et godt markedsinformasjonssystem (MKIS) Salgstall Regnskapet Reklamasjoner Service og oppfølding Messedeltakelse Sekundærdata Data som allerede er innhentet Primærdata Markedsforskning

20 2. Mål Mål vs. scenarier? 3 – 5 årlig planleggingshorisont, årlig evaluering Fordeler Gir retning for organisasjonens arbeid Rettferdiggjør arbeidet Skaper motivasjon Virker samlende Gi noe å måle mot En metode: Balanced Scorecard Mål må være Realistiske Konsistente Målbare Hierarkiske

21 3. Hvordan skal vi komme dit?
Strategi: Egentlig et uttrykk for hvordan vi skal nå målene Hvilke kunder/segmenter skal vi nå? (targeting) Hvordan skal vi skille oss ut? (posisjonering) Hva skal vi levere (Verdi – Customer Value Proposition) Handlingsplan (selve gjennomføringen) Punkt 4, 5 og 6

22 Verdi: Hvorfor trener vi på Elixia?

23 Hvordan skal vi posisjonere oss?

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25 Core competencies A complex harmonization of individual technologies and productions skills Potential in a variety of markets Significant contribution to customer benefits of the end-product Difficult to imitate Core competence: Something you are good at! Distinct competence: Something you do better than your competitors! Keller: Points of parity vs. Points of diffence

26 Capabilities Capabilities are broadly based, encompassing the entire value chain Visible to consumers Distinctice capabilities: Where the firm surpasses its competitors Market driven organisations excel at Market sensing: Exploring opportunities Customer linking: Create loyalty Channel bonding: Partner motivation

27 Fundamental value based strategies
Product leadership «Offering customers leading-edge products and services that consistently enhance the customers use of application of the product, thereby making rival goods obsolete» Focus on innovation, experience and learning Customer intimacy «Segmenting and targeting the market precisely and the tailoring offerings to match exactly the demands of those niches» Sustaining customer relationships over time Operational excellence «Providing customers with reliable products or services at competetive prices and delivered with minimal difficulty or inconvenience» Focus on business processes and creativity

28 Positioning by value proposition
1. All benefits approach 2. Favourable points of difference 3. Resonating focus proposition Fig 7.1 new 28 28

29 Customer Value Propositions
All Benefits Favorable Points-of-Difference Resonating Focus Consist of: All benefits customers receive from a market offering All favorable points-of-difference a market offering has relative to the next-best alternative The one or two points-of-difference (and, perhaps, a point-of-parity) whose improvement will deliver the greatest value to the customer for the foreseeable future Answers the customer question: “Why should our firm purchase your offering?” “Why should our firm purchase your offering instead of your competitor’s?” “What is most worthwhile for our firm to keep in mind about your offering?” Requires: Knowledge of own market offering Knowledge of own market offering and next best alternative offering Knowledge of how own market offering delivers superior value to customers, compared to next-best-alterative offering Has the potential pitfall: Benefit assertion Value presumption Requires customer value research

30 Customer service benchmarking in marketing logistics
Importance to customer Elements Performance Low Medium High Poor Satisfactory Good Order cycle time Delivery reliability Delivery frequency Stock availability Order completeness Fig 7.3 new Document quality Technical support Focal firm Benchmark competitor Customer service benchmarking in marketing logistics 30 30

31 Some theoretical approaches to marketing planning
Formal rational model Emphasis on competitive advantage Enables internal coordination & control Provides logical steps for managers Resource-based view Emphasis on internal resources Encourages search for resource advantage Relational/ network perspective Emphasis on linkages Acknowledges bounded rationality Encourages external coordination Fig 6.4 new (tweaked 6.3) 31 31

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33 Andre viktige perspektiver på strategi
Ansoff (1950/60): Growth matrix Porter (1980s): Competetive advantage Barney (1990s): Resources based view’ Håkansson (1970(80): Interaction and networks Mintzberg (1980/90s): Learning and configuration Whittington (2000s): Strategy as practice

34 Ansoffs vekststrategier

35 Porters verdikjede: Hvor kan vi levere verdi?

36 A resouce based view of the firm
Exploiting resources is the cornerstone of strategic thinking («resources are building block for strategy») Capabilities and core competences are key resources Resource-Based View Internt perspektiv Kjernekompetanse og evner/kapabiliteter Eksternt perspektiv Porters Five Forces Market Based Assets

37 RBV: Ressurser som strategiske fortrinn
Five External Markets Test of Resources’ Value Inimitability How difficult the resource is to copy Length of time it will take competitor to replicate Durability How long a resource will last in providing value before overtaken by innovation from within or externally Appropriability Extent other firms or individuals can capture the value that the resource creates Substitutability Ability of different resources to provide similar functionality or performance at the same or lower cost Competitive Superiority A market assessment of how a resource compares to those of the firm’s competitors

38 Hvilke ressurser er det disse bedriftene utnytter?

39 RBV: Ressurser som strategiske fortrinn
Five External Markets Test of Resources’ Value Inimitability How difficult the resource is to copy Length of time it will take competitor to replicate Durability How long a resource will last in providing value before overtaken by innovation from within or externally Appropriability Extent other firms or individuals can capture the value that the resource creates Substitutability Ability of different resources to provide similar functionality or performance at the same or lower cost Competitive Superiority A market assessment of how a resource compares to those of the firm’s competitors

40 ”B2B marketing is as much about interacting in (or even “coping” in) networks as it is about “managing” interorganisational relationships.” -- Håkansson and Ford, 2002

41 3 Myths in Business The Myth of Action The Myth of Independence
The Myth of Completeness

42 Strategy in a network context
Strategy is the ability to build and maintain relationships with other actors Strategizing = networking with a strategic purpose! How to interact with, mobilize and influence other actors through connected relationships Managing resource interfaces Managing activity performance Managing relational processes

43 Strategizing Strategizing is undertaken to change the network and the company’s position in it, to make choices with respect to interaction and business partners, to mobilize actors and influence them through relationships Thus, strategizing is interacting and networking with strategic intent

44 Implications for marketing strategy
The key issue is to handle a complex set of relationships to your benefit Value creation through co-operation and competition with key partners (”co-opetition”) Segmentation in terms of partners or other actors Targeting and positioning in terms of value co-creation and mutual dependence:

45 Strategizing issues Identify and establish appropriate levels of involvement with indididual partners Balancing the interplay between inifluencing and being influenced Identify adequate ambitions regarding control

46 3 paradoxes Close relationships are at the heart of a companies survival, but also ties the company down Opportunities vs limitations Relationships are a tool of influence, but you are influenced by the same relationships Influencing vs. being influenced Companies strive to control the network, but this makes the network less innovative Controlling vs. being controlled

47 The First Network Paradox
Both opportunities and constraints Close relationships are the heart of a company’s survival At the same time well-developed relationships ties a company into its current way of operating This restricts the companys ability to change independently

48 The Second Network Paradox
Influence or being influenced A company’s relationships are one the of the key means to influence others – a tool for strategic action At the same time other companies try to influence the company through the very same relationships Strategy is therefore interactive

49 The Third Network Paradox
Control and being controlled A Company will try to manage its network of relationships to achieve its objectives However, the more a company achieves this ambition of control, the less effective and innovative the network becomes – and ultimately the less successful the company will be

50 Three Bases for Strategizing
Resources: Resources are not given. Resources have a hidden value that can only be exploited through interaction Activities: Coordination of activites impacts performance. These adaptations makes companies interdependent. Interdependencies must be built systematically Actors: Mobilisation of other actors through interaction 50

51 Strategizing issues Identify and establish appropriate levels of involvement with indididual partners (resource ties) Balancing the interplay between inifluencing and being influenced (activity links) Identify adequate ambitions regarding control (actor bonds)

52 Networks are dynamic Actor bonds Resource ties Interplay Activity
links (Håkansson and Snehota, 1995)

53 Three strategic choices about networking
Choice within existing relationships (1. network paradox) Confront or conform! Choice about position (2. paradox) Create or consolidate Choice about how to network (3. paradox) Coerce or concede

54 Relationship audit 1. History and current stage
What is the history of this relationship? What is the current development stage? What is the relationship for? What problems and uncertainties does it adress for each counterparts? Volume of business and nature of offering? What is the level of involvement in this relationship? What are the actor bonds, activity links and resource ties? What is the financial performance?

55 2. Potential of the relationship
What does each company see as the potential? What investments are required to fulfil its potential? What involvement does each company want? What are the threats to the relationship? 3. Atmosphere of the relationship How commited is each company to the relationship? What is the disctance between the parties? How dependent are the parties? What cooperation and conflicts exists?

56 4. Network What is the network position of the relationship from the perspective of both parties? What is the role of the relationship in the portfolios of the supplier and customer? What is the interplay between this relationship and others? How does this relationship contributes to the overall preformance of the company?