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    Strategic Marketing Management:: Types of Strategies

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    The document discusses different types of business strategies including vertical integration, diversification, Porter's generic strategies, and means of achieving strategies such as cooperation, partnerships, mergers and acquisitions, private equity acquisitions, first mover advantages, outsourcing, and reshoring.

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    Strategic Marketing Management:: Types of Strategies

    Uploaded by

    sherryl cao
    41 views29 pages
    The document discusses different types of business strategies including vertical integration, diversification, Porter's generic strategies, and means of achieving strategies such as cooperation, partnerships, mergers and acquisitions, private equity acquisitions, first mover advantages, outsourcing, and reshoring.

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    Strategic management

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    Strategies

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    The document discusses different types of business strategies including vertical integration, diversification, Porter's generic strategies, and means of achieving strategies such as cooperation, partnerships, mergers and acquisitions, private equity acquisitions, first mover advantages, outsourcing, and reshoring.

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    41 views29 pages

    Strategic Marketing Management:: Types of Strategies

    Uploaded by

    sherryl cao
    The document discusses different types of business strategies including vertical integration, diversification, Porter's generic strategies, and means of achieving strategies such as cooperation, partnerships, mergers and acquisitions, private equity acquisitions, first mover advantages, outsourcing, and reshoring.

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    © All Rights Reserved
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    of 29

    Strategic Marketing Management:

    Types of Strategies

    Dr. Robert Arciaga


    Department of Marketing Management
    College of Arts & Sciences, San Beda - Manila
    DISCUSSION POINTS
    Long Term Objectives

    Business Strategies
    Introduction
    Types of Strategies
    Porter’s Generic Strategies
    Means of Achievement
    DEFINITION
    LONG TERM OBJECTIVES
    Strategic Management: A Competitive Advantage Approach, Concepts and Cases, 16 th

    Edition, by Fred R. David and Forest R. David, published by Pearson Education © 2017.
    LONG TERM OBJECTIVES
    Long-term objectives represent the results expected from
    pursuing certain strategies, which represent the actions to
    be taken to accomplish long-term objectives.

    Objectives are commonly stated in terms such as growth in


    assets, growth in sales, profitability, market share, degree
    and nature of diversification, degree and nature of vertical
    integration, earnings per share, and social responsibility.
    LONG TERM OBJECTIVES

    Long-term objectives are needed at the corporate, divisional, and functional levels of an
    organization.
    LONG TERM OBJECTIVES
    Eight Desired Characteristics of Objectives
    LONG TERM OBJECTIVES
    Ten Benefits of Having Clear Objectives
    LONG TERM OBJECTIVES
    AVOID NOT MANAGING BY OBJECTIVES

    “If it ain’t broke, don’t fix it.”

    “measure of a good strate-


    gist is to solve problems.”

    “mystery approach to decision


    making”
    “decisions are predicated on the
    hope ”
    INTRODUCTION
    BUSINESS STRATEGIES
    Strategic Management: A Competitive Advantage Approach, Concepts and Cases, 16 th

    Edition, by Fred R. David and Forest R. David, published by Pearson Education © 2017.
    ALTERNATIVE BUSINESS
    STRATEGIES
    INTRRODUCTION TO STRATEGIES
    INTRRODUCTION TO STRATEGIES

    Levels of Strategies with Persons Most Responsible


    TYPES
    BUSINESS STRATEGIES
    Strategic Management: A Competitive Advantage Approach, Concepts and Cases, 16 th

    Edition, by Fred R. David and Forest R. David, published by Pearson Education © 2017.
    BUSINESS STRATEGIES
    FORWARD INTEGRATION
    INVOLVES GAINING OWNERSHIP
    OR INCREASED CONTROL OVER
    DISTRIBUTORS OR RETAILERS
    VERTICAL INTEGRATION
    FORWARD OR BACKWARD
    INTEGRATION BACKWARD INTERGATION
    INTEGRATION STRATEGIES
    STRATEGY OF SEEKING
    VERTICAL AND OWNERSHIP OR INCREASED
    HORIZONTAL ACTIONS BY CONTROL OF A FIRM’S SUPPLIERS
    FIRMS HORIZONTAL INTEGRATION
    A STRATEGY OF SEEKING
    OWNERSHIP OF OR INCREASED
    CONTROL OVER A FIRM’S
    COMPETITORS
    BUSINESS STRATEGIES
    MARKET PENETRATION
    SEEKS TO INCREASE
    MARKET SHARE
    INTENSIVE STRATEGIES
    REQUIRE INTENSIVE MARKET DEVELOPMENT
    EFFORTS IF A FIRM’S INVOLVES INTRODUCING PRESENT
    COMPETITIVE POSITION PRODUCTS OR SERVICES INTO NEW
    WITH EXISTING GEOGRAPHIC AREAS
    PRODUCTS IS TO
    IMPROVE.
    PRODUCT DEVELOPMENT
    SEEKS INCREASED SALES BY
    IMPROVING OR MODIFYING PRESENT
    PRODUCTS OR SERVICES
    BUSINESS STRATEGIES
    UNRELATED
    DIVERSIFICATION
    VALUE CHAINS ARE SO DISSIMILAR
    THAT NO COMPETITIVELY
    VALUABLE CROSS-BUSINESS
    RELATIONSHIPS EXIST
    DIVERSIFICATION
    STRATEGIES
    ENTERING INTO A NEW MARKET
    OR INDUSTRY IN WHICH THE
    BUSINESS DOESN'T CURRENTLY
    OPERATE
    RELATED
    DIVERSIFICATION
    VALUE CHAINS POSSESS
    COMPETITIVELY VALUABLE
    CROSS-BUSINESS STRATEGIC
    FITS
    BUSINESS STRATEGIES
    RETRENCHMENT
    OCCURS WHEN AN
    ORGANIZATION REGROUPS
    THROUGH COST AND ASSET
    REDUCTION

    DEFENSIVE STRATEGIES
    DIVESTITURE
    A MANAGEMENT SELLING A DIVISION OR PART
    APPROACH DESIGNED TO OF AN ORGANIZATION
    REDUCE THE RISK OF LOSS

    LIQUIDATION
    SELLING ALL OF A COMPANY’S
    ASSETS, IN PARTS, FOR THEIR
    TANGIBLE WORTH
    PORTER’S
    BUSINESS STRATEGIES
    Strategic Management: A Competitive Advantage Approach, Concepts and Cases, 16 th

    Edition, by Fred R. David and Forest R. David, published by Pearson Education © 2017.
    PORTER’S STRATEGIES
    COST LEADERSHIP (1&2)
    EMPHASIZES PRODUCING STANDARDIZED
    PRODUCTS AT A VERY LOW PER-UNIT COST
    FOR CONSUMERS WHO ARE PRICE-SENSITIVE

    DIFFERENTIATION (3)
    STRATEGY AIMED AT PRODUCING PRODUCTS AND
    SERVICES CONSIDERED UNIQUE INDUSTRY-WIDE AND
    DIRECTED AT CONSUMERS WHO ARE RELATIVELY
    PRICE-INSENSITIVE

    FOCUS (4&5)
    OFFERING A SPECIALIZED SERVICE IN
    A NICHE MARKET
    PORTER’S STRATEGIES
    TYPE 1
    LOW-COST STRATEGY THAT OFFERS
    PRODUCTS OR SERVICES TO A WIDE
    RANGE OF CUSTOMERS AT THE
    LOWEST PRICE AVAILABLE ON THE
    MARKET

    COST
    LEADERSHIP
    STRATEGIES
    TYPE 2
    BEST-VALUE STRATEGY THAT OFFERS
    PRODUCTS OR SERVICES TO A WIDE
    RANGE OF CUSTOMERS AT THE BEST
    PRICE-VALUE AVAILABLE ON THE
    MARKET.
    PORTER’S STRATEGIES
    TYPE 4
    LOW-COST FOCUS STRATEGY THAT
    OFFERS PRODUCTS OR SERVICES TO
    A NICHE GROUP OF CUSTOMERS AT
    THE LOWEST PRICE AVAILABLE ON
    THE MARKET RELATIONSHIPS EXIST

    FOCUS
    STRATEGIES
    TYPE 5
    BEST-VALUE FOCUS STRATEGY THAT
    OFFERS PRODUCTS OR SERVICES TO
    A SMALL RANGE OF CUSTOMERS AT
    THE BEST PRICE-VALUE AVAILABLE
    ON THE MARKET
    MEANS TO ACHIEVE
    BUSINESS STRATEGIES
    Strategic Management: A Competitive Advantage Approach, Concepts and Cases, 16 th

    Edition, by Fred R. David and Forest R. David, published by Pearson Education © 2017.
    MEANS OF ACHIEVEMENT
    COOPERATION PARTNERSHIPS MERGERS
    WITH & JOINT &
    COMPETITION VENTURES ACQUISITION

    PRIVATE- FIRST OUTSOURCING


    EQUITY MOVER &
    ACQUISITIONS ADVANTAGES RESHORING
    MEANS OF ACHIEVEMENT
    Eleven Potential Benefits of Merging with or Acquiring Another Firm
    MEANS OF ACHIEVEMENT
    Eleven Potential Benefits of Merging with or Acquiring Another Firm
    MEANS OF ACHIEVEMENT
    Five Benefits of a Firm Being the First Mover
    MEANS OF ACHIEVEMENT
    Thirteen Potential Benefits of Outsourcing
    MEANS OF ACHIEVEMENT
    Thirteen Potential Benefits of Outsourcing

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