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CHAPTER 2 Strategic Planning for Competitive Advantage

This chapter begins with the learning outcome summaries, followed by a set of lesson plans for you to use
to deliver the content in Chapter 2. Lecture (for large sections) on page 4
• Company Clips (video) on page 6
• Group Work (for smaller sections) on page 8
Review and Assignments begin on page 9

Review questions

Application questions

Application exercise

Ethics exercise

Video assignment

Case assignment
Great Ideas for Teaching Marketing from faculty around the country begin on page 20

Chapter 2 ♦ Strategic Planning for Competitive Advantage

Chapter 2 ♦ Strategic Planning for Competitive Advantage1
LEARNING OUTCOMES

2-1 Understand the importance of strategic planning

Strategic planning is the basis for all marketing strategies and decisions. These decisions affect the allocation of
resources and ultimately the financial success of the company.

1 2
- Define strategic business units (SBUs)
Each SBU should have these characteristics: a distinct mission and a specific target market; control over resources;
its own competitors; a single business; plans independent from other SBUs in the organization. Each SBU has its
own rate of return on investment, growth potential, and associated risks, and requires its own strategies and funding.

3
-3 Identify strategic alternatives and know a basic outline for a marketing plan
Ansoff’s opportunity matrix presents four options to help management develop strategic alternatives: market
penetration, market development, product development, and diversification. In selecting a strategic alternative,
managers may use a portfolio matrix, which classifies strategic business units as stars, cash cows, problem children
(or question marks), and dogs, depending on their present or projected growth and market share. Alternatively, the
GE model suggests that companies determine strategic alternatives based on the comparisons between business
position and market attractiveness. A marketing plan should define the business mission, perform a situation
analysis, define objectives, delineate a target market, and establish components of the marketing mix. Other
elements that may be included in a plan are budgets, implementation timetables, required marketing research efforts,
or elements of advanced strategic planning.

1
-5 Describe the components of a situation analysis
In the situation (or SWOT) analysis, the firm should identify its internal strengths (S) and weaknesses (W) and also
examine external opportunities (O) and threats (T). When examining external opportunities and threats, marketing
managers must analyze aspects of the marketing environment in a process called environmental scanning. The six
macroenvironmental forces studied most often are social, demographic, economic, technological, political and legal,
and competitive.

2
-6 Identify sources of competitive advantage
There are three types of competitive advantage: cost, product/service differentiation, and niche. Sources of cost
competitive advantage include experience curves, efficient labor, no frills goods and services, government subsidies,
product design, reengineering, production innovations, and new methods of service delivery. A product/service
differentiation competitive advantage exists when a firm provides something unique that is valuable to buyers beyond
just low price. Niche competitive advantages come from targeting unique segments with specific needs and wants.
The goal of all these sources of competitive advantage is to be sustainable.

3
-7 Explain the criteria for stating good marketing objectives
Objectives should be realistic, measurable, time specific, and compared to a benchmark. They must also be consistent
and indicate the priorities of the organization. Good marketing objectives communicate marketing management
philosophies, provide management direction, motivate employees, force executives to think clearly, and form a basis
for control.

Chapter 2 ♦ Strategic Planning for Competitive Advantage

Chapter 2 ♦ Strategic Planning for Competitive Advantage2
1
-4 Develop an appropriate business mission statement
The firm’s mission statement establishes boundaries for all subsequent decisions, objectives, and strategies. A
mission statement should focus on the market(s) the organization is attempting to serve rather than on the good or
service offered.

2
these market segments is performed. After the market segments are described, one or more may be targeted by the
firm.

2-9 Describe the elements of the marketing mix

The marketing mix is a blend of product, place, promotion, and pricing strategies (the four Ps) designed to produce
mutually satisfying exchanges with a target market. The starting point of the marketing mix is the product
offering— tangible goods, ideas, or services. Place (distribution) strategies are concerned with making products
available when and where customers want them. Promotion includes advertising, public relations, sales promotion,
and personal selling. Price is what a buyer must give up in order to obtain a product and is often the most flexible of
the four marketing mix elements.

1
-8 Discuss target market strategies

Chapter 2 ♦ Strategic Planning for Competitive Advantage

Chapter 2 ♦ Strategic Planning for Competitive Advantage3
Targeting markets begins with a market opportunity analysis, or MOA, which describes and estimates the size and
sales potential of market segments that are of interest to the firm. In addition, an assessment of key competitors in

Chapter 2 ♦ Strategic Planning for Competitive Advantage

Chapter 2 ♦ Strategic Planning for Competitive Advantage4
2-10 Explain why implementation, evaluation, and control of the marketing plan are necessary
Before a marketing plan can work, it must be implemented—that is, people must perform the actions in the plan. The
plan should also be evaluated to see if it has achieved its objectives. Poor implementation can be a major factor in a
plan’s failure, but working to gain acceptance can be accomplished with task forces. Once implemented, one major
aspect of control is the marketing audit, and ultimately continuing to apply what the audit uncovered through postaudit
tasks.

2-11 Identify several techniques that help make strategic planning effective
First, management must realize that strategic planning is an ongoing process and not a once-a-year exercise. Second,
good strategic planning involves a high level of creativity. The last requirement is top management’s support and
participation.

TERMS

cash cow market development niche competitive advantage

competitive advantage market opportunity analysis (MOA) planning
control market penetration portfolio matrix
cost competitive advantage marketing audit problem child (question mark)
diversification marketing mix (four Ps) product development
dog marketing myopia product/service differentiation
environmental scanning marketing objective competitive advantage
evaluation marketing plan star
experience curves marketing planning strategic business unit (SBU)
implementation marketing strategy strategic planning
mission statement sustainable competitive advantage
SWOT analysis

LESSON PLAN FOR LECTURE

Brief Outline and Suggested PowerPoint Slides:

Learning Outcomes and Topics PowerPoint Slides

LO1 Understand the importance of strategic planning 1: Strategic Planning for Competitive
2: Advantage
2-1 The Nature of Strategic Planning 3: Learning Outcomes
Learning Outcomes
4: Learning Outcomes
5: The Nature of Strategic Planning

6: Strategic Planning is…

LO2 Define strategic business units (SBUs) 7: 8: Strategic Business Units
Characteristics of Strategic Business Units
2-2 Strategic Business Units (SBUs)
LO3 Identify strategic alternatives and know a basic outline 9: Strategic Alternatives
for a marketing plan 10: Ansoff’s Opportunity Matrix
11: Exhibit 2.1: Ansoff’s Opportunity Matrix

Chapter 2 ♦ Strategic Planning for Competitive Advantage

Chapter 2 ♦ Strategic Planning for Competitive Advantage5
 2-3 Strategic Alternatives 12:

Chapter 2 ♦ Strategic Planning for Competitive Advantage

Chapter 2 ♦ Strategic Planning for Competitive Advantage6
 Exhibit 2.2: Innovation Matrix

13: Boston Consulting Group Portfolio Matrix

14: Exhibit 2.3: Portfolio Matrix for Large
Computer Manufacturer
15: Portfolio Matrix Strategies

16: Exhibit 2.4: General Electric Model

17: What Is a Marketing Plan?

18: Why Write a Marketing Plan?

19: Exhibit 2.5: Elements of a Marketing Plan

LO4 Develop an appropriate business mission statement 20: Defining the Business Mission
21: Defining the Business Mission
2-4 Defining the Business Mission
LO5 Describe the components of a situation analysis 22: Conducting a Situation Analysis
23: SWOT Analysis
2-5 Conducting a Situation Analysis 24: Components of a SWOT Analysis
25: Environmental Scanning

LO6 Identify sources of competitive advantage 26: Competitive Advantage

27: Competitive Advantage
2-6 Competitive Advantage 28: Cost Competitive Advantage
29: Sources of Cost Reduction
30: Examples of Product/Service Differentiation

31: Niche Competitive Advantage

32: Building Sustainable Competitive

Advantage
33: Sources of Sustainable Competitive
Advantage
LO7 Explain the criteria for stating good marketing objectives 34: Setting Marketing Plan Objectives
35: Marketing Objectives
2-7 Setting Marketing Plan Objectives 36: Criteria for Good Marketing Objectives
4
LO8 Discuss target market strategies 37: Describing the Target Market
38: Describing the Target Market
2-8 Describing the Target Market 39: Target Market Strategy
40: Target Market Strategy

LO9 Describe the elements of the marketing mix 41: The Marketing Mix
42: The Marketing Mix is…
2-9 The Marketing Mix 43: Marketing Mix: The “Four Ps”
44: Marketing Mix: The “Four Ps”
Chapter 2 ♦ Strategic Planning for Competitive Advantage 5
 45: Marketing Mix: The “Four Ps”

46: Marketing Mix: The “Four Ps”

LO10 Explain why implementation, evaluation, and control of 47: Following Up the Marketing Plan
the marketing plan are necessary 48: Following Up the Marketing Plan
49: Post-audit Tasks
2-10 Following Up on the Marketing Plan

LO11 Identify several techniques that help make strategic 50: Effective Strategic Planning
planning effective 51: Techniques for Effective Strategic Planning
52: Chapter 2 Video
2-11 Effective Strategic Planning

Suggested Homework:

• This instructor manual contains assignments on the Nederlander Organization video and the Disney case.
• The chapter prep card for each chapter contains numerous questions that can be assigned or used as the basis for
longer investigations into marketing.

LESSON PLANS FOR VIDEO

Company Clips
Segment Summary: The Nederlander Organization

The Nederlander Organization is a global theatre management company that backs productions, rents, and manages
Broadway style theatres. In this video, major managers discuss the strategic decisions behind the development of a
separate company to manage a loyalty program for theatre-goers. This company, Audience Rewards, allows a number
of theatre management companies to pursue strategic growth and other market opportunities.

These teaching notes combine activities that you can assign students to prepare before class, that you can do in class
before watching the video, that you can do in class while watching the video, and that you can assign students to
complete as assignments after watching the video.

During the viewing portion of the teaching notes, stop the video periodically where appropriate to ask students the
questions or perform the activities listed on the grid. You may even want to give the students the questions before
starting the video and have them think about the answer while viewing the segment. That way, students will be engaged
in active rather than passive viewing.

PRE-CLASS PREP FOR YOU: PRE-CLASS PREP FOR YOUR STUDENTS:

Chapter 2 ♦ Strategic Planning for Competitive Advantage

Chapter 2 ♦ Strategic Planning for Competitive Advantage
8
• Preview the Company Clips video segment for • Have students familiarize themselves with the
Chapter 2. This exercise reviews concepts for LO1, following terms and concepts: competitive
LO6, LO9, and LO10. advantage, marketing mix, target market strategy,
• Review your lesson plan. mission statement, product/service differentiation,
• Make sure you have all of the equipment needed to strategic planning, and sustainable competitive
show the video to the class, including the DVD and advantage.
a way to project the video. • Review both the Audience Rewards Web site
You can also stream the video HERE (www.audiencerewards.com) and Nederlander.com
with those concepts in mind.
VIDEO REVIEW EXERCISE
ACTIVITY
Begin by asking students “What is the goal of strategic planning?” [on the board, write
Warm Up “long-term profitability and growth”]
• Segue into a discussion
Exhibit 2.5 onto the board. Briefly explain each of the elements as you write them
if students have not become familiar with them from previous reading.
• Remind students to keep the marketing plan elements in mind as they review the
In-class Preview
video.
• Compare the concepts of market strategy and market mix. Ask students to predict
the Nederlander Organization’s target market strategy from what they learned in the
first video.
1. Based on what you heard in the video, what was the Nederlander Organization’s
marketing objective in creating Audience Rewards?
Viewing 2. Describe an element that makes up a competitive advantage for Audience Rewards.
Is it sustainable?
(solutions below) 3. What drives the Nederlander’s market strategy and which element(s) of the
marketing mix does it rely upon?

• Send students back to www.audiencerewards.com. Have students write a brief

paragraph about how the Web site identifies its target market segment.
• Have students break into groups of up to four students and have each group write a
mission statement for the Nederlander Organization. When students finish, discuss
Follow-up how the mission statement supports what you saw in the video.
• Ask “How can Audience Rewards sustain its competitive advantage?” The question
can be discussed by the class as a whole, within the small groups with professor
supervision, or assigned as an out-of-class exercise.

Solutions for Viewing Activities:

1. Based on what you heard in the video, what was the Nederlander Organization’s marketing objective in
creating Audience Rewards?

To offer a more complete Broadway experience by incentivizing customers to go to theatre more, spend more
money, and try out more art by recognizing and rewarding them across various markets and theatres.

2. Describe an element that makes up a competitive advantage for Audience Rewards. Is it sustainable?

The element that contributes to Audience Reward’s competitive advantage is the partnership with several major
theatre houses, production companies, and other arts venues. By being able to have the backing of more than just
one set of theatres, more points can be earned and more tickets redeemed. This also applies to the major partners
such as Delta Airlines, which extends the Audience Rewards market. It is likely that this is a sustainable

Chapter 2 ♦ Strategic Planning for Competitive Advantage

Chapter 2 ♦ Strategic Planning for Competitive Advantage
9
 competitive advantage, because it would be challenging to find the same number of major theatre management
houses to join together in support of a rewards program.

Chapter 2 ♦ Strategic Planning for Competitive Advantage

Chapter 2 ♦ Strategic Planning for Competitive Advantage
9
3. What drives the Nederlander’s market strategy and which element(s) of the marketing mix does it rely
upon?

The Nederlander Organization’s market strategy is driven by the fact that they have a very high income
demographic that interests large companies (such as Delta Airlines) to determine ways they can partner with
Nederlander to reach that demographic. Nederlander Organization relies on providing its productions companies
that rent the theatres great promotion technology through Audience rewards.

8Chapter 2 ♦ Strategic Planning for Competitive Advantage

Chapter 2 ♦ Strategic Planning for Competitive Advantage8
LESSON PLAN FOR GROUP WORK

In most cases, group activities should be completed after some chapter content has been covered, probably in the
second or third session of the chapter coverage. (See the “Lesson Plan for Lecture” above.) For the “Class Activity:
Marketing Strategy Analysis, ” divide the class into small groups of four or five people and provide the information
and the questions asked by the class activity, as described later in this chapter.

Class Activity – Marketing Strategy Analysis

In this exercise, students are asked to brainstorm with you, using an overhead projector or blackboard. Let the students
select several high-profile goods and services. Then get the class to help analyze the marketing strategy by answering
the following questions.

1. What is the product?

2. Who is the target market?
3. On what criteria is this market segmented?
4. What demographic factors affected the choice of this target?
5. What is the price strategy? Promotion strategy? Distribution strategy?
6. How is the product packaged? Why?
7. Who is the direct competition? Indirect competition? Which firms would be appropriate benchmarks for this firm?
What competitive advantage does this product have?
8. How are environmental factors affecting the marketing of this product? Consider social, demographic, legal,
political, economic, technological, and competitive factors.
9. Is the purchase of this product affected by psychological or social needs? Situational factors?
10. Is the marketer attempting market penetration? Market development? Product development? Diversification?
11. Does this company appear to have a total quality management orientation? What is its reputation on overall quality
when compared to the competition?
12. Is this firm known for being responsive to customers? Brainstorm a list of adjectives that describe this firm and
its products. How does this list fit with the concept of value?

9Chapter 2 ♦ Strategic Planning for Competitive Advantage

Chapter 2 ♦ Strategic Planning for Competitive Advantage9
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