Prospective Marketing Planning Jean-François DAVID 2005
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Jean-François DAVID Strategist http://www.davidjf.com
-30 years within IBM France (Oil/Chemical/Pharma Marketing Operations Manager, CPG Industry Strategy and Marketing Director, Co-Founder of IBM France Consulting Group), author of many contributions on various IT and Organizational topics: Intelligent agents, IT perspectives, Strategic Alignment, Processes and IT, … Since 95: -Education (HEC MBA, ESCP, Dauphine, HEC Management, Collège de l'X, ENST, University of Nantes, WUTBS, ...) -Independent consultant, active member of many networks (EFQM, IQM, AFNET,APM , CJD,…) Research themes: Governance and IT Governance. Strategic alignment. IT/Organization/Culture interference. Time-Based Strategies. KM and cognitive aspects. Man/machine interfaces. Marketing planning. Large Account planning. 2 Prospective Marketing Planning J.-F.David 2005
course MBA 7040 (JF David module) " Customers and Markets " theoretical field: " competitive analysis and market analysis " JF David practical and pragmatic module: all the aspects of marketing research, marketing plan… JF David "point of view": executive decision making The main objective is to learn how to realize a market research, and how to prototype an innovative marketing plan 3 Prospective Marketing Planning J.-F.David 2005
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Teaching Method & Evaluations...
"What I hear, I forget. What I see, I remember. And what I do, I understand." Chinese Proverb
Evaluation •
personal contributions during the course.
•
Group's result for assignment 4
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Prospective Marketing Planning J.-F.David 2005
Applied to a concrete case: The market of short modules of continuous education for Dauphine. " Positioning of Dauphine in short (1 or 2 days) managerial education ... in competition/cooperation with all the other actors European and WW actors (for example in France: ESSEC, HEC Mgt, Collège de Polytechnique , ESCP, IIR, EBG, Capgemini, ...)" Vision: Dauphine, major actor of executive education of one or two days in management and/or IT management. -definition of the offer, -benchmark, -value chain (market study, positioning strategy, marketing, marketing channels, production, post-sales, …) -market research -Elements for a Business plan -Elements for a Marketing plan 5 Prospective Marketing Planning J.-F.David 2005
Applied to a concrete case: The market of short modules of continuous education for Dauphine. You will undoubtedly not have at the end all the elements to be able to completely build a business plan and a marketing plan, especially on budget, on media mix, on communication strategies and partners, … One will judge groups on - the value/content of market analysis, - the relevance of their arguments - their capacity to mobilize all necessary frameworks.
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Applied to a concrete case: The market of short modules of continuous education for Dauphine. This thus supposes well that the students can know/study - the current possible offers and history of Dauphine in this field, - the scope of competencies of Dauphine, - the longer formations whose certain elements could be condensed in some 2/3 day modules. In a general way, topics of short education modules can be focused on CREPA core competencies: -Strategy -HR -IS -Organization They will have full access to interview CREPA people in Dauphine: Pierre Romelaer, Michel Kalika, Henri Isaac, Stephanie Dameron, Emmanuel Josserand, Serge Perrot, Fabien Blanchot etc... as well as the director of the continuous training (Herve Hamon)
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THE US CEOs LOOK TO THE FUTURE Foundation for the Malcolm Baldrige National Quality Award 1998
Six trends affecting major U.S. companies are judged to be "major" by more than 70% of the CEOs surveyed:
- globalization (94%) - improving knowledge management (88%) - cost and cycle time reduction (79%) - improving supply chains globally (78%) - manufacturing at multiple locations in many countries (76%) - managing the use of more part-time, temporary and contract workers (71%) Eight other trends were judged to be major by between 50% and 70% of the CEOs:
- developing new employee relationships based on performance (69%) - improving human resources management (68%) - improving the execution of strategic plans (68%) - developing more appropriate strategic plans (64%) - ongoing measurement and analysis of organizational processes (60%) - developing a consistent global corporate culture (56%) - outsourcing of manufacturing (55%) - creating a learning organization (52%)
and now…..
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Strategies…? Business Strategy
Divisional Strategy
Divisional Strategy
Divisional Strategy
Production Strategy
IS Strategy
Marketing Strategy
IT Strategy
Data Policy
Comms Policy
Manual Systems Strategy
Architecture Policy
Acquisition Policy
etc
Management Strategy
Control Policy
Organisation Policy
Robson, W. (1997) Strategic Management & Information Systems. 2nd ed. Prentice Hall.
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Where
What
How
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Basic thinking... Market attractiveness
desinvest invest
Strengths 14 Prospective Marketing Planning J.-F.David 2005
A product portfolio chart [growth-share matrix] of a comparatively strong and diversified company
Market Growth Rate
20%
10%
4.0
2.0
1.0
0.5
Relative Market Share [Log Scale]
0.25 15 Prospective Marketing Planning J.-F.David 2005
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Market / segment selection criteria High
Market / segment attractiveness
Invest / Grow
Selectively Invest
Maintain/ manage for sustained earnings
Manage for Cash / Withdraw
High
- Size - Growth - Profitability - Competitive intensity
Low
Low
Business Strengths - Product Range - Product Efficacy - Service Quality (Including distribution) - Price - Associated Services (e.g. Technical advice) - Reputation / Image
Adapted from Professor Malcolm McDonald
Sample competitive position / business strength for an higher education institution High
Low
High
Directors Seminars
Distance Education/ CMR
/ st ve In uild B
Exec MBA
Market Attractiveness
Research
C.S. G.M.Ps
?
KEY Present position
MANDAS
e ag an M fo
n ai M
h as rC
Full-Time MBA
Forecast position in 3 years
C.S.
in ta
Low
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Because BCG type models have limitations, new measures of company strengths and market opportunity have been developed: The Directional Policy Matrix (or the GE-McKinsey Matrix) Bu sines s sector prospects U nattractive
Average
Withdraw al
Phased w ith draw al
Phased w ith drawal
Proceed w ith care
Cash generation
Growth
A ttractive D oub le or quit
Comp any's comp etitive capabilities
Weak
Proceed w ith care Try h ard er
Average
Grow th Leader
S trong
Leader
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Downes and Mui's New Forces Model
+…hypercompetition 20 Prospective Marketing Planning J.-F.David 2005
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Prospective Marketing Planning J.-F.David 2005
Paradigm change... a) Paradigm change, profession slippage Why do client want this kind of service/product ? New professions, competitors New vision b) List of product/services How can we add more customization services more ICT
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Method 2
How to decide go/no go ?
benefits
DO PROTO INTELLIGENCE
ABSORB
NO
risks 24 Prospective Marketing Planning J.-F.David 2005
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Strategy and … Mission, Values, Vision, …. Mission:
Why we exist?
Values:
What we believe in?
Vision:
What we want to be?
Strategy:
Our game plan
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26 Adapted from IBM Consulting Group
Prospective Marketing Planning J.-F.David 2005
Adapted from IBM Consulting Group
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Core Competencies
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Core Competencies
Partnerships
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Intelligence...
Intelligence
Technological Fundamental Science Molecules Information System
Competitive
Products Processes
Economy Strategy
Commercial
Environnemental
Clients Markets Suppliers Sociology Politics Culture General economy Ecology
Shared Clients
Staff
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Strategic change...
When for technology change...
Profitability
Technology change
Investments
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Strategic change... 7(&+12/2*
