Marketing Strategy and Competitive Positioning pdf ebook

CHAPTER 2 STRATEGIC MARKETING PLANNING
Hooley et al. (1992) discuss the elements that go to make up an effective statement of 
mission, and these are shown in Figure 2.2. An effective mission statement needs to spell 
out the following:
1 
The strategic intent (see Hamel and Prahalad, 1989), or vision of where the organisation 
wants to be in the foreseeable future. Hamel and Prahalad cite examples of strategic 
intent for Komatsu (earthmoving equipment manufacturers) as being to ‘encircle Cater-
pillar’, and for the American Apollo space programme as ‘landing a man on the moon 
ahead of the Soviets’. However, strategic intent need not be as inherently competitive 
as these examples. It might focus on the achievement of a set of worthy social goals, or 
improving quality of life for particular groups of people or animals.
2 
The values of the organisation should be clearly stated and communicated in order 
to set an ethical and moral tone that guides operations. Mars (confectionery) articu-
lates five ‘principles’ that guide the actions and decision making of its employees. 
These are:
Quality: The consumer is our boss, quality is our work and value for money is our goal.
Responsibility: As individuals, we demand total responsibility from ourselves; as associates, 
we support the responsibilities of others.
Mutuality: A mutual benefit is a shared benefit; a shared benefit will endure.
Efficiency: We use resources to the full, waste nothing and do only what we can do best.
Freedom: We need freedom to shape our future; we need profit to remain free.
(Mars, 2019)
Clearly, once value statements are articulated, it is important that they guide the actions 
of organisational stakeholders. If not then there is little point in spending time and effort 
in producing them. Additionally, certain stakeholders may become cynical about the 
underlying business ethos driving an organisation that might do this.
Similarly, assertions about concern for the environment in mission statements can 
sound hollow if not followed up with deeds and actions.
Figure 2.2 
Components of mission
Competitive positioning
Differential advantage
Market definition
Customer targets
Distinctive competencies
Core skills
Company values
Guiding principles
Mission
Objectives and strategy
Strategic intent
Vision of what you want to be

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THE MARKETING STRATEGY PROCESS
3 
The distinctive competencies of the organisation should articulate what differentiates 
the organisation from others of its kind – what its distinctive essence is. This is a difficult 
but necessary thing for many organisations. It seeks to spell out the individuality of the 
organisation, and clarify why it exists as a separate entity and what is special about it.
4