Strategic Planning for Competitive Advantage

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CHAPTER 2 Strategic Planning for Competitive Advantage This chapter begins with the learning outcome summaries, followed by a set of lesson plans for you to use to deliver the content in Chapter 2. Lecture (for large sections) on page 4 Company Clips (video) on page 6 Group Work (for smaller sections) on page 8 Review and Assignments begin on page 9 Review questions Application questions Application exercise Ethics exercise Video assignment Case assignment Great Ideas for Teaching Marketing from faculty around the country begin on page 20 Learning Outcomes 2-1 Understand the importance of strategic planning Strategic planning is the basis for all marketing strategies and decisions. These decisions affect the allocation of resources and ultimately the financial success of the company. 2-2 Define strategic business units (SBUs) Each SBU should have these characteristics: a distinct mission and a specific target market; control over resources; its own competitors; a single business; plans independent from other SBUs in the organization. Each SBU has its own rate of return on investment, growth potential, and associated risks, and requires its own strategies and funding. 2-3 Identify strategic alternatives Ansoff’s opportunity matrix presents four options to help management develop strategic alternatives: market penetration, market development, product development, and diversification. In selecting a strategic alternative, managers may use a portfolio matrix, which classifies strategic business units as stars, cash cows, problem children (or question marks), and dogs, depending on their present or projected growth and market share. Alternatively, the GE model suggests that companies determine strategic alternatives based on the comparisons between business

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