marketing plan final
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good structure for marketing planTRANSCRIPT
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Marketing PlanMarketing Plan
Authors:Authors:Prof. Keegan, Prof. MalcolmProf. Keegan, Prof. Malcolm
Presenters: M. AzadiPresenters: M. Azadi M. Tabatabaei M. Tabatabaei
Chapter 8
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ObjectivesObjectives Marketing planningMarketing planning
Tactical and Strategic Marketing PlansTactical and Strategic Marketing Plans Marketing planning processMarketing planning process
Marketing auditsMarketing audits Corporate PlanningCorporate Planning
AssumptionsAssumptions Marketing ObjectivesMarketing Objectives
Marketing StrategyMarketing Strategy Marketing ProgramMarketing Program Mission statementsMission statements
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Marketing PlanningMarketing Planning An outline of a design to An outline of a design to
accomplish a specific objective: accomplish a specific objective: – To create value for customers at a To create value for customers at a
profit, or in the new concept of profit, or in the new concept of marketing,marketing,
– To create a mutually beneficial To create a mutually beneficial relationshiprelationship
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Marketing PlanningMarketing Planning
Market Needs
Wants
Strengths of organization
Weakness of organization
Existing competitors
Expected competitorsDesign for
creating value
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Marketing Planning Marketing Planning ProcessProcess
Definition:Definition: The application of marketing The application of marketing
resources to achieve marketing resources to achieve marketing objectives. objectives.
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Marketing Planning Marketing Planning Process Process
1.1. Performing a situation analysisPerforming a situation analysis2.2. Formulating basic assumptionsFormulating basic assumptions
3.3. Setting objectives for what is being Setting objectives for what is being sold and to whomsold and to whom
4.4. Deciding how the objectives are to be Deciding how the objectives are to be achievedachieved
5.5. Scheduling and costing out the Scheduling and costing out the actions necessary for implementationactions necessary for implementation
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DevelopDevelopa Market Plana Market Plan
Management provides little guidance as Management provides little guidance as to how the process should be managed.to how the process should be managed.
– To Compromise between what is desirable and To Compromise between what is desirable and what is practicablewhat is practicable
Management must be Management must be customizedcustomized to their to their particular organizationparticular organization
– SizeSize– ComplexityComplexity
– Character and diversity of company Character and diversity of company operationsoperations
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Essential of Marketing Essential of Marketing PlanningPlanning
We need marketing planning We need marketing planning when hostiles increased and when hostiles increased and
environment is complex.environment is complex.
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Our ChallengeOur Challenge We should manage:We should manage:
Revenue Profit Return on investment
Cost
Optimization
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Application of Application of Marketing PlanMarketing Plan1.1. To help identify sources of competitive advantageTo help identify sources of competitive advantage
2.2. To force an organized approachTo force an organized approach3.3. To develop specificityTo develop specificity
4.4. To ensure consistent relationshipsTo ensure consistent relationships5.5. To inform everyone in the organization about To inform everyone in the organization about
prioritiespriorities6.6. To obtain resources needed to implement plansTo obtain resources needed to implement plans
7.7. To engage organizational support at all levels, To engage organizational support at all levels, form the bottom to the top of the organizationform the bottom to the top of the organization
8.8. To set objectives and strategiesTo set objectives and strategies9.9. To gain commitment towards goalsTo gain commitment towards goals
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The Elements of The Elements of StrategyStrategy
1.1. Stepping back form Stepping back form the day to daythe day to day
2.2. Ideas and thoughtIdeas and thought3.3. Activity/ActionActivity/Action
4.4. Setting Objectives and Setting Objectives and goalsgoals
5.5. Important decisions Important decisions and choicesand choices
6.6. Significant Significant commitment of commitment of
resourcesresources7.7. Not easily reversibleNot easily reversible
8.8. Involves Involves choice/tradeoffschoice/tradeoffs
9.9. DifferentiationDifferentiation10.10. InsightInsight11.11. VisionVision
12.12. Defines the business Defines the business we are inwe are in
13.13. Defines the business Defines the business we are becomingwe are becoming
14.14. ValueValue15.15. TradeoffsTradeoffs
16.16. Objectives and goalsObjectives and goals17.17. Strategy Vs. TacticsStrategy Vs. Tactics
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Strategic PlanStrategic PlanDefinition:Definition:
A clear and simple summary of A clear and simple summary of – Key market trends,Key market trends,
– Key target segments, Key target segments, – The value required by each segment,The value required by each segment,
– How the company intends to create value,How the company intends to create value,– With a clear prioritization of marketing With a clear prioritization of marketing objectives and strategies, together with objectives and strategies, together with
financial consequences. financial consequences.
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Biggest Danger for Biggest Danger for OrganizationsOrganizations
Most Managers Most Managers prefer to sell the prefer to sell the products they find products they find easiest to sell to easiest to sell to customers who customers who offer the least line offer the least line of resistance.of resistance.
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StrategyStrategy
Strategy describes:Strategy describes: The direction a business will pursue and The direction a business will pursue and
guides the allocation of resources and effortguides the allocation of resources and effort The business we are in and becoming.The business we are in and becoming.
And provides:And provides: The logic that integrates the Perspectives of The logic that integrates the Perspectives of
functional departments and operating units functional departments and operating units and points them all in the same direction.and points them all in the same direction.
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Strategy StatementStrategy Statement The strategy statement for a business The strategy statement for a business
unit is composed of the following three unit is composed of the following three elements:elements:
1.1. A business definition that specifies the A business definition that specifies the area in which the business will area in which the business will
compete.compete.2.2. A strategic thrust that describes where A strategic thrust that describes where
competitive advantage is to be gained.competitive advantage is to be gained.3.3. Supportive functional strategies. Supportive functional strategies.
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Marketing StrategyMarketing StrategyDefinition:Definition:
It is a statement of how a brand or It is a statement of how a brand or product line will achieve its objectivesproduct line will achieve its objectives
It Provides decisions and direction It Provides decisions and direction regarding variables such as:regarding variables such as:– Segmentation of the market,Segmentation of the market,
– Identification of the target market,Identification of the target market,– Positioning,Positioning,
– Marketing Mix elements and expenditures.Marketing Mix elements and expenditures.
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Tactically Oriented Tactically Oriented CompanyCompanyBoard
Senior Management
Middle Management
Operations
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Strategic Oriented Strategic Oriented CompanyCompanyBoard
Senior Management
Middle Management
Operations
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Rules of Rules of Marketing PlanningMarketing Planning
1.1. Develop the strategic marketing Develop the strategic marketing plan.plan.
• Scanning the external environmentScanning the external environment• Identifying early on the effect this may Identifying early on the effect this may
have on the companyhave on the company2.2. A strategic plan should cover a A strategic plan should cover a
three-year period.three-year period.• NeverNever write the one-year plan first and write the one-year plan first and
extrapolate from it.extrapolate from it.
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Marketing Planning Marketing Planning ProcessProcess
A strategic marketing plan should contain the A strategic marketing plan should contain the following:following:
1.1. Executive summaryExecutive summary2.2. Mission StatementMission Statement
3.3. Financial Summary of revenue, expenses and Financial Summary of revenue, expenses and earningsearnings
4.4. Marketing auditMarketing audit5.5. SWOT analysisSWOT analysis
6.6. Assumption of key determinantsAssumption of key determinants7.7. Overall marketing objectives and strategiesOverall marketing objectives and strategies
8.8. Expected resultsExpected results9.9. Alternatives (contingency plan)Alternatives (contingency plan)
10.10. BudgetBudget
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Stages of Marketing PlanStages of Marketing Plan1 .Mission
2 .Corporate objectives
3 .Marketing audit
4.SWOT analysis
5 .Assumptions
6 .Marketing objective and strategies
7 .Estimate expected result
8 .Identity alternative plans and mixes
9 .Budget
10 .First year detailed implementation program
Phase one -Goal Setting
Phase Two –Situation Review
Phase Three-Strategy Formulation
Phase Four-Resources allocation and monitoring
Measurement and review
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Critical FactorsCritical Factors DelegationDelegation
– When companies delegate marketing When companies delegate marketing planning to planner, the plan invariably planning to planner, the plan invariably
fails, because planning for line fails, because planning for line management cannot be delegated to a management cannot be delegated to a
third party. third party. CommitmentCommitment
– Without it, those charged with introducing Without it, those charged with introducing the planning found that there was great the planning found that there was great
resistance to planning on the part of local resistance to planning on the part of local managers.managers.
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Marketing Audit IMarketing Audit I
““Marketing audit is a comprehensive, Marketing audit is a comprehensive, systematic, independent, and systematic, independent, and periodic examination of a company’speriodic examination of a company’s—or business unit’s—marketing —or business unit’s—marketing environment, objectives, strategies, environment, objectives, strategies, and activities with a view to and activities with a view to determining problem areas and determining problem areas and opportunities and recommending a opportunities and recommending a plan of action to improve the plan of action to improve the company’s marketing performance”company’s marketing performance”Philip KotlerPhilip Kotler
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Marketing Audit IIMarketing Audit IIGoal:Goal:
To see how well the firm is To see how well the firm is applying the marketing conceptsapplying the marketing concepts1.1. Examine external and internal Examine external and internal
information and proceduresinformation and procedures2.2. Identify problems in the Identify problems in the
environmentenvironment
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Marketing Audit IIIMarketing Audit III
Need for an audit does not manifest Need for an audit does not manifest itself until things start to go wrong itself until things start to go wrong
for a company in the form:for a company in the form: Declining salesDeclining sales Falling marginsFalling margins
Lost market shareLost market share Underutilized production capacityUnderutilized production capacity
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Marketing Audit IVMarketing Audit IV External AuditExternal Audit
-By independent experts-By independent experts-Starts with an examination of information -Starts with an examination of information
on the general economy and then moves on on the general economy and then moves on to the outlook for the health and growth of to the outlook for the health and growth of
the markets served by the company.the markets served by the company. Internal AuditInternal Audit
-By members of the marketing organization-By members of the marketing organization-To assess the resources of the organization -To assess the resources of the organization
as they relate to the environment and the as they relate to the environment and the resources of Competitorsresources of Competitors
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Marketing Audit VMarketing Audit V At least once a yearAt least once a year
Using:Using:– Normal information,Normal information,– Control Procedures,Control Procedures,– Marketing ResearchMarketing Research
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Marketing Audit VIMarketing Audit VI Company Executives and ManagersCompany Executives and Managers
– Few Consultants have the in-depth Few Consultants have the in-depth knowledge of market, customers, knowledge of market, customers,
company culture, and the industry company culture, and the industry that company line managers have.that company line managers have.
External ConsultantsExternal Consultants– Every company is at risk of becoming Every company is at risk of becoming
blinded to reality by the influence of blinded to reality by the influence of company culturecompany culture
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Kind of variables Kind of variables for Controllingfor Controlling
Non Direct ControlNon Direct ControlThese usually take the form of what These usually take the form of what
can be described as:can be described as:– Environment,Environment,
– Market,Market,– Competitive variablesCompetitive variables
Company has ControlCompany has Control– Operational variablesOperational variables
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Auditing ProcessAuditing Process
1.1. Identification, measurement, Identification, measurement, collection, and analysis of all collection, and analysis of all
facts and opinions that affect a facts and opinions that affect a company’s problemcompany’s problem
2.2. The application of judgment to The application of judgment to uncertain areas that remain uncertain areas that remain
after the initial analysisafter the initial analysis
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Marketing Audit Marketing Audit ProcedureProcedure
Marketing environment auditMarketing environment audit Marketing strategy auditMarketing strategy audit
Marketing organization auditMarketing organization audit Marketing system auditMarketing system audit
Marketing productivity auditMarketing productivity audit Marketing function auditMarketing function audit
Marketing excellence reviewMarketing excellence review Ethical and social responsibility reviewEthical and social responsibility review
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SWOT AnalysisSWOT Analysis
Opportunities Threats
Strengths STSO
Weakness WTWO
Internal
External
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Corporate PlanningCorporate PlanningStep 1:Step 1:
Corporate Corporate Financial Financial ObjectiveObjective
Step 2:Step 2:ManagemManagement Auditent Audit
Step 3:Step 3:Objective Objective
and and Strategy Strategy SettingSetting
Step 4:Step 4:PlansPlans
Step 5:Step 5:Corporate Corporate
PlansPlans
Targeted Targeted Growth in Growth in Sales and Sales and earningsearnings
MarketingMarketingDistributioDistributio
n n ManufactuManufactu
ringringFinancialFinancial
PersonnelPersonnel
MarketingMarketingDistributioDistributio
nnManufactuManufactu
ringringFinancial Financial PersonnelPersonnel
MarketingMarketingDistributioDistributio
nnManufactuManufactu
ringringFinancial Financial PersonnelPersonnel
Issue:Issue:corporate corporate objectives objectives
and and strategiesstrategies
Marketing Marketing ““
……
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Elements ofElements ofCorporate PlanCorporate Plan
1.1. The desire level of profitabilityThe desire level of profitability2.2. Business boundariesBusiness boundaries
• What Kinds of products will be sold to what kinds of What Kinds of products will be sold to what kinds of market (Marketing)market (Marketing)
• What Kinds of facilities will be developed What Kinds of facilities will be developed (Production and distribution)(Production and distribution)
• The size and character of the labor force (Personnel)The size and character of the labor force (Personnel)• Funding (Finance)Funding (Finance)
• Technology to be developed (Research and Technology to be developed (Research and development)development)
3.3. Other corporate objectivesOther corporate objectives• Social Responsibility and corporateSocial Responsibility and corporate
• Stock-marketStock-market• Employer imageEmployer image
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AssumptionsAssumptions This is one of the most critical This is one of the most critical
steps in the preparation of a steps in the preparation of a marketing plan because it is marketing plan because it is
the easiest step to do the easiest step to do carelessly.carelessly.
They should be:They should be:– Key,Key,
– CriticalCritical– and few in Numberand few in Number
– Consistent with relevant known Consistent with relevant known factsfacts
– With defensible assumptionsWith defensible assumptions
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Examples:Examples: Industrial overcapacity will increase Industrial overcapacity will increase
from 105 percent to 115 percent as from 105 percent to 115 percent as new plants come into operation.new plants come into operation.
Price competition will force price levels Price competition will force price levels down by 10 percent across the board.down by 10 percent across the board.
A new product that competes with A new product that competes with ours will be introduced by our major ours will be introduced by our major
competitor before the end of the competitor before the end of the second quarter. second quarter.
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4. Diversification2. MarketDevelopment
NewMarkets
1. MarketPenetration
ExistingMarkets
ExistingProducts
3. ProductDevelopment
NewProducts
Three Intensive Growth Strategies: Ansoff’s Product/Market Expansion Grid
Marketing Objectives and Marketing Objectives and StrategiesStrategies
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MarketingMix
Product
Price Promotion
Place
The Marketing MixThe Marketing Mix
CustomerSolution
Customer Cost Communication
Convenience
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Use of Marketing PlanUse of Marketing PlanTo determine:To determine:
Where the company is now,Where the company is now, Where it wants to go,Where it wants to go,
How to get thereHow to get there
Includes:Includes: Advertising PlanAdvertising Plan
Sales Promotion PlanSales Promotion Plan Pricing PlanPricing Plan
Distribution PlanDistribution Plan Product PlanProduct Plan
Target Market PlanTarget Market Plan
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The Marketing BudgetThe Marketing Budget To justify all marketing To justify all marketing
expenditures from a zero base expenditures from a zero base each year against the task that each year against the task that
you wish to accomplish.you wish to accomplish.
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Mission StatementsMission Statements It is one of the most difficult aspects It is one of the most difficult aspects
of marketing planning to master, of marketing planning to master, largely because it is philosophical largely because it is philosophical
and qualitative in nature.and qualitative in nature. Key points:Key points:
1.1. Role or ContributionRole or Contribution ProfitProfit
ServiceService Opportunity seekerOpportunity seeker
2.2. Business definitionBusiness definition3.3. Core CompetenciesCore Competencies
4.4. Company/Division PositioningCompany/Division Positioning5.5. Indications for the futureIndications for the future
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Types of Mission Types of Mission StatementsStatements
MotherhoodMotherhoodIt found in annual reports designed to It found in annual reports designed to
“stroke” shareholders/Non Practical Use“stroke” shareholders/Non Practical Use The Real ThingThe Real Thing
Meaningful Statement/impact on the Meaningful Statement/impact on the behavior of the executives at all levels.behavior of the executives at all levels.
Purpose StatementPurpose StatementLower-Level mission Lower-Level mission
statement/Appropriate on the strategic statement/Appropriate on the strategic business unit, departmental or product business unit, departmental or product
group level of the organization.group level of the organization.
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Examples ofExamples ofCorporate MissionCorporate Mission
SINGAPORE AIRLINES is engaged in SINGAPORE AIRLINES is engaged in air transportation and related air transportation and related
businesses. It operates world-wide businesses. It operates world-wide as the flag carrier of the Republic of as the flag carrier of the Republic of
Singapore, aiming to provide Singapore, aiming to provide services of the highest quality at services of the highest quality at
reasonable prices for customers and reasonable prices for customers and a profit for the companya profit for the company
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Examples of Examples of Corporate MissionCorporate Mission
MARRIOTT’S Mission Statement:MARRIOTT’S Mission Statement:We are committed to being the We are committed to being the
best lodging and food service best lodging and food service company in the world, by treating company in the world, by treating
employees in ways that create employees in ways that create extraordinary customer service extraordinary customer service
and shareholder valueand shareholder value
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Last WordLast Word There is no secret magic or a formula.There is no secret magic or a formula.
It is more of an age-old adage that It is more of an age-old adage that harder they work, the luckier they harder they work, the luckier they
get.get. It is not necessary to be a mighty It is not necessary to be a mighty
corporation to do all this and a corporation to do all this and a company of any size should be able to company of any size should be able to
do so and succeed. do so and succeed.
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A Goal is a dream A Goal is a dream with a deadlinewith a deadline
Zig ZaglarZig Zaglar