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1、Chapter3 TheRoleofMarketinginStrategicPlanning“Wouldyoutellme,please,whichwayIoughttogofromhere?”-Alice (fromLewisCarroll’sAliceinWonderland)©2006PearsonEducation,Inc.MarketingforHospitalityandTourism,4theditionUpperSaddleRiver,NJ07458Kotler,Bowen,andMakensChapterObjectivesExplaincompany-wi
2、destrategicplanningUnderstandtheconceptsofstakeholders,processes,resources,andorganizationastheyrelatetoahigh-performingbusinessExplainthefourplanningactivitiesofcorporatestrategicplanning©2006PearsonEducation,Inc.MarketingforHospitalityandTourism,4theditionUpperSaddleRiver,NJ07458Kotler,Bow
3、en,andMakensChapterObjectivesUnderstandtheprocessesinvolvedindefiningacompany’smissionandsettinggoalsandobjectivesDiscusshowtodesignbusinessportfoliosandgrowthstrategiesExplainthestepsinvolvedinthebusinessstrategyplanningprocess©2006PearsonEducation,Inc.MarketingforHospitalityandTourism,4the
4、ditionUpperSaddleRiver,NJ07458Kotler,Bowen,andMakensMarket-OrientedStrategicPlanningMarket-orientedstrategicplanningisthemanagerialprocessofdevelopingandmaintainingafeasiblefitbetweentheorganization’sobjectives,skillsandresourcesanditschangingmarketopportunities©2006PearsonEducation,Inc.Mark
5、etingforHospitalityandTourism,4theditionUpperSaddleRiver,NJ07458Kotler,Bowen,andMakensKeyIdeasDefiningStrategicPlanningManagecompaniesbusinessesasaninvestmentportfolioAssessfutureprofitpotentialDevelopthestrategyitself©2006PearsonEducation,Inc.MarketingforHospitalityandTourism,4theditionUppe
6、rSaddleRiver,NJ07458Kotler,Bowen,andMakensNatureofHigh-PerformanceBusinessStakeholdersProcessesResourcesOrganization©2006PearsonEducation,Inc.MarketingforHospitalityandTourism,4theditionUpperSaddleRiver,NJ07458Kotler,Bowen,andMakensTheRelationshipBetweenAnalysis,Planning,Implementation,andCo
7、ntrol©2006PearsonEducation,Inc.MarketingforHospitalityandTourism,4theditionUpperSaddleRiver,NJ07458Kotler,Bowen,andMakensTheHighPerformanceBusiness(Excerptedfromthefirstquarter1992issueofPrism,thequarterlyjournalforseniormanagers, publishedbyArthur
