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Strategic planning is the process of developing and maintaining a strategic fit between the organization's goals and capabilities and its changing marketing opportunities.
Strategic planning includes all the activities that lead to the development of a clear organizational mission, organizational objectives, and appropriate strategies to achieve the objectives for the entire organization.
Mission statement, or purpose, of an organization is the description of its reason for existence. It defines the direction in which the organization is heading and how it will succeed in reaching its desired goal.
Every organization exists to accomplish something in the environment and mission usually is clear at the organization's inception.
Mission statement is a statement of the organization's purpose—what the organization wants to accomplish in the larger environment.
In developing a statement of mission, management must take into account three key elements: the organization's history, its distinctive competencies, and its environment.
A more enduring way of defining the mission is needed. An effective mission statement should focus on the broad class of needs that the organization is seeking to satisfy, not on the physical product or service that the organization is offering at present.
The company needs to turn its mission into detailed supporting objectives for each level of management. An organization's goals and objectives, derived from its mission statement, guide its planning efforts.
Organizational objectives are the end points of an organization's mission and are what it seeks through the ongoing, long-run operations of the organization.
These objectives must be specific, measurable, action commitment.
An effective objective should accomplish the following:
1. They can be converted into specific action.
2. They will provide direction.
3. They can establish long-run priorities.
4. They can facilitate management control.
It is critical that strategies are consistent with goals and objectives and that top management ensures strategies shall be implemented effectively.
The managers should consider its competence, customers and competitors during designing the organization's strategy.
Diversification analysis is a technique that helps a firm search for growth opportunities from among current and new markets as well as current and new products.
Product-market matrix provides four alternative strategies: market penetration, market development, product development and diversification.
Marketing penetration is a marketing strategy to increase sales of current products in current markets.
Market development is a marketing strategy to sell current products to new markets.
Product development is a marketing strategy to sell new products to current markets.
Diversification is a marketing strategy to develop new products and sell them in new markets.
Business portfolio is the collection of businesses and products that make up the company. The best business portfolio is the one that best fits the company's strengths and weaknesses to grasp opportunities in the environment.
Managers have to identify the key businesses that make up the company, called strategic business units (SBUs).
Strategic Business Units (SBUs) are individual units within the firm that operate like separate businesses, and each with their own mission, objectives, resources, etc.
A SBU is a division, product line, or other profit center within the parent company.
The company should assess the attractiveness of its various SBUs and decide how much support each deserves.
Boston Consulting Group (BCG) growth-share matrix has two dimensions: market growth rate and relative market share.
Market growth rate provides a measure of market attractiveness.Relative market share serves as a measure of company strength in the market.
Stars are high-growth, high-share businesses or products. They often need heavy investments to finance their rapid growth.
Cash cows are low-growth, high-share businesses or products.
They need less investment to hold their market share and produce a lot of the cash.
Question marks are low-share business units in high-growth markets. They require a lot of cash to hold their share, let alone increase it.
Dogs are low-growth, low-share businesses and products. They may generate enough cash to maintain themselves but do not promise to be large sources of cash.
Once it has classified its SBUs, the company must determine what role each will play in the future.
The long-term health of an organization depends on having a range of products, some that generate cash and others that use cash to support growth.
Four strategies for each SBU: build, hold, harvest and divest.
As time passes, SBUs change their positions in the matrix.
Marketing plays a key role in the company's strategic planning.
Marketing management process is the process of planning marketing activities, directing the implementation of the plans, and controlling these plans.
Marketing opportunities are often found by systematically analyzing situational environments.
The SWOT Analysis is a conceptual framework for a systematic analysis that facilitates matching the external opportunities and threats with the internal strengths and weaknesses of the organization. It's a tool for analysis of the situation.
The ultimate goal of SWOT analysis is to identify the critical strategy-related factors that impact on the firm.
Marketing objectives usually are derived from organizational objectives.
Marketing objectives must be specific and performance of achieving them should be measurable.
This step involves two jobs: marketing strategies and marketing mix.
The company identifies the total market and then divides it into smaller segments, selects the most promising segments, and focuses on serving and satisfying the customers in these segments.
These procedures are called segmentation, targeting and positioning.
Marketing mix is the set of tactical marketing tools that the firm blends to produce the response it wants in the target market. It is usually classified according to four major decision areas: product, price, place, and promotion.
An effective marketing program blends the marketing mix elements into an integrated marketing program designed to achieve the company's marketing objectives by delivering value to customers.
Some critics think the 4 Ps may omit or underemphasize certain important activities.
6Ps involve product, price, place, promotion, politics power and public relation.
7Ps involve product, price, place, promotion, physical evidence, process and people.
4Cs involve customer, cost, convenience, and communication.4Rs involve relevance, response, relationships and returns.
Marketing mix should decide what framework is most helpful in designing integrated marketing programs.
Marketing implementation is the process that turns marketing plans into marketing actions to accomplish strategic marketing objectives.
Implementation addresses who, where, when, and how to complete marketing activities.
Implementing the marketing plans involves putting the plan into action and performing marketing tasks according to the predefined schedule.
In an increasingly connected world, people at all levels of the marketing system must work together to implement marketing strategies.
Chief Marketing Officer (CMO) heads up the company's entire marketing operation and represents marketing on the company's top management team.
Marketing control means measuring and evaluating the results of marketing strategies and plans and taking corrective action to ensure that the objectives are achieved.
Strategic control involves looking at whether the company's basic strategies are well matched to its opportunities.
Marketing audit refers to the comprehensive, systematic, independent and periodic evaluation of the business marketing environment, with its goals, objectives, strategies, and principles to ascertain the areas of problems and opportunities.
Operating control involves checking ongoing performance against the annual plan and taking corrective action when necessary.
中外案例对比
Case Study Comparison
熊猫快餐：全球最大中式快餐连锁如何炼成
全球规模最大的中式快餐连锁是什么？不是真功夫，也不是大家乐，而是美国的熊猫快餐，这家由数学硕士程正昌和电子工程学博士蒋佩琪创建的快餐连锁品牌已经拥有1 600多家餐厅、23 000多名员工，年营业额超十亿美元。目前，熊猫快餐几乎每周有三家新店开张，远远超过美国本土快餐巨头汉堡王的开店速度。
程正昌1973年开始在美国做餐厅，与中国城和华人区的中餐厅不同，他一开始就把目标对准了美国人。他说，在美国的中国人毕竟是少数，做美国人的生意才能把事业做大。开了两家聚丰园餐厅后，1983年，熊猫快餐在加州的一个商场中开出了第一个餐厅，1985年增长到9家，1997年达到254家，营收达1.78亿美元。2010年熊猫快餐销售额为10.69亿美元。
熊猫快餐的经营管理与华人餐厅、甚至同时期的其他快餐品牌都有很大不同。蒋佩琪是一名电子工程学博士，她的学识和工作经历使她非常注重计划性和效率。她设计了一套软件系统，可以自动追踪连锁店库存，可实现自动添购食材。她不断完善这套系统，命名为“熊猫自动工作站”，还申请了专利。在20世纪80年代，熊猫是快餐美国最早使用电脑管理的餐厅之一，也是唯一使用自动化管理系统的中餐厅。
为吸收美国餐厅的专业管理经验，加速在全美的扩张，1992年熊猫快餐聘请管理专家唐·麦克马斯(Don McComas)出任公司总裁，全面负责熊猫快餐的连锁推广项目，首次打破了公司管理层清一色是华裔的局面。其后，程正昌又请来了Chi-Chi连锁的总裁Joseph Micatrotto，以及原El Torito的行政主管Russell Bendel，分别担任公司的总裁执行长及总经理。这一人才计划加快了熊猫快餐发展步伐。
程正昌认为，做中式连锁快餐最重要的是解决维持中国食品特色与标准化的矛盾。从店面大小、物流成本以及菜单简单易懂几个方面考虑，熊猫餐饮选择了少做几个菜。熊猫快餐以京、川菜系为主，橘子鸡是其最热销的一道菜，能占到销售额的30%左右。其基本菜肴只有十几道，除了全年保留的特色品种，每个月会创新2个品种，让顾客保持新鲜感。菜单设计简洁明了，注明了材料和烹饪方法，顾客点菜时一目了然。品种不多也让熊猫餐饮可以采取现场手工制作的方式，以保持菜的原味和特色。程正昌说，考虑到快餐的特点，他们放弃了一些耗时的烹饪方法，比如炖锅和生煎。另外，他们制作了统一的复合调味料和调味汁，以达到味道的统一。熊猫快餐供应的肉类只有鸡肉和牛肉两种，极大方便了统一进货，确保每个分店都能提供最新鲜的产品。程正昌认为，在保证品质、控制成本两方面，精简的菜单都起了关键作用。
（资料来源：节选自张馨．熊猫快餐：全球最大中式快餐连锁式如何炼成的？http://money.163.com/13/0911/ 06/98FKSIK800253G87.html，2013.9.11）
Why Starbucks Succeeds in China and Others Haven't
Some scholars thought the Chinese would not easily give up their tea-drinking culture for a bitter, overpriced drink. Starbucks has proven them wrong.Howard Schultz, the CEO of Starbucks, announced that China would soon become its largest market outside the United States.
What did Starbucks do to succeed in a market where so many other Western food and beverage brands have failed to live up to their own expectations?
Instead of trying to force onto the market the same products that work in the U.S., such as whip cream-covered frozen coffee concoctions, Starbucks developed flavors, such as green tea-flavored coffee drinks, which appeal to local tastes. Rather than pushing take-out orders, which account for the majority of American sales, Starbucks adapted to local consumer wants and promoted dine-in service.
By offering comfortable environments in a market where few restaurants had air conditioning in the late 1990s, Starbucks become a defacto meeting place for executives as well as for the gathering of friends. In other words, Starbucks adapted its business model specifically for the Chinese, rather than trying to transplant everything that worked in America into China.
Not only does Starbuck's premium pricing strategy fit market demands but it also allows it to regularly roll out higher-margin specialty products, such as gift sets that offset rising commodity costs. If you think Starbucks is pricey here, you could imagine what you'd pay in Shanghai.
Starbucks understood that the value proposition it was offering Chinese was different than in the U.S.They were able to adapt their business model to fit China while keeping their core values. So far, it's working pretty well.
Still, it will be an ongoing juggling act for Starbucks. As China's urbanization rate nears 52%, Starbucks and other companies there need to implement strategies to offset the impact of rising commodity costs.
(Source: Adapted from Shaun Rein. Why Starbucks Succeeds in China and Others Haven't, http://usatoday30.usatoday.com/money/industries/food/story/2012-02-12/cnbc-starbucks-secrets-of-china-success/53040820/1?loc=interstitialskip, 2012.2.12)
Case Implications:
Marketing is the combination of science and art, especially in the global marketing environment.Keeping standardization and flexibility of marketing strategy has been a key rule for companies which operate in the global market. When Panda Express operates in USA and Starbucks operates in China, both of them gain the market by meeting local customers' demands, providing proper products and services, and waiting for good opportunities. In the process of designing marketing strategies in the global marketing environment, marketers have to dig deeply unmet needs in the market, design proper marketing mix to meet customers'demands, and obtain the win-win situations of sellers and buyers.