Gurus On Marketing

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The nine cells of the General Electric Strategic Planning Matrix 1 BS strong, MA high: Invest to grow. 2 BS medium, MA high: Invest to build and reinforce vulnerable areas. 3 BS weak, MA high: Build selectively. Capitalise on strengths and minimise any weaknesses. 4 BS strong, MA medium: Invest in attractive segments. 5 BS medium, MA medium: Focus on segments where profit is good. 6 BS weak, MA medium: Limited expansion or harvest. 7 BS strong, MA low: Manage for current earnings. 8 BS medium, MA low: Protect positions in most profitable segments. 9 BS weak, MA low: Divest. The above is adapted from Kotler ‘<strong>Marketing</strong> Management’ book. The GE matrix, because it deals with multi factors offers significant improvement over the Boston Consulting Group matrix. The problem in practice is to assign appropriate weighting to each factor affecting business strength and market attractiveness. 140 GURUS ON MARKETING
Shell Directional Policy Matrix Shell developed an approach similar to GE Matrix. Their matrix has two dimensions, namely the company’s competitive capabilities (CC) and prospects for sector profitability (PSP). There are various factors affecting these two dimensions. There are also nine positions in this matrix. They are: 1 PSP unattractive, CC strong: Cash generation opportunity. 2 PSP average, CC strong: Growth and leadership opportunity. 3 PSP attractive, CC strong: Leadership opportunity. 4 PSP unattractive, CC average: Phased withdrawal. 5 PSP average, CC average: Growth opportunity. 6 PSP attractive, CC average: Try harder. 7 PSP Unattractive, CC weak: Disinvest. 8 PSP average, CC weak: Phased withdrawal. 9 PSP attractive, CC weak: Double or quit. To quote Kotler: 32 ‘The models have helped managers to think more futuristically and strategically, to understand the economics of their businesses better, to improve the quality of their plans, to improve communication between business and corporate management, to pinpoint information gaps and important issues, and to eliminate weaker businesses and strengthen their investment in more promising businesses. TEN GURUS AND STRATEGIC ANALYTICAL TOOLS 141
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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
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At the feet of Philip Kotler: Lesso
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Page 107 and 108: Closing remarks: A controversy ‘W
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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
Page 149 and 150: Existing product/new market Here th
Page 151 and 152: Low growth/high share The strategic
Page 153: General Electric Strategic Planning
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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