Strategic marketing is the tool for the company not only to survive, but also to achieve a prominent position in the market.
strategic-marketing-planIntroduction
- Strategic marketing seeks to know what the current and future needs of consumers are, analyzes the market evaluating the possibility of entering new niches, identifies segments, guides the business in the possible opportunities offered by the environment, adds value to the product. or service to achieve price compensation. The company must carry out a continuous analysis of the variables that intervene in the market, to formulate the necessary strategies considering its resources and its ability to offer a competitive advantage.
goals
- Provide the participant with conceptual tools to allow him to develop and apply a Strategic Marketing Plan. Know the main processes that must be followed in its preparation. Apply the methodology of this training in the business or company in which he collaborates.
Thematic content
- Strategic versus operational marketingStrategic managementThe value chain in strategic marketingCompetitive analysisDAFOL analysisThe immutable laws of marketingThe scorecard
Operational Marketing
- For Philip Kotler "marketing is a social and administrative process through which groups and individuals obtain what they need and want through generating, offering and exchanging valuable products with their peers." Strategic marketing must seek to meet current needs and prospects for our clients, locating new market niches (portion of a market segment), identifying new potential segments, determining their viability and directing the company in search of those opportunities by designing an action plan that achieves these objectives.
Considering in this sense that companies currently operate in a highly competitive and competitive market, a very important tool is required: The continuous analysis of the different variables of the SWOT, not only of our company but also of the competition. For this; An important objective of corporate strategies must be the creation of value, encompassing not only the result that benefits the shareholders of the company, but also something inclusive capable of generating loyalty from customers, employees and suppliers.
Strategic marketing forces us to rethink about the vision, mission and values of the company, to determine; where we are and where we want to go, operational marketing sets the guidelines to follow and defines the type of tools necessary to achieve the proposed goals. Therefore, it is up to tactical or operational marketing to design, undertake and control how-to actions.
Therefore… it is necessary to be clear about this differentiation and convincing ourselves that carrying out an advertising campaign, a promotion or other similar activity is NOT necessarily applying Strategic Marketing, what is only being done is working with an operational marketing tool, without having made a thorough analysis to determine what values will make our product or service different from the competition.
The Strategic Direction
- It can be explained as the art or science of defining the potential of the company and carrying them out through operational marketing that will ensure its permanence in a market.It is essential to remember that the Marketing strategy has to go hand in hand with innovation and creation value-added Strategic management is divided into three phases:
1) Definition of strategic objectives:
- Design of the business philosophy, vision and mission. Establishment of short and long-term objectives to achieve the mission, which determines the present and future activities. Example: Vision Lab “we were not creating another optician, but we were adding added value to what existed at that time” “your glasses in an hour”.
2) Strategic planning:
- Formulation of strategies to evaluate them and choose the one that will be most appropriate to achieve the objectives established in the mission. Create an organizational structure according to the strategy.
3) Strategic implementation:
- Execute the necessary activities to achieve the objectives formulated in the strategy. Control the effectiveness of the strategy to gradually determine its success. It is convenient to use indicators that corroborate the effectiveness of the established approaches.
Strategic marketing
- Most businesses have unique advantages and capabilities, which are sometimes not identified. In strategic marketing, it is necessary to identify them to use them as an instrument of competitive advantage and differentiation. Therefore, the key is to use these advantages to access the identified strategic niches with greater competitiveness than the competition and at a lower cost. value chain, is a model that analyzes the development of business activities to identify those that generate added value to the internal and external customer. Primary activities The primary activities are those related to the manufacture or physical provision of the product or service. Design, sale and after-sales service, and can be subdivided and differentiated into sub-activities, direct,indirect and quality control activities Secondary activities
- The primary activities are settled by secondary activities:
- Supply: storage and accumulation of merchandise items, supplies, materials, etc. Infrastructure: activities that support and complement the entire business; planning, accounting, finance. Human resources; recruitment, selection, hiring and motivation of personnel. Development of technology.
Competitive analysis
- It consists of determining the degree of interdependence of the company with its environment. Competitive analysis helps identify SWOT. This analysis is the basis on which the strategy is designed, so we must know or intuit the following:
The nature and results of the changes that the competitor may adopt.
The competitor's response to possible movements that other companies may initiate.
The reaction and adaptation to possible changes in the environment that can happen to competitors.
- The relevance of competitive analysis depends on the answer to three key questions:
Where we are? This question answers us and indicates the position we occupy.
Where do we want to go? It relates the objectives that we want to achieve (stipulated in the Vision) and those that we need to move.
How will we get there? It is the guide that supports the value of Operational Marketing.
SWOT analysis
- It is a strategic tool par excellence, similar to an X-ray of the business, as long as it had been formulated with objectivity and realism. The benefit that is obtained with its determination is to know the situation in which the company is, as well as the risks and opportunities provided by the market. Weaknesses.
Also called weak points within the business. They limit or reduce the capacity for effective development of the company's strategy and must therefore be controlled and exceeded.
- Strengths.
Also called strong points. They are internal capabilities, resources, positions achieved and, consequently, competitive advantages that must and can serve to exploit opportunities.
- Threats
It is defined as any negative influence from the environment that can prevent a strategy from being carried out, or can reduce its effectiveness. It can also reduce your expected income or increase your cost. In the worst case, it can lead to project failure.
- Opportunities.
Everything that represents a competitive advantage for the company represents the possibility of achieving a better positioning and improving profitability.
- The immutable laws of marketing
- Principles written by Jack Trout and Al Ries and published by McGraw-Hill:
Leadership Law. It's better to be the first than to be the best.
Law of the mind. Better to be first in mind than at the point of sale.
Law of perception. Marketing is not a battle of products, but of perceptions.
Law of focus. The most powerful principle in marketing is having a word on the minds of customers.
Law of the ladder. The strategy to be used depends directly on the rung you occupy on the ladder.
Law of the opposite. If you run for second place, your strategy is determined by the leader.
Law of attributes. For each attribute there is another opposite, just as effective.
Law of success. Success often precedes arrogance, and arrogance failure.
Acceleration law. Successful plans are not built on novelties, but on trends.
Law of resources. Without the right funding, no idea will get off the ground.
The scorecard
- It is a performance measurement tool, also known as Balance Scorecard, contributes to reducing uncertainty and facilitates decision-making of the business strategic plan. How is it structured?
The structure of the scorecard will depend on the level at which it is developed within the organization. Taking a global plan as an example, we will have the following scheme:
- What does it consist of?
In the definition and classification of objectives, indicators and strategic initiatives under four figures: financial, clients, internal processes and innovation and learning, aspects that result; the Strategic Map Structure.
For each of these perspectives you define what you want to achieve and how it will be measured.
The goals are defined below, which will give us the keys that determine the changes in the organization.
And finally the strategic initiatives, which are the actions that will cause the changes sought.
- The preponderant function of the scorecard is to interpret the vision and strategy of the organization, in a set of indicators that report the achievement of the objectives.The scorecard is an effective tool to understand people with the strategic plan, and in this way help to achieve the strategic objectives of the Organization.
