Strategic Marketing Management

The Strategic Marketing Management



[Date of Submission]

Introduction3

Discussion4

The Planning Principles for Strategic Planning4

The First Planning Principle4

The Second Planning Principle5

The Third Planning Principle5

The Fourth Planning Principle6

The Tools and Techniques for Strategic Planning6

The Balance Scorecard6

The Value and Strategy of Shell7

The Shareholder Responsibilities of Shell7

The Formation of BSC of Shell8

The Available Marketing Strategies Options and their Limitations and Benefits10

The Swot Analysis10

The Limitations and Benefits of Swot Analysis10

The PEST Analysis11

The Limitations and Benefits of PEST Analysis11

Conclusion12

The Strategic Marketing Management

Introduction

Strategic planning is a formally documented process that demonstrates the beneficial decisions for an organisation so that it can thrive for the future. Corporate strategic plan is resulted from the process of strategic planning. In a strategic plan, the organisational ethical code of conduct and its purpose are defined, along with, the strategic that aim to achieve the organisational targets (De Geus, 1988, pp. 70). There are some various decisions that are related to the future prospect of the organisation. The strategies our developed within the strategic planning to counter the upcoming issues that an organisation can face and the relevant decisions that needs to be made, in order to achieve its aims and objectives.

The Royal Dutch Shell is incorporated in Wales and England and is a parent company of Shell, which is a global group of petrochemical and energy companies. Shell seeks to help in meeting the global energy demand in a responsible and affordable way and providing a competitor shareholder returns, seeks to be an energy company in the future. Shell has around 6,4000 employees in the United Kingdom and makes a major contribution to the economy by providing investment, tax revenues and employment, along with, catering services and products to its customers.

In the following report, the range of techniques and tools and planning principles, through which the Shell has developed their marketing strategy, are briefly discussed. Along with the planning process that underpin the strategic marketing plan of the company. Moreover, the range of available options for marketing strategy and their limitations and benefits are outlined.

Discussion

The Planning Principles for Strategic Planning

Since the early 1970s, for enhancing strategic management, scenarios have been an essential tool at Royal Dutch Shell. The annual cycle of business and strategic planning of the Shell are fully integrated with scenario planning. To make scenario planning more meaningful to line managers, improved methodologies are developed by Shell to effectively respond to the challenges. The scenario team leaning that takes place at the SBU level is integrated into the group planning system (Schoemaker & Van Der Heijden, 1993, pp. 157). Options management, competitive positioning, focused scenarios and strategic visions are the four elements in this interactive process. These elements help managers in making effective use of their learning developed from the experimentation of the scenarios.

In the first step, competitive position analysis and scenario building both guided by a strategic vision and as similar activities are conducted by Shell. In the second step, the original strategic vision is amplified by the insights and information gained from the scenario building and competitive position ...