Gurus On Marketing

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Katherine Harrigan, a professor at Harvard Business School and a strategy guru, believes that ‘dogs’ can hold value in the market place. In her book ‘Managing Maturing Business’ (1988), she presents ‘endgame strategies’ in this situation. The two dimensions used for her matrix are industry structure and competitive strength. LEADERSHIP When there are competitive strengths in attractive niches and a favourable industry structure and market conditions, then investment should be undertaken to acquire a leadership position in the market place. NICHE Where the business has a relative competitive strength in attractive niches and there is a favourable industry structure and demand conditions, then the business should pull out of the broad market and focus on niches. QUICK SALE Where there are no competitive strengths in attractive niches and there is an unfavourable industry structure and demand conditions, the business should seek a quick sale to capitalise on existing value. HARVEST Harvesting assumes that value can be returned to a business by continuing to run it to extract as much cash as possible. In declining industries, according to Harrigan, the companies can either fight by choosing to assume leadership or niche position or flee by adopting a quick sale or harvesting strategies. 138 GURUS ON MARKETING
General Electric Strategic Planning Matrix Because there are multiple factors affecting businesses, General Electric working with McKinsey & Co. has developed a multi factor approach to business portfolio analysis. Each business is rated in terms of two major dimensions. They are market attractiveness and business strength. The factors underlying market attractiveness are overall market size, annual market growthrate, historical profit margin, and competitive intensity, technological requirements, vulnerability to inflation, energy requirements, environmental impact and sociological, technological, economic and political factors. The factors underlying business strength are market share, share growth, product quality, brand reputation, distribution network, promotional effectiveness, productive capacity, productive efficiency, unit costs, material supplies, R & D performance and managerial personnel. The matrix is divided into nine cells (see over) representing the following positions: • Business strength (BS): Strong, medium and weak. • Market attractiveness (MA): High, medium and low. TEN GURUS AND STRATEGIC ANALYTICAL TOOLS 139
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gurus on Marketing Sultan Kermally
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GURUS ON MARKETING SULTAN KERMALLY
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Dedication This book is dedicated t
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Acknowledgements This book would no
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About the author Sultan Kermally is
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Contents Introduction 1 The relatio
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SIX Tom Peters 89 Close to the cust
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Introduction Gurus are management t
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This book considers the following g
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Michael Porter Michael Porter is th
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Philip Kotler Philip Kotler is the
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Plan of the book The book begins by
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ONE The fundamentals of marketing T
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Kotler 3 then advocated the importa
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Characteristics of service They are
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• Consider the promotion budget.
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For example, if an organisation is
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Brand extension Brand extension is
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Marketing strategy Marketing strate
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According to Warren J. Keegan 11 :
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L M N O P Q R S T U V Listen to you
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TWO Peter Drucker Peter Drucker is
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The thinking was heavily influenced
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Where does Peter Drucker come in? S
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The customer as the decision-maker
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What do marketing gurus and writers
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Writers on marketing since Drucker
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Some organisations now use very sop
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THREE Theodore Levitt On marketing
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He put forward four conditions whic
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Marketing Myopia was a landmark art
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Decline After the maturity stage wh
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Nariman Dhalla and Sonia Yuspeh in
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Technological advances have resulte
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This was Professor Levitt’s semin
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FOUR Michael Porter Michael Porter
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4 the bargaining power of buyers, 5
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‘A market signal is any action by
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Criticisms of Porter’s Five Force
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in the buyer’s value chain, which
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A differentiation strategy This str
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Factors which are likely to make a
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Porter’s key publications • ‘
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FIVE Philip Kotler Kotler on market
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Marketing therefore is a process of
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and there is no further contact. Th
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The marketing plan should pay parti
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Micro perspective Kotler then moves
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Team-oriented approach seems to be
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Kotler’s perspective on strategic
Page 101 and 102: At the feet of Philip Kotler: Lesso
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Page 105 and 106: Peters and Waterman highlight the f
Page 107 and 108: Closing remarks: A controversy ‘W
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Page 115 and 116: tices. The patient generally gets w
Page 117 and 118: Peter’s key publications • Pete
Page 119 and 120: SEVEN George Day George day is Geof
Page 121 and 122: These strategies are similar to Por
Page 123 and 124: You cannot take an internally focus
Page 125 and 126: KNOWLEDGE@WHARTON Isn’t Ford’s
Page 127 and 128: ings. These included the high value
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Page 131 and 132: He has published extensively in var
Page 133 and 134: EIGHT Jagdish Sheth Dr. Jagdish She
Page 135 and 136: Various studies reinforce the point
Page 137 and 138: • To create value for clients the
Page 139 and 140: At the feet of Jagdish Sheth: Lesso
Page 141 and 142: NINE Thomas T. Nagle Nagle on prici
Page 143 and 144: • Understanding price sensitivity
Page 145 and 146: At the feet of Thomas Nagle: Lesson
Page 147 and 148: TEN Gurus and strategic analytical
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Page 151: Low growth/high share The strategic
Page 155 and 156: Shell Directional Policy Matrix She
Page 157 and 158: Opportunities In scanning the exter
Page 159 and 160: The STEP analysis (sometimes known
Page 161 and 162: STEP factors influence significantl
Page 163 and 164: Benchmarking According to Philip Ko
Page 165 and 166: ELEVEN Further information Suggeste
Page 167 and 168: • Porter, Michael. ‘Competitive
Page 169 and 170: 14 Drucker, Peter, ‘Innovation an
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Page 173 and 174: Thorogood publishing Thorogood publ
Page 175 and 176: Other titles The John Adair handboo
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Gurus On Marketing

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