MARKETING STRATEGY

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MARKETING STRATEGY

• By
• Elisante Ole Gabriel (Tanzania)
• Chartered Marketer
• egabriel_at_edenconsult.net, www.olegabriel.com
• 255-784-455-499

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What exactly is a strategy?

• This is a unified, comprehensive and integrated
  plan that relates the strategic advantages of the
  firm to the challenges of the environment. It is
  designed to ensure that the basic objectives of
  the enterprise are achieved through proper
  execution by the organization, TIMELY.
• The concept originated from the Greek word
  Strategos which means chief in command.

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STRATEGY PROCESS

• It is the manner in which a strategy comes about,
  stated in number of questions. Strategy process
  is concerned with the How? Who, and When? Of the
  strategy.
• How is and when should, the strategy, be made,
  analysed and dreamt-up, formulated, implemented,
  changed and controlled. Who is involved and when
  do the necessary activities take place.

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THE TWO MAIN STRATEGIC PERSPECTIVES

• In summarizing the the generic perspectives of
  strategy, two major categories are put in place.
• DELIBERATE APPROACH (Igor Ansoff)
• Long-range planning is the way forward.
• EMERGENT APPROACH (H Minzberg)
• It is better to adapt what is happening and let
  the strategy emerge to suit the current
  situation. Interaction is the way forward.

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HIERARCHY OF STRATEGY

• I Corporate level
• II Business level
• III Functional level
• IV Operating level

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FACTORS THAT INFLUENCE STRATEGY

• There are two major sources of factors that can
  influence strategy. The sources are
• THE FIRM (Goals and values, Resources and
  capabilities, Structure and systems)
• THE INDUSTRY ENVIRONMENT (Vendors, customers and
  Competitors - VCC)

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THE LINK BETWEEN Strategy, Firm and Environment

• THE INDUSTRY
• ENVIRONMENT
• Vendors
• Customers
• Competitors

• THE FIRM
• Goals and values
• Resources Cap.
• Structure and Systems

STRATEGY
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NECESSARY FITS OF STRATEGY

• It is necessary to have the fit between the
  following
• Strategy and the internal Organization structure
• Strategy and operating capabilities skills
• Strategy and the allocation of budgets and staff
  size
• Strategy and internal policies and practice

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STRATEGY FORMULATION

• In formulating a strategy, mangers should bear
  the following aspects in mind
• Innovative ways the firm can improve what is
  doing now
• Ferreting out new opportunities for the
  organization to pursue
• To develop a better positioning of the firm
• Sustain the Competitive Advantage

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• Devising ways to meet the threats
• Encourage individuals within the firm to be
  innovative
• Direct resources to more productive centres (eg.
  In lean production)
• Deciding when and how to diversify
• Manage the business portfolio strategically (BCG)

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Making a choice

• The critical entrepreneurial skills is making a
  strategic choice that keep the organization in
  position to enjoy sustained success.
• The right strategic choice for one organization
  may not be right for another. It all depends on
  the situation of each. Moreover, even the right
  strategy for one organization NOW may not be the
  right one for the same organization in the FUTURE.

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ELEMENTS OF A SUCCESSFUL STRTATEGY

• Long-term simple and agreed objectives
• Profound understanding of the competitive
  environment
• Objective appraisal of resources
• EFFECTIVE IMPLEMENTATION

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LAST BUT...

• All organizations, being manufacturing or of
  service industry, MUST find a lubricated
  strategy-environment fit. The lubricant is the
  business knowledge
• (E. Gabriel,
  2002)
• This is very important in any industry. Your
  strategies should fit to the environment and not
  the environment to fit in your strategies.

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The end

• Thank you !!!