20080701-200-高階領導人的策略領導

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報告大綱報告大綱

文獻回顧如何執行策略領導個案分析

結論

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報告大綱報告大綱

文獻回顧領導的定義

領導的意義與內涵

領導與管理的差異策略領導的意涵

策略領導的定義

策略管理的定義策略領導的關鍵

具體執行

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領導的定義 :

領導者有效的影響被領導者努力工領導者有效的影響被領導者努力工作以達成領導者要追求的目標這種作以達成領導者要追求的目標這種過程或活動稱為領導。過程或活動稱為領導。

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綜觀有關領導之文獻，學者大多將領導理綜觀有關領導之文獻，學者大多將領導理

論分為論分為 :: 特質理論特質理論 (trait theory)(trait theory) 、、

行為理論行為理論 (behavioral theory)(behavioral theory) 及全及全

變理論變理論 (contingency theory)(contingency theory) 三類三類

，近年來有關於領導理論的新趨勢，以，近年來有關於領導理論的新趨勢，以轉

換型領導 (transformational(transformational

leadership)leadership)


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與與交易型領導 (transactional(transactional

leadership)leadership) 為代表，其意義與差別分為代表，其意義與差別分

數如下：數如下：


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上圖轉換型領導與交換型領導的組成要素資料

來源： orthoues,2001

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領導與管理的差異

領導是做對的是事領導是做對的是事 vs.vs. 管理是把事做管理是把事做

對對

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Hambrick & Mason(1984) 提出高階階梯理論 (Upper Echelom Theory)

明確指出，組織的結果主要是受領導者本

身的價值觀和認知的影響，而不是公司的董事會或環境因素。雖然，組織策略的

形成也可能是由下而上，但是 Hambrick

and Mason 強調，領導者是組織中最能

對組織策發揮獨一無二的影響效果。經過數年的發展，高階階梯理論被認為是策略

領導的前身 (Cannella and Monroe,

1997) 。

策略領導的意涵

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策略領導的定義：「個人具預測、提出願策略領導的定義：「個人具預測、提出願景、保持彈性、策略性思考、並與他人合景、保持彈性、策略性思考、並與他人合作倡導變革的能力，以組織創造一個具為作倡導變革的能力，以組織創造一個具為

有生命活力的未來」有生命活力的未來」（（ Strategic leadership is defined as aStrategic leadership is defined as a

person’s ability to anticipate , envision ,person’s ability to anticipate , envision ,

maintain , flexibility , think strategically ,maintain , flexibility , think strategically ,and work with others to initiate changesand work with others to initiate changesthat will create a viable future for thethat will create a viable future for theorganization.organization. ））

策略領導的定義（一）

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策略是管理者達到公司目標所採用的行動為策略是管理者達到公司目標所採用的行動為方向與準則，也是公司推動業務的基本方向。方向與準則，也是公司推動業務的基本方向。

因此，策略管理是企業經營管理的首要工作因此，策略管理是企業經營管理的首要工作

，主要的內涵包括決定公司經營的範疇、決，主要的內涵包括決定公司經營的範疇、決

定如何經營才可獲利、或是如何經營才可全定如何經營才可獲利、或是如何經營才可全

身而退，而仍具有存活能力。身而退，而仍具有存活能力。

策略管理的定義（二）

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策略管理就程序而言，包括兩大階段：策略規劃與策略執行。

策略規劃涉及分析公司所面臨的內、外在環策略規劃涉及分析公司所面臨的內、外在環

境，並依此決定適當的策略行動方案。而策境，並依此決定適當的策略行動方案。而策略執行包括組織結構的調整因應，及其他略執行包括組織結構的調整因應，及其他

順利推動策略行動方案所進行的相關業務，順利推動策略行動方案所進行的相關業務，

以追求在最適當的環境下推動策略方案。以追求在最適當的環境下推動策略方案。

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具體而言，策略是建立公司整體目標的方法具體而言，策略是建立公司整體目標的方法

，而目標包括公司的長期目標、行動方案與，而目標包括公司的長期目標、行動方案與資源分配的優先順序；策略是用來定義公司資源分配的優先順序；策略是用來定義公司競爭的範疇；策略是一種對內、外環境的具競爭的範疇；策略是一種對內、外環境的具體反應，以達到公司永續的競爭優勢；策略體反應，以達到公司永續的競爭優勢；策略

也具體地界定公司的管理工作。這四種定義也具體地界定公司的管理工作。這四種定義說明了策略的具體內容，而策略管理的主要說明了策略的具體內容，而策略管理的主要目標便是冀求這四項具體內容或業務，能在目標便是冀求這四項具體內容或業務，能在有效果與高效率下進行，使公司能在業中有效果與高效率下進行，使公司能在業中

占有一席之地。

占有一席之地。

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策略領導的本質：指導組織建立架策略領導的本質：指導組織建立架

構，以決定未來的特質及方向。構，以決定未來的特質及方向。

協助公司領導者：協助公司領導者：

收集及分析情報、建立策略願景收集及分析情報、建立策略願景、發展執行計、採取行動，追執畫並蹤、發展執行計、採取行動，追執畫並蹤

行成果。行成果。保持決策過程在組織各層級的一致性。保持決策過程在組織各層級的一致性。巧妙閃避目前流行、但可能有致命危機的巧妙閃避目前流行、但可能有致命危機的

「短期策略論」。「短期策略論」。

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策略領導的關鍵

策略領導需要藝術與紀律用。並「藝術」指的是具有創意、跳脫臼、海闊天窠

空的思考方式。

例如：構思出幾個可行的策略遠景方案，供高層策略小組進行評，或是新估品開發、推敲各種可能的企業經營

情境、出決策的依循標準，以及找

策略性、刻意地造就新的企業文化。同樣的，在溝通既定策略、爭取支持與認

同的過程當中，也需要發揮創意。

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策略領導的關鍵

「紀律」在策略的思考或執行過程中都是非常重要的。

例如：首先要能設計執行一個計，並畫

其中包括上百個專案、上千個子專案，以作策略執行的先決條件，這個工程其實為並不容易。另外要確保決策在組織上下都能維持一致性，也不是一件簡單的事。許多組織的領導者都堅信，以紀律來貫徹策略的設定與執行之必要性。

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在某家全球知名的重型機具製造公司中，高階團隊非常用心的議了一項策略，他們有明確願景，且承諾共同投入，一切都已就，準備放手一博。緒

該企業出身北美洲的總經理素來享有

威名，他為這個新策略所訂的溝通計畫非常簡單：他特製了一卷宣傳錄影帶，分送該企業位於全球各地的營運據點，以此教育員工，並試圖爭取大家的認同。結果

，員工對該影片的接受度非常低，這一點也不奇怪 ─ 因為海外員工使用英文的比例本來就不高，對於

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他那種美式表達更是陌生。結果，一個對組

織每位成員都非常重要的策略訊息，因無為效的包裝而被全盤否決。

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大多數的管理團隊通常都十分盡責、忠誠，

而且擁

有最佳

的策略動機。然

而他們都

有其共通的缺點，以至於可能在以下幾個重要策略流程中失敗：

策略遠景的擬定。根據客觀事實、相關資訊形成的假設，家以各種情境分析，藉此

擬定策略願景。

策略願景的溝通與執行。使組織內與執行策略的關鍵人物充分理解，各司其職以配並合策略執行的過程。

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策略遠景的更新。持續確保公司擬定的策

略願景是適當而靈

活的，能持

續保

有原

來並

的動力。

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策略擬定與執行的五大階段

策略情報的搜集與分析

策略擬定

策略專案總規劃策略執行

策略監控、檢討及更新

反覆回饋

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當組織為了未來的成功預作準備時，最重要的內部因素就是策略的擬定及策略領導。

領導包含了願景的建立、發展、激勵、溝通

及參與，這是讓策略擬定邁向成功的原動力。

策略制訂之後，其執行是否能成功，完全要靠「問題解決系統」的運作。這個系統能運用資訊、凝聚共識、探索機會，且化危機並為

轉機，因此該系統的品質、效能及速度將會決定組織是否能順利由「願景」跨入「執行」階段。

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其他因素

企業流程企業流程

目標目標

人員能力人員能力組織架構組織架構

資訊資訊 // 知識管理知識管理

企業文化企業文化

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團隊的整合

領導者的策略小組

適當的人選

良好的判斷能力熱誠與勇氣

合作

策略思考的能力：抽象思考的能力、全面性的觀點、創意、善於表達、對於含糊不清的容忍度、對於長期發展的使命感。

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領導者在策略領導的特殊角色

當策略小組開始擬定策略時，領導者應該已經做了兩個決定：選定策略小組成員，且並選擇依個完整的流程來進行策略的五大階段

。儘管領導者的洞察力及專業知識在某些與內容相關的部是非常有價的，他對整份值個小組與整體流程的責任將會明顯影響最後的結果。因此，領導者必須謹的面對以下慎的問題：

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哪些小組成員展現出思想領袖的特質？

他們所扮演的角色是否能充分發揮他們在策略思考上的長處？他們在策略思考上的整體素質如何？有沒有漏掉些可以助哪幫我們更好的人？

在工作上，有些力量超出了高階團隊的哪掌控範圍外？

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身公司領導者執行長，我是否已經做了為所有該做的努力，支持小組進行突破性的

思考及創意發展？我是否能確保我們是在「描繪願景」而非「進行規劃」？

如果策略小組被困在某些議題中，我是否

有足的勇氣動用自己的領導特權？

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個案分析個案分析 ::

北台塑、南奇美北台塑、南奇美專制合理之領導－王永慶專制合理之領導－王永慶 (( 經營之神經營之神 ))

。人物素描成功、卓越、巔峰、多金的代名詞。人物素描成功、卓越、巔峰、多金的代名詞

。領導風格專制合理之領導。領導風格專制合理之領導。領導策略。領導策略 -- 瘦鵝論瘦鵝論 (( 韌性逮到機會，會迅速吸取養分韌性逮到機會，會迅速吸取養分 )) 以低成本為優勢以低成本為優勢。管理理念追根究底，實事求是，點點滴滴求其合理化。管理理念追根究底，實事求是，點點滴滴求其合理化

宏觀自然之領導－許文龍宏觀自然之領導－許文龍 (( 壓克力之父壓克力之父 ))。人物素描灑脫、自在，不愛上班的董事長。人物素描灑脫、自在，不愛上班的董事長

。領導風格宏觀自然之領導。領導風格宏觀自然之領導。領導策略。領導策略 -- 知己知彼知人善用知己知彼知人善用 (( 惜才惜才 ))

。管理理念消滅「管理」。管理理念消滅「管理」

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雅芳雅芳 ::

轉換型領導轉換型領導

策略策略::

建立個人品牌行銷自己建立個人品牌行銷自己

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American Express:American Express:

Always Creative:Always Creative:

Create different cards for different needs,Create different cards for different needs,it’s a way for their marketing.it’s a way for their marketing.

First one with reward.First one with reward.

Understand customers’ needs.Understand customers’ needs.Baby Boom:Baby Boom:

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結論

「策略」可說是在企業中最常用、又最被濫用的名詞。

在經濟全球化的今日，策略性思考經常被拿

來「網路公司」、「電子商務」、「企業購」等熱門問題劃上等號。過去幾年來，每個

業都被購狂潮所席捲，史的策略性思考與領導被矮化回應式策略、直覺、老二哲為學，以及為了安撫股東與證劵分析師的應急之道。

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現今企業若是缺乏脈絡清晰且前後一貫的策略，其危險程度將比過去任何時期都更

為嚴重。而那些空有策略方向，但其執行態度輕

率、過

程與品

質粗劣

的企業，所面臨的危機也同樣重大，這些都是未來領導人所要思考的問題。

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WhatWhat are Strategies?are Strategies?

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Strategies are broad, directionalStrategies are broad, directional

statements of purpose. They tell companystatements of purpose. They tell company

what it wants to do and where it wants towhat it wants to do and where it wants tobe : they are the company’s marketbe : they are the company’s market

guides.guides.

Increasing sales, introducing andIncreasing sales, introducing andrepositioning products, entering andrepositioning products, entering anddiscovering new consumer segments, anddiscovering new consumer segments, and

overcoming consumer objections are allovercoming consumer objections are allstrategies that the company’s concertedstrategies that the company’s concertedefforts strive too reach.efforts strive too reach.

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AA strategy is often difficult to develop.strategy is often difficult to develop.

Most people write strategies that are tooMost people write strategies that are too

specific and insufficient as a directionalspecific and insufficient as a directionalstatement. Strategies are guides for thestatement. Strategies are guides for themarketing process and reflect the policiesmarketing process and reflect the policies

of the company, not procedures.of the company, not procedures.Plan are procedures and should not bePlan are procedures and should not bedevised until strategies are welldevised until strategies are welldeveloped. Conversely, strategies shoulddeveloped. Conversely, strategies should

not contain the operational, detailednot contain the operational, detailedinformation found in the plans.information found in the plans.

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The bestThe best wayway to understand strategiesto understand strategies

is to see an example.is to see an example.

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Student Background FormStudent Background Form

Name: Team(Instructor’s Use):Name: Team(Instructor’s Use): Classification Freshman Sophomore Junior Senior Classification Freshman Sophomore Junior Senior

Graduate:Graduate: Major : Marketing Other Business Other Major : Marketing Other Business Other Residence On Campus Far from CampusResidence On Campus Far from Campus Employment None :Part-Time Full-TimeEmployment None :Part-Time Full-Time

Are Most f Your Classes :Day NightAre Most f Your Classes :Day Night Consumer Behavior Consumer Behavior PsychologyPsychology

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Business Report WritingBusiness Report Writing Principles of MarketingPrinciples of Marketing Marketing StrategyMarketing Strategy

Information Systems/Management ScienceInformation Systems/Management Science At least one semester of StatisticsAt least one semester of Statistics Other Other Other Other

Computer SkillsComputer Skills Word ProcessingWord Processing SpreadsheetsSpreadsheets Have you used a personal computer and modem toHave you used a personal computer and modem to

communicate with campus computers?communicate with campus computers? Have you completed a major business project in anyHave you completed a major business project in any

other course?other course? Other Information Desired by Information Desired byOther Information Desired by Information Desired by

the Instructor:the Instructor:

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YOUR PERSONAL PLANYOUR PERSONAL PLAN

You should have a plan for graduating andYou should have a plan for graduating and

beginning a career. Use the form below tobeginning a career. Use the form below tobegin your personal plan.begin your personal plan.

I. Goals and ObjectivesI. Goals and Objectives I will graduate byI will graduate by Special skills that you will develop beforeSpecial skills that you will develop before

graduation, e.g., computer graphics, businessgraduation, e.g., computer graphics, businesswriting, interviewing skills, etc.writing, interviewing skills, etc.

Describe, in detail, what your life will be fiveDescribe, in detail, what your life will be fiveyears after graduation your job, Salary,years after graduation your job, Salary,location, family status, etc.location, family status, etc.

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II. PlansII. Plans List the course you still need to take in order to graduate, theList the course you still need to take in order to graduate, the

semester in which you will take them, and the grade you intend tosemester in which you will take them, and the grade you intend toreceive in each. USE A SEPARATE FOR ADDITIONAL ROOM IFreceive in each. USE A SEPARATE FOR ADDITIONAL ROOM IF

NECESSARY.NECESSARY. Course Title Semester GradeCourse Title Semester Grade Describe some of the specific steps that you will take to achieveDescribe some of the specific steps that you will take to achieve

your five year goals. For example, if you want to make $40,000 per your five year goals. For example, if you want to make $40,000 per year, what steps will you take to achieve this? Be both specific andyear, what steps will you take to achieve this? Be both specific andbrief. USE A SEPARATE SHEET FOR ADDITIONAL ROOM IFbrief. USE A SEPARATE SHEET FOR ADDITIONAL ROOM IF

NECESSARY.NECESSARY.

III. EvaluationIII. Evaluation Now, evaluate your current progress toward your goals. Is itNow, evaluate your current progress toward your goals. Is it Poor Satisfactory ExcellentPoor Satisfactory Excellent

Also , provide a brief assessment of the objectives themselves. DoAlso , provide a brief assessment of the objectives themselves. Doyou feel that they are realistic and attainable?you feel that they are realistic and attainable?

Can you easily reach them or will they be very difficult to attain?Can you easily reach them or will they be very difficult to attain?

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GROUP INFORMATION SHEETGROUP INFORMATION SHEET

YOUR NAME: Team:YOUR NAME: Team:MEETING TIMES:MEETING TIMES:

Regular MeetingRegular MeetingAlternate#1Alternate#1Alternate#2Alternate#2

GROUP COMPOSITIONGROUP COMPOSITION TEAM MEMBER: PHONE:TEAM MEMBER: PHONE:SPECIAL SKILLS:SPECIAL SKILLS:

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Client Interview formClient Interview form

Name Of FirmName Of FirmAddressAddressContract PhoneContract PhoneGeneral Information:General Information:Years in operation and background:Years in operation and background:Major products, product line, or services:Major products, product line, or services:Customers:Customers:Geographical distribution:Geographical distribution:

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Client Interview form Cont..Client Interview form Cont..

Descriptive CharacteristicsDescriptive Characteristics( Age,Sex,Income,Occupation,Marital Status, etc.):( Age,Sex,Income,Occupation,Marital Status, etc.):

Do you have customer groups that differ significantly fromDo you have customer groups that differ significantly from

each other? If so, how?each other? If so, how?

Are there customer groups you think you should be reachingAre there customer groups you think you should be reaching

but aren’t ? If so, What do you think is the reason they aren’tbut aren’t ? If so, What do you think is the reason they aren’tbeing reached?being reached?

Are all of your potential customer groups sufficiently aware of Are all of your potential customer groups sufficiently aware of your product or service? If yes, why do you do think that? If your product or service? If yes, why do you do think that? If not, why not?not, why not?

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Client Interview form Cont…Client Interview form Cont…

Competition:Competition: Who do you believe to be your major competitor(s) and is (are) theWho do you believe to be your major competitor(s) and is (are) the

particular strength(s) of each?particular strength(s) of each? Competitor Major StrengthsCompetitor Major Strengths

Pricing:Pricing: How important is pricing in maintaining your competitive position?How important is pricing in maintaining your competitive position?

How are your prices compared to your competitor(s)?How are your prices compared to your competitor(s)? How do you set your prices changes?How do you set your prices changes?

Advertising:Advertising: How important is advertising in maintaining your competitive position?How important is advertising in maintaining your competitive position? What does your advertising say?What does your advertising say? How much (or how often) do you advertise?How much (or how often) do you advertise? Where do your advertise?Where do your advertise? Do your competitors advertise more or less than you do ?Do your competitors advertise more or less than you do ? Do you think their advertising is effective?Do you think their advertising is effective?

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Client Interview form Cont…Client Interview form Cont… Sales Promotion:Sales Promotion: Are sales , special prices, coupons or other promotional items important toAre sales , special prices, coupons or other promotional items important to

the success of your business?the success of your business? Which kinds do you and your competitors use?Which kinds do you and your competitors use?

Do you use these methods to attract new customers or to build loyaltyDo you use these methods to attract new customers or to build loyalty

among existing customers?among existing customers?

Distribution or Location:Distribution or Location:

How important is distribution or location in maintaining your competitiveHow important is distribution or location in maintaining your competitive

position?position?

How is your location compared to your competitors?How is your location compared to your competitors? Personal selling and customer service:Personal selling and customer service: How important is personal and/or customer service in maintaining your How important is personal and/or customer service in maintaining your

competitive position ?competitive position ? How is your sales staff compared to your competitor(s)?How is your sales staff compared to your competitor(s)?

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Client Interview form Cont..Client Interview form Cont..

Major Decisions:Major Decisions:Are there major decisions in any area of your Are there major decisions in any area of your

business that you are contemplating withinbusiness that you are contemplating withinthe next year?the next year?

Decision #1:#2: …Decision #1:#2: …Major alternatives:Major alternatives:Greatest uncertainty about alternatives:Greatest uncertainty about alternatives:

What would you like to know that would helpWhat would you like to know that would helpreduce this uncertainty?reduce this uncertainty?OTHER INFORMATIONOTHER INFORMATION

O

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PEER EVALUATIONPEER EVALUATION

The purpose of this is to allow you to evaluate theThe purpose of this is to allow you to evaluate therelative contribution of your group to the project yourelative contribution of your group to the project youhave performed. Your instructor may ask you to assignhave performed. Your instructor may ask you to assigna score to the overall contribution of each teama score to the overall contribution of each teammember, or she/he may ask you to evaluate individualmember, or she/he may ask you to evaluate individual

areas as well as the overall contribution. I n makingareas as well as the overall contribution. I n makingyour evaluation, you should divide 100 points amongyour evaluation, you should divide 100 points amongthe members of the group, other than Thus, the total inthe members of the group, other than Thus, the total ineach column should be 100. You will not evaluateeach column should be 100. You will not evaluateyourself. However, you may use the “Comments”yourself. However, you may use the “Comments”

space at the bottom of the form, as well as the back, tospace at the bottom of the form, as well as the back, tomention specific aspects of your performance, or tomention specific aspects of your performance, or toprovide written comments about the team members.provide written comments about the team members.

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/CP i /C t ib ti A l i

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Price/Contribution AnalysisPrice/Contribution Analysis

In the spaces below, list each product that is offered by your In the spaces below, list each product that is offered by your client. Next to it, list the total variable costs for that product. If client. Next to it, list the total variable costs for that product. If you are unable to determine the exact variable cost, make anyou are unable to determine the exact variable cost, make anestimate. Your client may be hesitant to share some of thisestimate. Your client may be hesitant to share some of thisinformation with you, Copy this form for more room.information with you, Copy this form for more room.

Product Selling PriceProduct Selling Price Variable Cost ( Type and Dollar Value)Variable Cost ( Type and Dollar Value) Contribution MarginContribution Margin Now, use the information above to calculate the totalNow, use the information above to calculate the total

contribution margin for this company. For consistency, choosecontribution margin for this company. For consistency, choosethe same sales period for each product. For example,the same sales period for each product. For example,calculate the number of units sold for a certain week, month,calculate the number of units sold for a certain week, month,etc.etc.

Sales Mix CalculationSales Mix Calculation Sales Period toSales Period to

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ProductProduct

Unit contribution MarginUnit contribution MarginNumber SoldNumber Sold

Total Contribution MarginTotal Contribution Margin

TotalTotal

Analyzing PromotionalAnalyzing Promotional

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Analyzing PromotionalAnalyzing PromotionalEffectivenessEffectiveness

Use the form below to rate theUse the form below to rate theeffectiveness of each promotion. Copy thiseffectiveness of each promotion. Copy thisform for more room. If you have someform for more room. If you have somecalculations to reinforce your evaluation,calculations to reinforce your evaluation,attach them to this form.attach them to this form.

Promotion Calculations Attached?Promotion Calculations Attached?Success Rating (Poor>>>Good)Success Rating (Poor>>>Good)

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Analyzing Your CompetitionAnalyzing Your Competition

Use this as a guide for analyzing the competition.Use this as a guide for analyzing the competition.Copy this from if you need more room.Copy this from if you need more room.

Competitor:Competitor:

Address:Address:

Organization:Organization: Parent company:Parent company: Subsidiaries:Subsidiaries:

Marketing Director:Marketing Director: His/Her experience:His/Her experience: Description of sale organization:Description of sale organization:

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Product name and description:Product name and description: Sales changes in the product:Sales changes in the product: Price structures:Price structures:

Distribution:Distribution: Type of promotions and probable costs:Type of promotions and probable costs: Description of the market segments the completion serves:Description of the market segments the completion serves: Most outstanding benefits the product offers these segments:Most outstanding benefits the product offers these segments:

Weaknesses of the product in relation to these segments:Weaknesses of the product in relation to these segments: How their product compares with yours:How their product compares with yours: Where is this competitor on the Benefit/Segment Matrix?Where is this competitor on the Benefit/Segment Matrix? Major strategy for competing with this product:Major strategy for competing with this product:

S ti Th k tS ti Th k t

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Segmenting The marketSegmenting The market

Carefully write in all information gathered on each segment, Be specific.Carefully write in all information gathered on each segment, Be specific.You may wish to make copies of this form for extra room.You may wish to make copies of this form for extra room.

Primary segment:Primary segment: Demographic variables common to this segment:Demographic variables common to this segment: Geographic origins:Geographic origins:

Usage-rate and other usage features:Usage-rate and other usage features: Secondary segment:Secondary segment: Demographic variables common to this segment:Demographic variables common to this segment: Geographic origins:Geographic origins: Usage-rate and other usage features:Usage-rate and other usage features: Tertiary segment:Tertiary segment: Demographic variables common to this segment:Demographic variables common to this segment: Geographic origins:Geographic origins: Usage-rate and other usage features:Usage-rate and other usage features:

Predicting Market Growth orPredicting Market Growth or

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Predicting Market Growth or Predicting Market Growth or DeclineDecline

Use the following list as a log for Use the following list as a log for cataloging the information that you hopecataloging the information that you hope

to acquire. Make copies of this form for to acquire. Make copies of this form for more room.more room.

Market SegmentMarket Segment

Type of Information Needed to PredictType of Information Needed to PredictGrowth or Decline Source of Growth or Decline Source of InformationInformation

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The market environmentThe market environment

Use the spaces below to carefully analyzeUse the spaces below to carefully analyzethe environmental variables that affectthe environmental variables that affect

your client. Start with the most obviousyour client. Start with the most obvious

conditions first and then proceed to theconditions first and then proceed to themore subtle variables. After listing eachmore subtle variables. After listing each

environmental influence, list theenvironmental influence, list the

opportunities or challenges that eachopportunities or challenges that eachpresents. Make copies of this form if youpresents. Make copies of this form if youneed more room.need more room.

LegalLegal

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LegalLegal

PoliticalPoliticalTechnologicalTechnological

SocialSocial

EconomicEconomic

VariableVariable

Opportunity/ChallengeOpportunity/Challenge

Th k ti St t G idThe marketing Strateg Grid

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The marketing Strategy GridThe marketing Strategy Grid

On the grid below , place your client’sOn the grid below , place your client’scompany and the Competition. Then, listcompany and the Competition. Then, list

the reasons for your decision.the reasons for your decision.

MarketDemand

Benefits Strong Moderat

e

Weak

Full 1 2 3

Medium 4 5 6

Limited 7 8 9

Th M k ti i f ti S tThe Marketing information System

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The Marketing information SystemThe Marketing information System

Use the forms that are contained in this Appendix toUse the forms that are contained in this Appendix todefine your client’s MIS.define your client’s MIS.

Information needs and likely sources for thatInformation needs and likely sources for that

information:information: Information CategoryInformation Category Current Customer Current Customer General Customer General Customer CompletiveCompletive EnvironmentalEnvironmental Marketing EfficiencyMarketing Efficiency Others:Others:

I f ti N d dInformation Needed:

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Information Needed:Information Needed:

Who Needs It?Who Needs It? Why do people need this information?Why do people need this information? Where can it be found?Where can it be found?

Source1)Source1)

Source 2)Source 2) Who is responsible for compiling it?Who is responsible for compiling it? When is it due?When is it due? How should it be presented? (Circle one)How should it be presented? (Circle one) Graph or ChartGraph or Chart ReportReport FormForm ON its ownON its own When should the data be reported?When should the data be reported?

Writing o r StrategWriting your Strategy

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Writing your StrategyWriting your Strategy

Write your major strategy statement.Write your major strategy statement.

Including all five parts discussed in AnIncluding all five parts discussed in An

Example of a Strategy. Be brief andExample of a Strategy. Be brief andrealistic. You can further develop your realistic. You can further develop your

strategy later. You may wish to makestrategy later. You may wish to make

copies of form for future use.copies of form for future use.

Setting ObjectivesSetting Objectives

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Setting ObjectivesSetting Objectives

In the spaces below, establish some objectives for your company. Use thisIn the spaces below, establish some objectives for your company. Use thisopportunity to demonstrate that each objective meets the three criteria :opportunity to demonstrate that each objective meets the three criteria :Measurable, Attainable, and Timely. Make copies of this form if you needMeasurable, Attainable, and Timely. Make copies of this form if you needmore room.more room.

Measurable Goals that are quantitative are measurable. Make sure notesMeasurable Goals that are quantitative are measurable. Make sure notesabout the types of measures used and where the information can be found.about the types of measures used and where the information can be found.

Attainable. Use some of the Math of Marketing that you will learn fromAttainable. Use some of the Math of Marketing that you will learn from

Chapter Nine of this to demonstrate the ability to reach the objective.Chapter Nine of this to demonstrate the ability to reach the objective. Timely If a goal has a time limit on it is timely. The system used below willTimely If a goal has a time limit on it is timely. The system used below will

require a time frame. It is not necessary to re-justify timeliness.require a time frame. It is not necessary to re-justify timeliness. ObjectivesObjectives Short-term (within 6 months)Short-term (within 6 months)

Objective:Objective:

Demonstrate ability to attain:Demonstrate ability to attain:

Writing The Basic Selling IdeaWriting The Basic Selling Idea

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Writing The Basic Selling IdeaWriting The Basic Selling Idea

Step 1Step 1. Assessing User Needs. In the. Assessing User Needs. In theBenefit/Segment Matrix section, you examinedBenefit/Segment Matrix section, you examinedyour segments’ needs. Your list of benefits shouldyour segments’ needs. Your list of benefits shouldfit these needs.fit these needs.

Primary segment name:Primary segment name:

Unfulfilled needs:Unfulfilled needs:

Secondary segment name:Secondary segment name:


Tertiary segment name:Tertiary segment name:


Step 2:Step 2: Assessing Product Benefits Describe of your product thatAssessing Product Benefits Describe of your product that

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Step 2:Step 2: Assessing Product Benefits. Describe of your product thatAssessing Product Benefits. Describe of your product thatmeet the needs of the segments. If the benefits do not needs, thenmeet the needs of the segments. If the benefits do not needs, thensomething is wrong. Either redesign your product or redefine your something is wrong. Either redesign your product or redefine your segment.segment.

Write the benefits of your product in the spaces below.Write the benefits of your product in the spaces below. Primary segment name:Primary segment name: Benefits that needs:Benefits that needs: Secondary segment name:Secondary segment name: Unfulfilled needs:Unfulfilled needs:

Tertiary segment name:Tertiary segment name: Unfulfilled needs:Unfulfilled needs: The Language of PromotionsThe Language of Promotions The words used in a BSI translate into advertisements. For thisThe words used in a BSI translate into advertisements. For this

reason, they need to be carefully chosen. Use descriptive wordsreason, they need to be carefully chosen. Use descriptive words

that accurately translate a feeling into an image and convey athat accurately translate a feeling into an image and convey amessage to be carefully chosen. Use descriptive words thatmessage to be carefully chosen. Use descriptive words thataccurately translate a “filling” into “image” and convey a message toaccurately translate a “filling” into “image” and convey a message tothe user. The message should be “this product is perfect for you”.the user. The message should be “this product is perfect for you”.

It is different to choose the right adjectives to convey your intendedIt is different to choose the right adjectives to convey your intendedmessage.message.

Writing your marketing mixWriting your marketing mix

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g y gg y gstrategiesstrategies

Make copies of this form for each of the segmentsMake copies of this form for each of the segmentsin your market. Then write In the name of thein your market. Then write In the name of thesegment and briefly describe five strategies for segment and briefly describe five strategies for

each marketing mix variable for that segment.each marketing mix variable for that segment.SEGMENT NAMESEGMENT NAME Price Strategies:Price Strategies: Product Strategies:Product Strategies:

Promotion Strategies:Promotion Strategies: Distribution Strategies:Distribution Strategies:

Writing Your Marketing Action PlanWriting Your Marketing Action Plan

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Writing Your Marketing Action PlanWriting Your Marketing Action Plan

Reread your Marketing Mix Strategies,Reread your Marketing Mix Strategies,and choose one for this exerciseand choose one for this exercise(promotional strategies provide the most(promotional strategies provide the most

variety in Action Plan writing). Break your variety in Action Plan writing). Break your strategy into as many Action Plans asstrategy into as many Action Plans aspossible (one Action Plan for eachpossible (one Action Plan for eachmarketing idea). Name each Action Planmarketing idea). Name each Action Plan

and list its purposes to the right. You mayand list its purposes to the right. You maywish to make copies of this form for futurewish to make copies of this form for futureuse.use.

Action Plan: Purposes:Action Plan: Purposes:

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Now select an Action Plan from those you haveNow select an Action Plan from those you havelisted. Review the eight essential ingredientslisted. Review the eight essential ingredients

described in Elements of the Action Plan to getdescribed in Elements of the Action Plan to getstarted.started. Action Plan Number:Action Plan Number: Date:Date:

Title:Title: Personal in Charge:Personal in Charge: Qualitifications :Qualitifications : Objective:Objective:

Plan of Action (outline in steps):Plan of Action (outline in steps):Estimated Cost (show calculations):Estimated Cost (show calculations):

Method of Evaluation:Method of Evaluation:

A Marketing Budget FormA Marketing Budget Form

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A Marketing Budget FormA Marketing Budget Form

Action Plan Evaluation FormAction Plan Evaluation Form

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Action Plan Evaluation FormAction Plan Evaluation Form

Use this form to evaluate each success or failure of theUse this form to evaluate each success or failure of theAction Plan. Make copies of this form if you need moreAction Plan. Make copies of this form if you need moreroom.room.

Plan Number Plan Number Plan NamePlan Name Person in ChargePerson in Charge Evaluator Evaluator Expected Completion Date of This Action PlanExpected Completion Date of This Action Plan Actual Completion Date of This Action PlanActual Completion Date of This Action Plan Were They Met? (Circle One) Yes , NoWere They Met? (Circle One) Yes , No Objectives of the Action PlanObjectives of the Action Plan How was Success or Failure evaluated? State criteriaHow was Success or Failure evaluated? State criteria

and show calculationsand show calculations

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Action Plan CostsAction Plan Costs

Predicted Actual DifferencePredicted Actual Difference

Reasons for Cost DifferenceReasons for Cost Difference

Overall Evaluation Of Plan (Circle One)Overall Evaluation Of Plan (Circle One)

Excellent Very ,Good , Average ,Poor Excellent Very ,Good , Average ,Poor ,Terrible,Terrible

Signature of Evaluator DateSignature of Evaluator Date

Signature of person in ChargeSignature of person in Charge

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