Stars are high-growth

a). Stars are high-growth, high-share businesses or products (they need heavy
investment to finance their rapid growth potential).
b). Cash Cows are low-growth, high-share businesses or products (they are established,
successful, and need less investment to hold share).
c). Question Marks are low-share business units in high-growth markets (they require
a lot of cash to hold their share).
d). Dogs are low-growth, low-share businesses and products (they may generate enough
cash to maintain themselves, but do not have much future). Once it has classified its SBUs, a
company must determine what role each will play in the future. The four strategies that can be
pursued for each SBU are:
1). The company can invest more in the business unit in order to build its share.
2). The company can invest enough just to hold at the current level.
3). The company can harvest the SBU.
4). The company can divest the SBU.
As time passes, SBUs change their positions in the growth-share matrix. Each has its own life cycle. The growth-share matrix has done much to help strategic planning study; however, there are problems and limitations with the method.

1). They can be difficult, time-consuming, and costly to implement.

2). Management may find it difficult to define SBUs and measure market share and growth.

3). They focus on classifying current businesses but provide little advice for future planning.

4). They can lead the company to placing too much emphasis on market-share growth or
growth through entry into attractive new markets. This can cause unwise expansion into hot, new,
risky ventures or giving up on established units too quickly. In spite of the drawbacks, most firms
are still committed to strategic planning.
The modern marketing department evolved through several stages. It started as a sales department, and later took on ancillary functions, such as advertising and marketing research. As the ancillary functions grew in importance, many companies created a separate marketing department to manage them. Sales and marketing people generally worked well together. Eventually, the two departments were merged into a modern marketing department headed by a marketing vice-president. A modern marketing department, however, does not automatically create an effective marketing company unless the other departments accept and practice customer orientation. When a company refocuses its organizational structure on key process, rather than departments, it becomes a process-outcome-based company.
Modern marketing departments are organized in a number of ways. A functional marketing organization is where separate managers head marketing functions, reporting to the marketing vice-president. A geographical marketing organization allocates its sales organization resources along geographic lines, nationally, regionally, or locally. A product management organization assigns products to product managers who work with functional specialists to develop and achieve product plans. A market management organization assigns major markets to market managers who in turn work with functional specialists to develop and implement their plans. Some large companies use a product and market management organization called a matrix organization. Finally, multi-division companies usually operate with a corporate marketing department and divisional marketing departments.
In order to find the best competitive marketing strategy and put it into action, marketing managers perform four important marketing management functions: (1) marketing analysis, (2) marketing planning, (3) marketing implementation, and (4) marketing control. Through these activities, the company watches and adapts to the marketing environment.

Strategic Control
Stategic Planning Process,mission ,environmental analysis ,internal
external goal formulation , strategy formulation , program formulation
implementation , feedback & control
1.Determine how a company can identify the segments that make up a market.
2.Determine the criteria a company can use to choose the most attractive markets.